Delivery Program - Progress report July – December 2023

DELIVERY PROGRAM Progress Report July - December 2023

ACKNOWLEDGEMENT OF COUNTRY Clarence Valley Council acknowledges the Bundjalung, Gumbaynggirr and Yaegl Peoples as the Traditional Owners of the land on which we live and work.

We honour our First Nations people’s culture and connection to land, sea and community.

We pay our respects to their Elders past, present and emerging.

Three Mobs, One River artwork by Frances Belle Parker, Joe Walker, Deborah Taylor

Delivery Program Status Update December 2023/2024

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IP&R Framework and the Delivery Program The purpose of the Delivery Program Progress Report is to enable councilors to understand how council is tracking in the context of the commitment it has made to the community through the Delivery Program The Delivery Program is one part of the Integration Planning and Reporting (IP&R) Framework, which describes the system of integrated business planning for local government.

All the documents are integrated and are demonstrated in the following IP&R diagram opposite.

Delivery Program Status Update December 2023/2024

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The Delivery Program aligned to the five themes in the Community Strategic Plan (CSP) SOCIETY Creating a place where people are healthy, safe, connected and in harmony with the natural environment to retain and improve the quality of community life.

INFRASTRUCTURE Maintaining our diverse infrastructure base to serve the needs of the Clarence.

ECONOMY Strengthening and diversifying the region’s economic base in a way that complements the environmental and social values of the Clarence.

ENVIRONMENT Valuing, respecting and actively participating in the care and management of the Clarence’s natural environment for current and future generations.

LEADERSHIP Setting the overall direction and long-term goals for the Clarence in

Delivery Program Status Update December 2023/2024

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SOCIETY OBJECTIVE SO1:

To be part of a proud and inviting community with opportunities to connect and belong.PL3_ SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

SO1.1 Establish a rolling program to document Community Economic Development Plans for towns and villages throughout the LGA.

Implement an LGA wide community engagement program

Councillor Listening tours were organised for Tucabia and Brooms Head, Ramornie and Waterview Heights and Copmanhurst, Junction Hill and Ulmarra and 7 First Nations Community Engagement Sessions were facilitated.

This will commence in the second half of the 2023/2024 FY. The development of the Lawrence CEDP allowed community members to meet, connect, and be involved in the development of the plan and the draft plan is reflective of the local community’s sense of belonging and connection to the community and each other. Once community feedback from the exhibition period has been incorporated, the report will return to the council for adoption in early in 2024. The 5 year rolling program will be finalised by the end of the current FY. This will commence in the second half of the 2023/2024 FY. Planning for the Citizen of the Year was completed in the first half of the year with nominations being called in November 2023 for the Awards Day to be conducted in January 2024.

A Citizenship Ceremony held in September, involving 17 conferees.

The 2023 Jacaranda Festival was a success with feedback from the community, tourists, and operators advising an increase in numbers and positive feedback received this year. The festival showcased Grafton and the wider LGA as an inviting community with a strong identity.

Illuminate was a success this year and highlighted See Park as a place where families and communities can connect and socialise.

Free entertainment and catering options enhanced the experience for community members attending the event and contributed to a sense of connection and belonging to and for our community.

Deliver a program of candidate information sessions Develop a 5 year rolling program for the preparation of the Community Economic Development Plans for Clarence Valley towns and villages

SO1.2 Strengthen the Clarence Valley identity

Support ANZAC celebratory events Create a partnership with community to host Australia Day citizen of the year Awards Host citizenship ceremonies Support the running of the Annual Jacaranda Festival through in kind sponsorship

Deliver the annual 'Illuminate Jacaranda' project in See Park

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OBJECTIVE SO2:

A community that supports, encourages and celebrates the rich cultural heritage of the Gumbaynggir, Bundjalung and Yaegl people and provides space for active community participation and strong relationships with local Traditional Owners.PL3_ SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

SO2.1 Implement Signage Strategy including recognition of language.

Implement the Signage Strategy

SO2.2 Develop and endorse a Reconciliation Action Plan (RAP).

SO2.4 Investigate options for developing a cultural capability framework.

Work with the organisation and the community to deliver the actions from the Reconciliation Action Plan As part of delivering the Aboriginal Engagement framework investigate options for developing a cultural capability framework.

Deliver the Aboriginal Engagement framework to ensure effective engagement, communication and participation with First Nations communities within the local government area Prepare a business case for the new Yamba Community Centre Precinct after redevelopment

Manufacturing of the signage has commenced. Installation will be rolled out in conjunction with S138 approvals with TfNSW. Works to be completed by 30 June 2024.

The deadline for the Phase 2 LRCIP Funding project is 30 June 202 The Reconciliation Action Plan is currently at Reconciliation Australia awaiting feedback.

For development in the second half of 2023/2024

SO2.5 Engage with the Aboriginal Traditional Owners to grow and understanding of culture.

Continue Indigenous Land Use Agreements discussions related to Holiday Parks

A plan for the 2024/2025 First Nation Engagement Framework had been drafted in late 2023. Further review and engagement will be conducted in the second half of 2023/2024 Evidence best practice models being reviewed and working towards the development of a draft business case in consultation with regional libraries.

Staff are meeting with Land Councils and First Nations community groups

OBJECTIVE SO3:

A safe and active community where healthy lifestyles and better health outcomes are encouraged and supported with accessible infrastructure for residents of all ages and abilities.PL3_ SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

SO3.1 Support Chambers to identify and seek funding for crime prevention and safety technology, activities and programs.

Finalise the Crime Prevention Strategy and submit for Attorney General's endorsement

The Crime Prevention Strategy has been adopted by Council and the action plan is being implemented.

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Partner with the Police, internal and external stakeholders to respond, support and address current & emerging community safety issues and deliver community safety initiatives from Crime Prevention Strategy

SO3.2 Advocate for adequate medical and allied health services to meet the needs of community.

Advocate as opportunities arise for adequate medical and allied health services to meet the needs of community

SO3.3 Create a network of shared pathways for use by pedestrians, cyclists and those using mobility aids.

Ensure that Active Transport Strategy plans for a network of shared pathways for use by pedestrians, cyclists and those using mobility aids.

SO3.4 Establish Advisory Committees to provide input to the planning of community assets

Oversee the engagement and governance of the advisory and s355 committees Support the administration of the CV Access Committee

Support the Clarence Regional Library Advisory Committee Support the administration and governance of the CV Community and Cultural Committee Administer the Clarence Valley Biodiversity Advisory Committee

Staff have been engaged with Police and internal and external stakeholders such as attending the Clarence Valley Domestic and Family Violence Committee meetings, promoting and attending the 16 Days of Activism Event at Grafton Library, attending one stop shop at local schools delivering alcohol ad drug education, promotion of the Look Lock Leave and If You See Something Say Something campaigns and plan/coordinate school holiday safety response in Yamba including distribution of safety messaging & collateral to residents, real estates and holiday parks.

Mayoral Minute 05.23.013 19 December Ordinary Minute That Council 1.write to the NSW Premier, the Hon. (Chris) Christopher Minns, MP and the Hon. Ryan Park MP, Minister for Health and Minister for Regional Health: a. seeking an urgent meeting to confirm that the redevelopment of the Grafton Base Hospital will proceed as planned and that the redevelopment remains a priority for the NSW Government, b. confirming Clarence Valley Council and the local community’s strong support for the proposed redevelopment. c. thanking the NSW Government for their ongoing commitment to improving health services in the Clarence Valley.

The draft Active Transport Strategy has been reviewed by Council staff and the consultants are now finalising the document in preparation for Council to consider it at the February 2024 Council meeting. Once endorsed it will be placed on public exhibition.

Section 355 committees are being overseen with administration assistance and committees are provided with adequate training and operating in accordance with the relevant s355 constitution.

The access committee meets monthly and committee members are highly engaged and passionate about their role on the committee. There are some great relationships that have been established amongst members and internal stakeholders.

Supported internal stakeholders to engage with access committee to inclusively inform their projects and planning.

Meetings have been held as required Two meetings held between July to December 2023 Biodiversity Advisory Committee met in November 2023 with guest speaker Jamie Bertram from NSW RFS regarding bushfire and impacts on biodiversity and environmental protection concerns.

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Delivery Program Status Update December 2023/2024

SO3.5 Promote use of council sporting, cultural and community facilities

Support the administration and funding to the two Sports Committees Support the operation of aquatic facilities and sports centres Support and keep community informed of delivery of the Regional Aquatic Centre redevelopment Prepare a facilities operational management plan to promote the use of the new Yamba Community Centre Precinct after redevelopment

Sports Committee Funding is currently open for round one with recommendations being considered at the February 2024 meeting Management reports received monthly, with no issues identified.

Updated and relevant information has been sent to Community Focus group and website project page maintained.

This will commence when the Centre is closer to opening

OBJECTIVE SO4:

A community in which cultural assets and public art is valued and plays a role in celebrating local arts as well as bringing innovative opportunities to the Valley.PL3_ SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

SO4.1 Develop a public art program that recognises local artists and culturally heritage.

Implement the Philanthropy Plan to increase support for Gallery Programs

Grafton Regional Gallery Philanthropy Plan has successfully brokered sponsorship and philanthropic outcomes both in kind and cash contributions.

During the current financial year, the 2022 JADA tour dates for the first half of 2023/2024 included the Tamworth Regional Gallery and Morton Bay Regional Galleries and Museum for Redcliffe Art Gallery. Total visitation since the tour commenced on 2 Feb 2023 is 27,769. Preparation is underway for the 2024 JADA Award and entries will close for this on 30 June 2024.

Copyright and collection search engine projects on track for completion in Q4. to ensure community access to CVC's significant cultural assets.

9 public art projects completed to date across the Clarence Valley LGA featuring the work of 75 local artists to local artists, community, and cultural heritage.

Multiple events and programs undertaken at all library locations as part of school holiday activities, regular weekly and monthly library programming as well as one off events of community interest.

Café Lease Management EOI signed with Elders Lifestyle Grafton to promote an opportunity for a local or external provider to utilise a unique and bespoke cafe space.

Present the 2023 JADA and secure secured touring venues

Conduct a collection copyright & online portal project

Deliver public art and culture in line with the Public Art Policy that recognises local artists and culturally heritage SO4.2 Partner, participate and support cultural and artistic activities being coordinated by communities across the Valley.

Deliver Get Connected programs for targeted groups including – digital literacy and skills programs

Develop the commercial revenue generating opportunities for the Regional Art Gallery

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Deliver Plunge and cultural activity across the LGA

Review and develop the Clarence Valley Cultural Plan for 2023-2027 Create a rolling program of public art projects including maintenance of public art works

Plunge 2024: 42 artists/community groups have responded to be involved in a range of 120 events planned. Plunge supports and promotes local community involvement in arts and culture across the Clarence Valley.

Planning on track for the development of the 2025 - 2030 Cultural Valley Cultural Plan to ensure the Clarence Valley community has access to rich and diverse cultural opportunities.

Public art maintenance has been undertaken on a number of public art assets and is ongoing to ensure that that the CV community is vibrant and inclusive.

9 public art projects completed to date across the Clarence Valley LGA featuring the work of 75 local artists. Public Art Policy & Procedure V1 reviewed. Advise and support for third party public art projects ongoing to ensure that the Clarence Valley community is a vibrant, welcoming and inclusive place.

SO4.3 Create opportunities for local artists to develop their talent.

Deliver public art and culture in line with the Public Art Policy to create opportunities for local artists to develop their talent

OBJECTIVE SO5:

An inclusive community where diversity is respected and Clarence Valley residents, regardless of age or ability, have equal access to quality services, events and opportunities.PL3_ SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

SO5.1 Review of accessible parking in towns.

Review accessible parking in towns identified through customer feedback, the Safe Systems Working Group, Local Traffic Committee and State and Federal funded road safety programs Plan and design road safety and traffic improvement projects identified through customer feedback, the Safe Systems Working Group, Local Traffic Committee and State and Federal funded road safety programs Support the community through the annual event and sports tourism sponsorship program

New accessible parking spaces are in the development phase.

Any proposed works will be considered by Council in the Operational Plan and forward works programs.

SO5.2 Consult with representative groups on major infrastructure proposals.

SO5.3 Offer community groups and not for profits support to access funding to deliver services that meet the needs of residents and visitors alike.

Three (3) road safety projects have been nominated for the 24/25 round of Black Spot funding.

The Special Events and Sports Tourism Program has offered community members, tourists and competitors an opportunity to be involved in events and activities that meet their individual needs, promote healthy lifestyles and activate local places and spaces. Two Sports Tourism events were completed in this reporting period - Waveksi and Triathlon. There were 7 Special Events completed with an estimated economic benefit of $5,865,680.

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Build the capacity of community organisations and groups to access external funding opportunities

Facilitate the delivery of the Community Initiative Program and the Cultural & Sports Trust Fund

The Grantseeker Toolkit was released which is now available for download on the Community Funding and Grants page of Clarence Valley Council's website. Eight major grant opportunities opened in this period as well as encouraging applications to Round 2 of the 2023/2024 Community Initiative Program. Thirty-seven individual requests for assistance and advice on (external) grant applications were received.

Lists of grant opportunities were shared with the Youth Network and Our Healthy Clarence teams.

7 external organisations were provided with assistance with project development and applications.

Correspondence regarding NAIDOC grants was sent to local Aboriginal Land Councils.

The provision of one-on-one support with grant applications and development of projects offers community groups and not-forprofits a unique individual service that meets their needs and is inclusive.

Round 2 of the 2023/2024 Community Initiative Program (CIP) was opened. Extensive promotion via Council platforms received 22 applications (7 more than the same period last year).

Applications were assessed and reviewed by a panel, and recommendations went to the November Council Meeting where they were adopted by our Councillors.

The Community Initiatives Program has offered support to community groups and not-for-profits so they can deliver a range of activities, events and programs that meet the needs of Clarence Valley residents.

Sports Committee Funding is currently open for round one with recommendations being considered at the February 2024 meeting,

SO5.4 Identify barriers to use of Council’s sporting, cultural and community facilities to inform decisions about future improvements.

Support the administration and funding to the two Sports Committees

OBJECTIVE SO6:

A community supportive of its young people and their safety, growth and development and their participation in decision making that affects them.PL3_ SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

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SO6.1 Investigate opportunities for decision making to be informed by the views of young people.

Develop a plan to ensure effective engagement, communication and participation of young people in communities across the local government area

SO6.2 Improve youth engagement and involvement

Develop a youth program to support the delivery of relevant and inclusive youth projects

Partner with relevant internal and external stakeholders to support events that focus on children and seniors in the Clarence Valley

Young people have been supported to engage in a range of events, programs and activities across the LGA from One Stop Shops, cultural connection days, disability inclusion days, community consultations about the Affordable Housing Strategy and the Woombah Playground supporting young people and their safety, growth and development and their participation in decision making that affects them.

With a focus on supporting youth engagement across the Clarence Valley, we have worked with a diverse range of stakeholders to advocate, deliver, partner and collaborate to ensure the delivery of an inclusive youth program that promotes healthy lifestyle activities and opportunities for growth and development including engaging school holiday and after school drop ins, in kind support deliver an inclusive playgroup and mental health programs.

Seniors week event planning underway in partnership with Library team. Two Children & Family Network (CFN) meetings were attended as well as two working group meetings to debrief the Children's Event partnered with the CFN on in September, including and assessing feedback forms and setting planning in place for 2024 event. Ensuring events delivered are inclusive and accessible promotes opportunities for seniors and young people to engage with their community in healthy, fun and ageappropriate events and activities that promote connection and a sense of belonging.

OBJECTIVE SO7:

Affordable housing and living standards with health, education and employment opportunities that support a resilient community.PL3_ SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

SO7.1 Pursue affordable/accessible housing through policy and planning.

Streamline approval pathways for complying minor residential development including affordable/accessible housing

SO7.2 Consider options to achieve an increased range of housing options through a review of Council’s Development Control Plans.

Commence reform of Residential Zones Development Control Plan

Project underway for streamlined assessment of Development Applications for DCP compliant minor residential development, such as dwelling houses, extensions and ancillary buildings, such as sheds.

Draft Residential DCP changes finalised to be reported to an upcoming Council meeting early 2024 to seek approval for exhibition.

Project underway for streamlined assessment of Development Applications for DCP compliant minor residential development, such as dwelling houses, extensions and ancillary buildings, such as sheds.

Streamline approval pathways for complying minor residential development

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Finalise the Clarenza DCP

SO7.3 Advocate for a range of options for health and education.

Deliver Print Manage Project Develop and deliver the Clarence Regional Libraries Strategic Action Plan

An application has been made for $150,000 funding from the Regional Housing Strategic Planning Fund to progress studies needed to update the draft Clarenza DCP. The Department of Planning and Environment have advised that the announcement of the grant has been delayed until the new year 2024.

Project on hold as is not scheduled for rollout until February 2024.

The CRL Strategic Plan 2024-2034 is on track to be presented to CVC and BSC at their February council meetings to go on public exhibition prior to adoption.

The annual trainee and apprentice program was launched with an expo and forum held on 8/11/2023.

107 applications were received, assessment centres have been held and new starters are expected to commence in early 2024.

Regular mentoring support sessions will be set up to support trainees and apprentices in 2024

SO7.4 Partner with education providers through a supported traineeship program.

Develop a group cohort CVC traineeship annual program, including development of targeted engagement plan

OBJECTIVE SO8:

An appropriate mix of housing that meets the various stages of lifePL3_ SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

SO8.1 Prepare a Housing Strategy to inform Local Growth Management.

Finalise a Housing Strategy for the Clarence Valley ensuring it informs Local Growth Management

SO8.2 Consider options to achieve an increased range of housing options through a review of Council’s Development Control Plans.

Support the implementation of recommended actions from The Clarence – Riverway Masterplan II for 2023/2024

The draft Housing Strategy is currently on exhibition closing 22 December. The draft will be amended and reported to a Council meeting in early 2024.

Ongoing promotions of the Clarence as one of the Nations Great River experiences via social media, My Clarence Valley website, digital advertising, and paid print media including the upcoming 2024 Caravanning and Camping with Kids publication, released January 2024, which includes 4 pages focusing on Family adventures in the Clarence Valley during the Jacaranda Season.

SO8.3 Review Affordable Housing Policy to consider options for increased opportunities for low income individuals and families.

Finalise a Housing Strategy for the Clarence Valley

OBJECTIVE SO9:

Preservation of the heritage and historic buildings and other significant assets across the area.PL3_ SPL3_DESC}

STRATEGY

ACTION

The draft Housing Strategy is currently on exhibition, closing on 22 December. The draft will be amended and reported to a Council meeting in early 2024.

STATUS UPDATE 12

Delivery Program Status Update December 2023/2024

SO9.1 Document heritage and culturally significant trees, plants and gardens.

Oversee implementation of Cultural Mapping Program

Implement the annual Heritage Assistance Grant Program and investigate signage and streetscape entry improvements to Heritage Conservation Areas SO9.2 Formalise commitment to local museums.

Implement the findings of the Museums Service Review Deliver quarterly Museums skills development workshops

The Yaegl Traditional Owners Aboriginal Corporation (TOAC) mapping project was delayed when NSW government responsibility for Aboriginal cultural heritage shifted agencies to Heritage NSW. Council staff followed up on the progress with government agencies on multiple occasions, with progress towards finalisation anticipated on advice that agreement has been reached between Heritage NSW and the Yaegl TOAC. Annual Heritage Assistance Grant Program endorsed by Council and grants allocated. Investigation of heritage signage and streetscape improvements from heritage conservation areas to progress in the second half of 2023/2024.

Museum Service Review approval and recommendations go be implemented in the second half of 2023/204.

Programming for Your Museum Workshop presented by the Powerhouse Museum attended by 19 participants from four Clarence Valley Museums.

A report to council was submitted to the November council meeting for options to purchase the historic part of Grafton Goal, the resolution was that the GM would write a letter to the NSW Department, seeking the ability to purchase the site. Feedback was provided to the Council at the December meeting and the decision was made not to proceed limiting Council’s influence.

A report to council was submitted to the November council meeting for options to purchase the historic part of Grafton Goal, the resolution was that the GM would write a letter to the NSW Department, seeking the ability to purchase the site. Feedback was provided to the Council at the December meeting and the decision was made not to proceed limiting Council’s influence.

SO9.3 Encourage the repurposing of historic buildings to serve current and future needs of community.

Support initiatives that actively repurpose historic buildings for current and future community needs as raised by the Economic Development and Tourism Advisory Committee and Community and Cultural Committee

SO9.4 Encourage innovation to retain public access to the Historic Grafton Gaol

Investigate available options to retain public access through the historic Grafton Goal

OBJECTIVE SO10:

A resilient community, prepared for natural disaster.PL3_ SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

SO10.1 Support establishment of a unified Emergency Management Coordination Centre for first responder agencies SO10.2 Improved disaster resilience: People, Flora & fauna, Environment, Business, Sporting groups

Support the planning and delivery of the RFS Emergency Operations Command Centre

Council is in support of the delivery of the RFS Emergency Operations Command Centre. The RFS has been submitted a DA for the project.

Establish and deliver an annual program of emergency management community planning and preparedness and public education programs

Simtables for Community Empowerment project is being delivered and co-facilitated with RFS. Sessions have been delivered at Iluka and Ashby. There are future sessions planned at Woombah. Nymboida has been postponed to next quarter following recent fire activity.

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Delivery Program Status Update December 2023/2024

Implement the actions of the Disaster Resilience Framework Action Plan with a view to improving disaster resilience Implement actions in the Clarence Valley Bush Fire Risk Management Plan

SO10.3 Improve community ability to recover after disaster by building community and infrastructure resilience.

Plan and deliver emergency response exercises with local emergency services

Develop the first Clarence Valley Recovery Support Plan including individual community profiles that support local recovery in consultation with Council functional areas, emergency services and community groups

The priorities in the action plan are under review. Some assets included in the action plan have been amended following the Feb/March (2022) flood.

Works completed for Q2 component of program. Initial discussions relating to Next Generation Bush Fire Risk Management Plans (BFRMPs) are underway for Clarence Valley, in consultation with RFS as the lead agency.

Planning is underway to conduct multi-agency exercise involving the Shannon Ck Dam to test both the Dam Safety Emergency Plan & the SES flood sub-plan which is also under review .

Exercise is anticipated around March-June 2024.

A Local Emergency Management Committee working group has been established to develop the first Clarence Valley Pre-Event Recovery Plan. This will include community profiles for 18 priority locations based on their risk profile.

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INFRASTRUCTURE OBJECTIVE IN1:

A safely maintained transport (road and bridge) network.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN1.1 Review and establish service levels for road and transport infrastructure maintenance.

Facilitate a rolling asset condition rating process across all infrastructure asset classes

Project not yet started - will commence on completion of the 2022-2023 Financial Statements which are currently due for completion in February 2024.

This item is yet to commence.

IN1.2 Develop snap send solve integration with Council’s corporate systems.

IN1.3 Investigate options for Viaduct Road South Grafton

Investigate the use of and renewal/upgrade of road signage, variable message signs and traffic light systems to manage road safety Review Snap-Send-Solve platform to determine costing and process for integration into Council’s Corporate System Consult with Transport for NSW with a view to reclassify and transfer Viaduct Road, along with Armidale Road to State Government

This item is yet to commence.

TfNSW are supportive of an application to transfer Viaduct Rd to State management, however this was broadly on the basis that Armidale Rd was to be transferred to State management resulting in Viaduct Road (70m) being situated between two (2) State Roads. A report on the status of the reclassification process will be considered at the February OCM.

OBJECTIVE IN2:

Footpaths and cycleways that are interconnected, functional, well maintained and reach destinations.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN2.1 Implementation of the Pedestrian Access and Mobility Plan (PAMP).

Implement the Pedestrian Access and Mobility Plan (PAMP)in line with the Active Transport Strategy

The draft Active Transport Strategy has been reviewed by Council staff and the consultants are now finalising the document in preparation for Council to consider it at the February 2024 Council meeting. Once endorsed it will be placed on public exhibition

15 Delivery Program Status Update December 2023/2024

Create a concept design for Prince St Grafton - CBD Redevelopment

Project manage the delivery of strategic projects

Project manage the construction of the Yamba Community Precinct Centre Project manage the construction of the Maclean Community Precinct Centre

IN2.2 Investigate options for a cycle/pedestrian route from Maclean to Yamba and from Woombah to Woody Head IN2.3 Advocate for State funding of the Big River Way cycleway/pedestrian route from Grafton to Maclean.

Investigate options for a cycle/pedestrian route from Maclean to Yamba and from Woombah to Woody Head as part of delivering the Activte Transport Strategy

IN2.4 Plan for walking trails from The Glen to Maclean.

Plan for walking trails from The Glen to Maclean through

IN2.5 Create a network of connected cycleways and footpaths for active recreation.

Plan and design pedestrian and bicycle facilities identified and prioritised in the Active Transport Strategy

Advocate as opportunities arise

Staff are currently preparing an application for funding under the Australian Government Regional Precincts and Partnerships program. The funding would be used to undertake preconstruction investigations (survey, geotechnical, service locations) and undertake a preliminary (Stage 1) design and staging pan for the project. This would enable Council to seek funding for detailed design and construction in future years.

Projects allocated to councils Project Management Office (PMO) will continue to be developed from inception through to completion.

The Construction Contract has been awarded to Bennett Constructions. Bennett Constructions have mobilised to site and will complete the demolition of the existing facility in early 2024.

Project management of the design and approvals for the Maclean Community Precinct Centre project is well underway. The construction contract for the project is expected to be awarded in mid 2024.

These routes will be included and prioritized accordingly in the draft Active Transport Strategy. The draft Active Transport Strategy will be considered at the February 2024 Council meeting.

Mayoral Minutes: 05.23.009 - Regional Road reclassification Armidale Road, 05.23.011 - NSW Constitutional Protection from Privatisation of Regional Water Utilities, 05.23.010 - Increase to State Government Pensioner Rate Rebate to Eligible Pensioners, 05.23.008 - Support for Country Mayors Association submission to NSW Government for funding of critical priorities for regional and rural communities, 05.23.012 - Support Country Mayors Association submission to State Government for increased funding for crime, law and order in regional NSW, 05.23.013 Grafton Base Hospital Redevelopment.

The link from The Glen to Maclean is included in the draft Active Transport Strategy. The draft Active Transport Strategy will be considered at the February 2024 Council meeting.

The draft Active Transport Strategy has been reviewed by Council staff and the consultants are now finalising the document in preparation for Council to consider it at the February 2024 Council meeting. Once endorsed it will be placed on public exhibition.

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OBJECTIVE IN3:

Communities that are well serviced with essential infrastructure (including transport services, water and sewage systems and public amenities).PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN3.1 Model and cost town sewerage systems to consider expansion to currently un-serviced areas.

IN3.2 Consider and determine options for Yamba Bypass.

Complete a full revaluation of Sewer Network Assets

This action will be completed in the second half of 2023/2024.

Determine options for Yamba Bypass

IN3.3 Review Council’s Integrated Water Cycle Management (IWCM) strategy and confirm priorities.

Prepare a Property Management Plan for Glens Creek Rd property

Preliminary Environmental Investigation completed. Council will work with TfNSW and other Council sections to prepare a Transport Network Plan (subject to a successful grant application) for Yamba, including all forms of transport and traffic needs.

RFQ are being sought to undertake fencing of the property (Glens Creek Rd). Note: This property includes RWS assets including the weir.

Four (4) meetings of RWS Advisory Committee have been held between July and November 2023. CVC and CHCC are working to formalise a new agreement.

The Glenreagh temporary filtration plant has been commissioned with the boiled water alert (by NSW Health) now lifted. All other water license requirements have been met.

The Glenreagh filtration plant (temporary) has been commissioned and the boiled water alert by NSW Health was lifted in late 2023. All other water license requirements have been satisfied.

This project has been deferred due to the need to priorities other infrastructure improvement projects.

The financial Modelling is scheduled to be undertaken in 2024

Partner with Coffs City Council to manage the Regional Water Supply Manage the Water Network to meet licence / health requirements Manage the Sewer Network to meet licence requirements

IN3.4 Investigate options for water filtration

Inflow/Infiltration prevention program to detect illegal stormwater connections and failed pipes Complete the financial modelling for the Rushforth Road Water Filtration Plant Complete the Environmental Impact Statement for the Rushforth Road Water Filtration Plant

Complete the community consultation for the Rushforth Road Water Filtration Plant

Consultants (Epic Environmental) were engaged in July 2023 to commence work on the EIS for the Rushforth Road filtration project. Draft community engagement plans have been received and are being reviewed by staff. Note: A risk mitigation measure is being implemented through the construction of a secondary settling pond. This will provide additional capacity for water supply whilst the filtration plant preconstruction activities are being progressed.

This item is yet to commence.

17 Delivery Program Status Update December 2023/2024

OBJECTIVE IN4:

Floodplain and drainage infrastructure that is maintained in a way that improves amenity and liveability.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN4.1 Review the suite of floodplain management plans for the local government area.

Create a plan for review of suite of floodplain management plan

IN4.2 Advocate for increased government funding to improve floodplain infrastructure.

Engage with state and federal government for funding to improve floodplain infrastructure opportunities

IN4.3 Advocate for increased funding to the State Government's Floodplain Management Program - Maintenance Grants

Engage with LGNSW and Floodplain Management Authority to lobby for increase in funding

The Flood Study update (2022) was adopted by Council in September 2023. A brief to undertake a consolidated Floodplain Risk Management Study and Floodplain Risk Management Plan is being prepared.

An unsuccessful application was made to the Infrastructure Betterment Fund for funding to upgrade the North Street flood pump. An Expression of Interest was submitted under the Federal Disaster Ready Fund Round 2 for the North Street Flood Pump project. Floodplain infrastructure projects were nominated

by Council in August for inclusion in the State “Drainage Reset” program. Funding has been received under the Northern Rivers Resilience Initiative to investigate and implement Maclean drainage issues related to floods The Floodplain Management Authority has continued to lobby for increased funding.

OBJECTIVE IN5:

Forward planning for modern, accessible infrastructure upgrades and renewals.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN5.1 Adopt a forward capital works program.

Coordinate preparation of a long term Capital Works Program

Preparation of the program has commenced with the draft program to be presented to Council for public exhibition in April 2024 Five projects are being delivered under the Local Government Road Safety Program: - Fijian community bike safety - in progress - Older road user workshops - complete - Motorcycle safety workshop- complete - Child restraint training for care providers- complete - Caravan safety - scheduled for May 2024

Develop an annual project under the Local Government Road Safety Program

18 Delivery Program Status Update December 2023/2024

Deliver Fixing Country Bridges Program

Implement Council’s property rationalisation program Conduct disposals and acquisitions to support the capital works program Progress Land swap negotiations to realise the Maclean Boardwalk Implement a dedicated urban stormwater drainage program Complete the Civil Services capital works program

Complete the Building & Facilities capital works program Complete the Holiday Parks capital works program Complete the Watercycle capital works program

Complete the Sewer Services capital works program

Complete the Open Spaces capital works program

Complete the Waste Services capital works program

Prepare a Grafton Regional Landfill Expansion concept design Complete the Cemeteries capital works program

Delivery of the Fixing Country Bridges projects is well progressed. Round 1 projects are on track for delivery by mid 2024. Round 2 projects including Bluff Bridge will continue into 2024-25.

Acquisitions and disposals continuing to be identified, investigated and divested in line with Councils requirements.

Acquisitions and disposals for projects continue to be processed in line with legislative requirements and project time frames.

Some constraints have been identified with a proposed land swap with Fisheries. Staff are currently reviewing alternate options to achieve connectivity of the Maclean boardwalk/path.

This item is yet to commence.

The Transport Infrastructure Capital Works Program has progressed well with some projects scope amended to support flood restoration works. All grant funded projects are on track for completion in the current financial Year.

Works is being planned for and procurement is on-going for the capital works program as per the operational plan.

Program delivery in progress Capital works projects are currently on track. Some examples include The Brooms Head water main - 75% complete. Tender documents for the Maclean 4.5ML Reservoir have been completed. Wooli water intake is 75% complete (Lake Hiawatha).

Water Quality sampling taps have been completed.

Y1 Sewer pump station upgrade is 100% complete. Sewer main relining tender has been awarded to Interflow. Remaining sewer capital works program is on schedule.

The majority of capital works projects are underway including ones in various stages of planning and completion. Some amendments to the current program will be required due to budgetary constraints related to external funding sources.

Action comprises 5 individual projects - Landfill Solar farm, Grafton Waste Transfer Station redevelopment, Maclean WTS redevelopment, Landfill Heavy Plant, and 4th Composting Tunnel. Four(4) of 5 projects are on track and aligned with capital works budget for current and next financial year. Scope of Action needs amendment by deferring Maclean WTS redevelopment for 2 years.

This item is yet to commence.

Projects planned as per the Capital works program 19

Delivery Program Status Update December 2023/2024

Investigate and prepare a perpetual maintenance program and associated funding

The action to investigate and prepare a perpetual maintenance program and associated funding for cemetery infrastructure is on track.

Staff have commenced consultation with specialist consultants to help inform the required scope for the Quarry Strategic Plan.

Staff anticipate engaging a consultant to prepare the plan early in 2024.

The draft Active Transport Strategy has been reviewed by Council staff and the consultants are now finalising the document in preparation for Council to consider it at the February 2024 Council meeting. Once endorsed it will be placed on public exhibition Collaboration with the RFS and Public Works continue with the design and planning of the FCC to be located at Clarence Valley Regional Airport.

Building and facilities

IN5.2 Review and establish service levels for road and transport infrastructure maintenance.

Develop a strategic plan for future operations of Council owned quarries

IN5.3 Create a network of shared pathways for use by pedestrians, cyclists and those using mobility aids.

Deliver the Active Transport Strategy

IN5.4 Investigate options for future use of Ulmarra Fire Control Centre post construction of the Emergency Control Centre.

Support the planning and delivery of the RFS ‘Emergency Operations Command Centre'

OBJECTIVE IN6:

Well maintained facilities and amenities that serve the needs of a growing residential population and visitors to the area.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN6.1 Review and plan for off leash dog friendly areas.

Promote off-leash, dog-friendly areas to the community

IN6.2 Review of amenities and cleaning contracts.

IN6.3 Improve usage of Council facilities

Undertake review of amenities and cleaning contracts

The promotion of dog friendly and off leash areas is available on Council’s webpage with maps available. The Corcoran Park dog park has also been promoted through social media and the project webpage.

Review of cleaning schedules and specifications has commenced in preparation for tender.

Annual license and lease renewals are on schedule. Staff are currently focused on water recreation structure agreements.

Not yet started, will commence in second half of financial year.

Prepare the communication plan to support future use of Ulmarra Fire Control Centre investigations

Manage annual lease and licence program Develop Facilities Management Plans for active and high use community halls Support community organisation in the Clarence Valley through the operations, maintenance and administration of community halls.

Support the business functions of Council through the operations, maintenance and administration of works depots and administration centres

The facilities team provides continuous support through the provision of general maintenance, keys and security, facility bookings and regular communication with community groups which utilise community halls across the LGA. The Facilities team provides continuous support through the provision of general maintenance, keys and security, facility bookings and regular communication with stakeholders to ensure facilities meet Council’s operational needs.

20

Delivery Program Status Update December 2023/2024

IN6.4 Review CBD amenity and establish Service Level Agreements.

Review Alcohol Free Zones and Alcohol Prohibited Area designations Develop an annual rolling program for CBD amenity and establish Service Level Agreements.

To be progressed in Q3, with engagement with NSW Police to occur.

The recruitment process of newly created Streetscape positions is underway that will inform a rolling program and service levels for the maintenance of CBD amenities and beautification.

The Maclean and Grafton open spaces teams have a regular maintenance program for improving the amenity of town entry points. This includes annual bed displays in Roundabouts in Grafton, regular hedging of garden beds into and through Maclean CBD, programmed cyclic maintenance of turfed areas, and weed eradication works.

IN6.5 Establish a town entrance beautification program for Grafton and Maclean to improve amenity on entry.

Develop an annual rolling program for Grafton and Maclean to improve amenity on entry.

OBJECTIVE IN7:

Beautification of towns and villages to improve amenity and pride of place.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN7.1 Develop an annual program for town and village beautification

Develop an annual rolling program for town and village beautification

All town teams in Open Spaces complete and maintain villages to agreed service levels.

The recruitment process of the newly created Streetscape team is underway. This team will further enhance the general beautification of towns and villages across the Clarence.

The recruitment process of the newly created Streetscape team is underway. The team comprises a supervisor, senior field officers and two (2) field operators who will focus on increasing the Town and Village maintenance and beautification across the Clarence Valley.

The recruitment process of the newly created Streetscape team is underway. The team comprises a supervisor, senior field officers and two (2) field operators who will focus on increasing the Town and Village maintenance and beautification across the Clarence Valley.

Implemented AED Blades for Iluka / Woombah. Completing audit for Risk Management Signage as part of Statewide Mutual CIP to develop and implement renewal plan. Shared footpath signage for Ford Park to Yamba breakwall and Iluka to Iluka breakwall (customer requests). Planning new signage for reserves with names recently assigned by GNB and for Yamba Sports Complex (customer requests). Reactive signage maintenance program ongoing.

Recruit team to undertake increased town and village maintenance

IN7.2 Develop small village amenity plans.

Develop an annual rolling program for small village amenity

IN7.3 Upgrade Village entry /arrival signage and general look and feel.

Undertake upgrade of entry/arrival signage

21 Delivery Program Status Update December 2023/2024

OBJECTIVE IN8:

Passive and active recreational infrastructure that is well planned and well maintained.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN8.1 Review and adopt the Open space and Recreational management strategy to inform asset maintenance and renewal plans.

Implement the Public Halls Strategy Investigate options for reduction of antisocial behaviour at Yamba Skatepark

This item is yet to commence.

The two (2) Yamba skate park safety signs have been updated to include reference to the opening hours (7 am to Dusk) to assist the authorities to enforce compliance and move people on after these times.

The Coordinator of Open Spaces has met with several local skaters to establish guidelines for behaviour. Quotes are being sorted for the installation of solar lighting to deter people from entering the facility after opening hours. Improved lighting in and around the skate park will create a safer environment and discourage undesirable activities.

The Wooloweyah s355 committee has lodged an application for a BBQ and shelter upgrades.

Staff have recently submitted a grant application to supplement funding for the Regional Aquatic Centre.

This Project has been deferred until the Urban Tree Strategy review has been completed. The draft strategy has been received and will be considered by Council prior to public exhibition in the first quarter of 2024.

The draft Active Transport Strategy has been reviewed by Council staff and the consultants are now finalising the document in preparation for Council to consider it at the February 2024 Council meeting. Once endorsed it will be placed on public exhibition.

Seek grant funding opportunities for Crown Reserve improvements

Complete review of the Open Spaces Strategic Plan and Aquatic and Sports Facilities sub-plans

IN8.2 Better access to get on the river for leisure and social activities

Review the Active Transport Strategy allows for better access to get on the river for leisure and social activities

OBJECTIVE IN9:

Well serviced digital infrastructure.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN9.1 Advocate for improved telecommunications.

Advocate for improved telecommunications standards for new development

Initial review of current council practices and relevant legislation applicable to the installation and provision telecommunication undertaken. Consideration of how other Councils fulfil their responsibilities also conducted. Research indicates Council is currently implementing telecommunication standards correctly and is consistent with other Councils. Position to be finalised by the end of the 2023/2024 FY. 22

Delivery Program Status Update December 2023/2024

IN9.2 Upgrade Council’s mobile and fixed infrastructure to support a connected community.

Review and implement the best-practice telecommunication servicing for new development to support a connected community.

Complete the IT/Corporate system Capital Works Prigram Complete Wifi Projects for Holiday Parks and Libraries

Initial review of current council practices and relevant legislation applicable to the installation and provision telecommunication undertaken. Consideration of how other Councils fulfil their responsibilities also conducted. Research indicates Council is currently implementing telecommunication standards correctly and is consistent with other Councils. Position to be finalised by the end of the 2023/2024 FY. In progress - IT Capital Works program is on track for completion

by June 2024 On Track - All Caravan parks have been scoped and resources are being allocated and schedule for installations.

OBJECTIVE IN10:

Disaster mitigation planning to reduce the impact of natural disaster on infrastructure.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

IN10.1 Advocate for funding to deliver the actions of the Disaster Resilience Framework.

IN10.2 Consider flood immunity in future planning for assets.

Seek funding to implement the actions of the Disaster Resilience Framework Action Plan

Stakeholder engagement will continue with key funding bodies at both the state and federal government levels.

Inform projects to be included in a long term Capital Works Program Flood recovery works program delivery 2023/2024

IN10.3 Seek funding to implement design options for Yamba Road and Iluka Road to improve access during floods

Complete current year Roads Infrastructure Capital Works Program

Consideration of projects for future capital works program ongoing.

All approved Essential Public Asset Restoration works are being designed to meet current engineering standards while also considering resilience and opportunities for improved flood immunity where achievable. A business paper on the current status of our flood recovery works program will be considered at the February ordinary Council.

Funding through the Regional Roads and Transport Recovery Package has been awarded to Council to improve the flood immunity of Yamba Road at the Intersection of Southbank and Yamba Rd. The project is currently in the desgin phase with works scheduled to commence in the 24/25 financial year. Black Spot, Category D, and Block Grant funding is planned to be utilized to improve the flood immunity of Iluka Road at the Esk River crossing. Works are scheduled to commence at the end of this financial year.

Critical sections of Yamba Road are currently being designed to achieve improved flood immunity. Other design options are being investigated to incorporate shared paths and on road cycleways from Southbank Road through to Oyster channel. Design work is progressing and will be reviewed by the end of this financial year.

Investigate funding and designs for additional sections of Yamba Road and Iluka Road currently not scheduled as part of this years road betterment program.

23 Delivery Program Status Update December 2023/2024

IN10.4 Review and consolidation of Flood Risk Management Plans

Prepare Floodplain Risk Management Study and Floodplain Risk Management Plan

IN10.5 Consider options for improved flood mitigation for Ulmarra IN10.6 Seek funding to upgrade floodplain assets

Prepare Floodplain Risk Management Study and Floodplain Risk Management Plan Complete the Floodplain capital works program Esk River Flood Monitoring

A brief for the Floodplain Risk Management Study and Floodplain Risk Management Plan is currently being prepared in consultation with DPE/State Govt stakeholders.

Brief for Floodplain Risk Management Study and Floodplain Risk Management Plan in preparation.

Flood Plain Capital Works Program progressing.

Project Completed.

24 Delivery Program Status Update December 2023/2024

ECONOMY OBJECTIVE EC1:

An affordable and attractive environment for local business to flourish.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EC1.1 Establish a Tourism and Economic Advisory Committee.

Support the administration and governance of the Tourism and Economic Development Advisory Committee

EC1.2 Support and coordinate activities for small business and industry engagement.

Implement a local contractor engagement program Support and coordinate activities for small business and industry engagement

Meetings were held in July and September 2023. December 2023 meeting was cancelled due to no quorum. The next meeting is scheduled for February 2024.

Will commence in the second half of 2023/2024.

Hosted Small Business Month Workshops on 17 & 19 October focused on Digital Advertising: 48 Registrations in Yamba and 53 Registrations in Grafton with a 95% turnout.

Continuous service is provided to the local agricultural industry through on-going maintenance and operations of the Grafton Regional Saleyards ensuring a safe facility for both animals and the public. Regular consultation with stakeholders via the Saleyards Advisory Committee, Masterplan RFQ in development, B-fouble ramp in final stages of procurement for construction.

Passenger service is no longer operable at the Clarence Valley Regional Airport, the facility focus’ on supporting emergency services and other flight movements.

Support to the contractors being provided in their operations of the parks. Further support and training is being given with the impending introduction of online bookings to be launched late October.

- In Q2 we worked with the Yamba Chamber of Commerce on delivery of Yamba Hot rod Passport: 30 businesses participated providing over $2,000 in prizes, and was well received by the community. The Small Business Month workshops were also delivered in partnership with the Yamba Chamber of Commerce.

- In Q2 we worked with the Iluka Chamber of Commerce and Ratepayers Association on the Iluka wayfinding map.

- In Q2 we worked with the Grafton Chamber of Commerce to deliver the Small Business Month workshops were also delivered in partnership.

Support agriculture in the Clarence Valley through the operations, maintenance and administration of the Grafton Regional Saleyard.

Complete the Saleyards capital works program Support tourism and business in the Clarence Valley through the operations, maintenance and administration of the Grafton Regional Airport.

Support contractors in the operations of the Clarence Coast Holiday Parks

EC1.3 Partner with the Chambers of Commerce in the delivery of programs and activities that support economic sustainability

Partner with the Chambers of Commerce in the delivery of programs and activities that support economic sustainability

25 Delivery Program Status Update December 2023/2024

Working with Chambers of Commerce groups across the Clarence Valley creates opportunities for businesses to flourish.

OBJECTIVE EC2:

Sustainable tourism that benefits the whole of the local government area, without burdening the coast further.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EC2.1 Review the Tourism Strategy to identify appropriate service levels including Visitor Information outlets and collateral.

Deliver an accredited Visitor Information Centre and support visitor information hubs

Visitor Information Centre operational at Grafton Regional Gallery with 2718 in-person visits over the Jacaranda season.

Contacts over the reporting period - phone calls – 290, emails – 76, mail out requests – 126, individual brochure orders – 28, total business brochures delivered - 35,000.

Provision on in person and online LGA wide tourist information promotes sustainable tourism that does not just burden our coast.

A Destination Management Plan is being created as a Tourism Strategy. The Plan will take into consideration the Tourism and Marketing Strategy Riverway Masterplan II and the Clarence Valley Regional Economic Development Strategy relating to tourism and My Clarence Valley Business development discussions in progress

Develop and deliver CV Tourism Strategy

EC2.2 Promote infrastructure and environmental heritage assets.

EC2.3 Implement Hinterland Cluster Development Tourism program to disperse coastal tourism.

Complete the Business Development Strategy for Wooli Holiday Park Complete the Business Development Strategy for Minnie Water Holiday Park Engage consultant and undertake detailed design for Brooms Head Holiday Park Undertake the Business Development Strategy for Iluka Riverside Holiday Park Prepare and finalise the Holiday Parks Plan of Management Finalise the Brooms Head Plan of Management

Implement Hinterland cluster development program to disperse coastal tourism & increase economic benefits to broader area

Business development discussions in progress On Hold until Brooms Head Reserve PoM is completed Business development discussions in progress Project to commence in early 2024.

The draft Brooms Head PoM was deferred at the December Council meeting and additional community engagement is planned.

Businesses have been identified for participation and project plan has been approved.

The purpose is to: - build capacity in the Hinterland Cluster businesses to make them more internationally bookable and marketable for state, national and international tourism bodies.

- maximise existing assets along the Canoe and Kayak Trail.

26

Delivery Program Status Update December 2023/2024

- encourage new opportunities for programs, activities and events - Improve communication streams between cluster businesses and Council will create enhanced opportunities for promotion, driving trade to local operators.

Develop and promote the Dark Skies project

A contractor has been engaged to deliver a capacity-building project in Q3 and Q4.

This project will disperse tourism without burdening the coast further, build capacity and support sustainable tourism in our Hinterland cluster operators.

Further consultation required with stakeholder due to identified location concerns.

Staff are working through the replacement of various Jacarandas in and around the CBD of Grafton and infill planting of Jacaranda avenues.

The remainder of tree planting program will be delivered after the summer period throughout Maclean and Yamba.

EC2.4 Recognise the important role of Jacaranda avenues through retention, maintenance and replacement

Plan and deliver the urban tree planting program

OBJECTIVE EC3:

RV friendly townsPL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EC3.1 Incorporate opportunities for RV access in parking strategies.

Incorporate opportunities for RV access in parking strategies as identified through customer feedback, the Safe Systems Working Group, Local Traffic Committee and State and Federal funded road safety programs

RV parking will be considered in 2024 as part of the Caravan Road Safety project being delivered under the Local Government Road Safety Program.

OBJECTIVE EC4:

Support for the sustainable growth of local industries that are respectful of the lifestyle that exists.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EC4.1 Partner with other levels of government and local industry groups

Implement actions from the CV Regional Economic Development Strategy (REDS)

Seasonal product updates were communicated to Destination North Coast and Destination NSW to strengthen the My Clarence Valley brand showcasing new businesses, opportunities, and events for regional and state promotions, including Jacaranda season, Illuminate, and nature-based activities: Yuraygir coastal walk.

27

Delivery Program Status Update December 2023/2024

Hinterland Cluster development program has been planned and will be implemented in the second part of 2023/2024 FY. Ongoing marketing support for local tourism operators through the My Clarence Valley brand, including management of ATDW listings, and seasonal newsletters that showcases opportunities for local industry whilst being respectful of the lifestyle that is the Clarence Valley.

Reports indicate varied success among businesses, with some experiencing minimal sales. A survey of all participating businesses revealed that 75% of participating businesses deemed the program successful and has highlighted the value of this COVID strategy in supporting local businesses to recovery from the impacts reduced tourism through that period. Further review is required to determine if the project should be ongoing.

EC4.2 Support buy local campaigns and support and promote local market opportunities that benefit the small business and the agricultural sector.

Deliver the Load, Local Love program to support buying local.

OBJECTIVE EC5:

Dispersed and sustainable development ensuring connections to services.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EC5.1 Review Local Growth Management strategy.

Developer Contribution Reform

Initial reports have been provided by consultants GLN with recommendations for how best to progress and update the Contributions Framework for CVC. This provides a positive framework for contributions reform at Council.

The Housing Strategy, which is part of the Local Growth Management Strategy, has been drafted and was out for public exhibition at the end of 2023. Feedback and any updates will be reported to the Council in early 2024.

Review Local Growth Management strategy

OBJECTIVE EC6:

Diversification of employment and education that provides opportunity for young people and families to stay in the area.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

28 Delivery Program Status Update December 2023/2024

EC6.1 Attract new investment and employment growth within the Valley

Deliver engagement activities with the development and building industry to inform planning reform

Advance actions to rezone Council owned land on Big River Way for Employment Land

Prepare a Marine Based Industry Policy

Implement key short term actions from Employment, Rural and Green Infrastructure Strategies

Attract new investment and employment growth within the Valley through finalising the Clarenza DCP

Engagement events have been held with development and building industry as part of the draft Housing Strategy and Flood Planning Levels. A DA-focussed industry engagement will be scheduled for the first quarter of 2024 once current planning reform and strategies being prepared by Council are finalised and adopted.

On hold due to competing work priorities and linked to application for $150,000 funding from the Regional Housing Strategic Planning Fund to progress related studies with the Clarenza DCP. The Department of Planning and Environment have advised that the announcement of the grant has been delayed until the new year 2024.

A Marine Based Industry Policy is being prepared to help implement the Employment Land Study. A draft is being finalised and a report will be progressed recommending public exhibition in Q3.

A Marine Based Industry Policy is being prepared to implement a key action of the Employment Land Study. Updates to Council's Development Control Plans are progressing to assist in implementing key elements of the strategies, with the Residential DCP to be updated this financial year.

Staff have applied for $150,000 funding from the Regional Housing Strategic Planning Fund to progress studies needed to update the draft Clarenza DCP. The Department of Planning and Environment has advised that the announcement of the grant has been delayed until the new year, 2024.

OBJECTIVE EC7:

Major events that drive economic activity in the region and make it a more attractive place for people to live and work and visit.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EC7.1 Market LGA events beyond the LGA.

Liaise and engage with the tourism sector and key stakeholder agencies

Supporting businesses to connect, grow and market themselves through small business month, attendance at regional meetings and promotion through ATDW showcase the CV as a destination not only for tourists but also new residents and locals.

This item will commence in the second half of the 2023/2024 FY.

Prepare a draft business plan for operation of the Maclean Cultural & Community Precinct

29 Delivery Program Status Update December 2023/2024

OBJECTIVE EC8:

Support for community and business led innovation that creates a diverse and vibrant community.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EC8.1 Work with stakeholder to establish roundtable activities that bring representatives of town, village and community progress associations and business chambers together.

Deliver the My Clarence Valley website and social media platforms

Social Media reach of 764.1K and our website had 70K views from 1 Oct - 31 Dec 2023.

- 38K+ Facebook and 16.1K+ Instagram Followers.

- 674 New Followers during this period.

- 27.6K Link Clicks to My Clarence Valley Website from Social Media Posts.

Promotion of local business showcases our diverse and vibrant community and opportunities for growth.

OBJECTIVE EC9:

Adequate telecommunications to service economic growth.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EC9.1 Review and promote telecommunications required for new developments as standard condition.

Review and implement best-practice telecommunication servicing for new development

Initial review of current council practices and relevant legislation applicable to the installation and provision telecommunication undertaken. Consideration of how other Councils fulfil their responsibilities also conducted. Research indicates Council is currently implementing telecommunication standards correctly and is consistent with other Councils. Position to be finalised by the end of the 2023/2024 FY.

OBJECTIVE EC10:

Recognition of Grafton as a Regional City for State Planning purposes.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EC10.1 Advocate the reinstatement of Grafton as a Regional City.

Advocacy supporting growth and investment in new infrastructure, such as the upgrade to Grafton Base Hospital and the proposed private hospital, will continue through 2023/2024, which are key infrastructure investments that place Grafton on a positive gro

Staff have been supporting the vision to progress Grafton as a regional city by supporting the redevelopment of the Grafton Base Hospital, providing advice about the opportunities related to the Old Grafton Goal and supporting the approved Grafton Private Hospital.

30

Delivery Program Status Update December 2023/2024

ENVIRONMENT OBJECTIVE EN1:

To protect and enhance our natural environments, ecosystems and native flora and fauna.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN1.1 Review management of Lake Wooloweyah to prevent further loss of seagrass.

Lobby NSW Government to take action to prevent further loss of seagrass from Lake Wooloweyah

Stages 2-4 of the Coastal Management Plan has recently commenced and will be used to raise the profile with the State Govt.

Include seagrass loss risk assessment in Estuary Coastal Management Program Hazard Study EN1.2 Consider policy position to avoid rezoning and use of flood prone wetlands and vulnerable ecosystems.

EN1.3 Improved ecological management of Council reserves and corridors.

Make known existing policy position that prohibits rezonings of flood prone wetlands and vulnerable ecosystems as and when required Continue to strengthen with implementation of actions from the Climate Adaptation Strategy Finalise Coastal Management Program for whole LGA coastline Investigate land use application options for the Brooms Head Holiday Park Wastewater Treatment Plant Commence implementation of priority administrative actions in Bush Regeneration Strategy Prepare a koala habitat and population survey for Lawrence- Banyabba-Mororo Area

Prepare bush regeneration strategy for CVCowned/managed land

The issue has also been raised with NSW Fisheries trough the Coast & Estuary committee.

Coast and Estuary Grant funding application has been submitted to complete Stages 2- 4 of the Clarence River Estuary Coastal Management Plan.

The proposed Flood Planning Levels support this policy, as has Planning Staff advice about inappropriate rezoning proposals.

Continue to investigate where Biodiversity Strategy actions assist with relevant actions from emissions reduction strategy to meet carbon sequestration Coast and Estuary Grant funding application has been submitted to complete Stages 2- 4 of the Clarence River Estuary Coastal Management Plan.

Investigation of land use application in progress with consultant This item is yet to commence.

Direct contact with landholders where specific works targeted following correspondence via letter. Tender prepared for koala presence & occupancy surveys component of project and awarded to Reconeco - engaged for ecological assessment with botanist and use of koala detection dog team.

Works on ground to be conducted in February 2024.

Brief developed and tender to be sent out in January 2024

31 Delivery Program Status Update December 2023/2024

Conduct weed control on Crown reserves

Implement the Susan Island Flying Fox Habitat Restoration Program

Implement actions of the Biodiversity Strategy 2020-2025

Purchase an agricultural drone and develop a user guide and plan for weed control

Prepare and finalise Site Management Plans for Crown Land

Works in progress - Bitou bush controlled along coastline at Yamba and Wooli with excellent results. Preliminary works at Iluka, Brooms Head and Minnie Water undertaken.

Site assessments completed and contractors working over 5 hectare area of preparation - survival rates good with 1300 trees planted since July. Project Officer involved in extension work through Jaca Market display in Prince Street and presentation of Greg Clancy's flora and fauna report for Susan Island.

Ongoing deliver of actions undertaken - 4.2 continued employment of dedicated Biodiversity Officer; 3.3 prepare native planting guide; 3.5 LGA wide koala plan of management; 9.2 support actions of North Coast Regional pest plan; and continue to assist with biodiversity advice on development applications Procurement of agricultural drones completed. Delivery of drones prior to end of December 2023. Collaborative work program with Trackz to assist with changes to ReOC and delivery of training for specific requirements of weed spraying and mapping using multispectral technology.

Priority site management plans have been progressed, however a substantive number of plans still need to be progressed.

OBJECTIVE EN2:

Encourage sustainable and innovative agricultural processes that preserve what we have.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN2.1 Collaborate with government departments to promote sustainable agricultural practice.

Coordinate education programs to encourage best practice native vegetation, soil and water management

The focus of soil and water management education has switched to CVC staff following recommendations of the Internal Environmental Management Audit that was completed in December 2021. Notwithstanding that, the intentions of this action to provide training on native vegetation and soil management for private contractors in partnership with relevant NSW agencies remains valid and worthwhile. It will be pursued as priorities allow and consideration to carry forward to 2024/2025 if unable to schedule education program in 2023/2024.

32 Delivery Program Status Update December 2023/2024

OBJECTIVE EN3:

Promotion of sustainable development that integrates with the environment.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN3.1 Increased transparency and improved methodology for DA related ecological assessments.

Implement actions of the Green Infrastructure Strategy

Updates to Council's Development Control Plans are progressing to assist in implementing elements of the Green Infrastructure Strategy, with the Residential DCP to be updated this financial year.

DA lodgment material on Council’s website has been updated to require ecological assessments to be submitted in all cases when required.

OBJECTIVE EN4:

Action that maintains the health of our coastline and waterways and natural environment.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN4.1 Investigate funding options to undertake riverbank restoration and rejuvenation.

Prepare Stage 2 & 3 of the Coastal Management Program for the Clarence River Estuary

EN4.2 Continue water quality improvements and communications.

Lobby NSW Government to recommence Beach Watch/water quality monitoring in Clarence Valley local government area

Coast and Estuary Grant funding application has been submitted to complete Stages 2- 4 of the Clarence River Estuary Coastal Management Plan. A Stage 2 action is to identify potential community funding models. Other potential funding options are explored as opportunities arise.

Requirements to meet the NSW Beach Watch program are being investigated including costs to Council in respect to sampling and associated requirements with the program. It was initially thought that the Beachwatch program was provided at the cost of the NSW Government, however investigations have determined that Council's that participate incur costs for sampling and analysis and the NSW Government publish water quality results for public information. Participation in this program will promote an improved understanding of water quality in the LGA as well as associated risks to public health during summer months.

Water efficiency programs in schools and wider Clarence Valley community are being completed consistent with the Water efficient Strategy and Implementation Plan.

Conduct National Water Week activities and deliver Waterwise Schools Program and water efficiencies activities

33 Delivery Program Status Update December 2023/2024

Implement actions identified in the Water Efficiency Implementation Plan

EN4.3 Demonstrate leadership on climate change through education and action.

Commence implementation of priority administrative actions in Climate Adaptation Strategy Continue to progress the development of the proposed Grafton Regional Landfill solar farm.

Continue to progress the development of the proposed Grafton Regional Landfill gas to energy project.

Implement Community Energy and Emissions Reduction Action Plan.

Ongoing implementation of actions from the Water Efficiency Implementation Program have been more effectively implemented due to Coffs Harbour City Council employing a Water Efficiency Officer and effective engagement between staff of CVC and CHCC. This item is yet to commence.

Internal project management options being investigated and need to secure electricity network capacity as the first step in solar farm design. Capital works funded in 2024/2025 FY. Consultant engaged to prepare tender documents in order to progress this landfill gas to energy project in accordance with Council's September 2022 resolution.

Implementation of Council's Community and Energy Emission's Reduction Action Plan is being successfully achieved.

OBJECTIVE EN5:

Promotion of sustainable business practices to reduce our region’s ecological footprint.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN5.1 Investigate options for optical fibre connections to premises for new developments.

Review telecommunications standards for new development

Initial review of current council practices and relevant legislation applicable to the installation and provision telecommunication undertaken. Consideration of how other Councils fulfil their responsibilities also conducted. Research indicates Council is currently implementing telecommunication standards correctly and is consistent with other Councils. Position to be finalised by the end of the 2023/2024 FY.

OBJECTIVE EN6:

A community that follows the three Rs of waste: reuse, recycle and reduce.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN6.1 Aim for an increase in community participation in waste recycling through education programs.

Implement Solid Waste Management Strategy And Environmental Education Plan

Implementation of the CV Solid Waste Management and Education Strategy has been effective.

34 Delivery Program Status Update December 2023/2024

OBJECTIVE EN7:

Celebration and promotion of the diverse natural beauty of the area.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN7.1 Promote the Clarence Valley as a destination

Implement Hinterland Cluster Development Program to disperse coastal tourism & increase economic benefits to broader area

Businesses have been identified for participation and project plan has been approved.

The purpose is to: - build capacity in the Hinterland Cluster businesses to make them more internationally bookable and marketable for state and national tourism bodies.

- maximise existing assets along the Canoe and Kayak Trail.

- encourage new opportunities for programs, activities and events - improve communication streams between cluster businesses and Council will create enhanced opportunities for promotion, driving trade to local operators.

A contractor has been engaged to deliver a capacity-building project in second half of the 2023/2024 FY.

Develop and deliver CV Tourism Strategy that promotes the Clarence Valley as a destination

A plan for the Destination Management Plan has been completed and community and stakeholder engagement has occurred. The plan will be developed in the second half of 2023/2024 for exhibition and approval from Council. This plan will be inline with the North Coast and NSW Government plan.

OBJECTIVE EN8:

Enhanced maintenance of green space in a way that encourages responsible use.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN8.1 Review tree varieties and increase tree canopy.

Complete review of Tree Management Policy and Urban Tree Strategy including tree varieties and increase tree canopy

The draft Strategy has been received for review. Key Actions include: 1.Setting a Tree Canopy Target 2.Developing an Urban Tree Canopy Improvement Program 3.Reviewing and developing organisational capacity to support Implementation 4.Engaging with the Community on Tree Canopy Cover 35

Delivery Program Status Update December 2023/2024

EN8.2 Review tree replacement programs and maintenance of existing street trees

Complete review of Tree Management Policy and Urban Tree Strategy including tree replacement programs and maintenance of existing street trees Implement the agreed actions from the Open Spaces Service Review

5.Developing a provenance/locally sourced tree program.

Staff are looking to finalise the plan and have it considered by Council by the end of the 23/24 financial year, prior to public exhibition.

A review of the Urban Tree strategy and Policy is currently underway. Staff have received the initial draft Strategy from the consultants and a final draft will be considered by Council in the current financial year.

The previous Open Spaces & Facilities Manager and Coordinator completed the draft Open Spaces Service Review through comprehensive consultation with all the Open Spaces staff. Key actions were identified and as a result of the review, two apprentice positions have been recruited, and several other potential actions are being considered in consultation with the People and Culture team.

OBJECTIVE EN9:

Opportunities for equal access to enjoy the outdoors.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN9.1 Incorporate accessible infrastructure in design of open spaces managed by council.

Work with the organisation and the community to incorporate Disability Inclusion Action Plan recommendations in Parks and Reserves infrastructure projects

EN9.2 Promote current opportunities available that facilitate equal access.

Work with the organisation and the community, and consult with the Access Committee, to deliver the Disability Inclusion Action Plan recommendations for equal access

As part of our commitment to fostering inclusivity, we are actively working with both the organisation and the Access Committee to integrate recommendations from the Disability Inclusion Action Plan (DIAP) into our future Parks and Reserves infrastructure projects. This collaborative effort involves a comprehensive review of DIAP guidelines and subsequent incorporation of the identified outcomes into the full life cycle of the project including planning, design, and implementation.

The Disability Inclusion Action Plan has been adopted by Council and is on the Clarence Valley Webpage. A review of achievements will be reported in progress report for July 2024.

Partnered with CV Access Committee and Social Futures to deliver wheelchair basketball event for International Day of People with Disability. Five high schools were involved with 70 students of all abilities attending and taking home a goodie bag promoting Council's programs. Also held an all stars versus Council match that was well attended and gave all involved a chance to experience what it's like to be in a wheelchair. 5 Councillors and exec were involved. Event recevied really good media and social media coverage.

36

Delivery Program Status Update December 2023/2024

OBJECTIVE EN10:

A community that doesn’t support detrimental mining activities.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

EN10.1 Advocate the position of Council in submissions to State and Federal governments as required.

Advocate as required

Mayoral Minutes: 05.23.009 - Regional Road reclassification Armidale Road, 05.23.011 - NSW Constitutional Protection from Privatisation of Regional Water Utilities, 05.23.010 - Increase to State Government Pensioner Rate Rebate to Eligible Pensioners, 05.23.008 - Support for Country Mayors Association submission to NSW Government for funding of critical priorities for regional and rural communities, 05.23.012 - Support Country Mayors Association submission to State Government for increased funding for crime, law and order in regional NSW, 05.23.013 Grafton Base Hospital Redevelopment.

37 Delivery Program Status Update December 2023/2024

LEADERSHIP OBJECTIVE LE1:

A strong, accountable, and representative government that engages broadly with the community in a genuine, respectful and meaningful way.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

LE1.1 Deliver a program of water quality education forums.

Plan and implement delivery of water quality education forums

LE1.2 Develop and deliver a community engagement program.

LE1.3 Improve Communication, engagement and response to and with the Community.

Implement a plan for monthly community engagement sessions across the local government area Deliver the Council's magazine quarterly

Water week stalls at the local markets to encourage customers to be water wise have taken place with considerable community interest. Water wise ads have been place in the local newspaper and information on the CVC social media page Schedule for leadership community engagement developed and being promoted and attended.

Volume 4 released July 2023 - outlining deliverables for the end of the 2022/2023 operational plan Volume 5 released Oct 2023, 473 online reads; 31 downloads; 50% of readers read the magazine on their desktop; 50% read on mobile devices; 75% read through the embed on the Clarence Magazine page on our website; 25% read through Issuu.com

Deliver timely and informative communications by media releases and social media platforms

Implement Communication Strategy Policy and procedure to ensure effective, timely and meaningful information to our community

Vol 6 reporting on Oct-Dec for release in January 2024 Ongoing delivery of timely informative communications by social media and related platforms on track. CVC Facebook page reach at the end of December 2023 was 142,897 (16% increase) and gained 250 new followers (60.3% increase) The Yamba Hot Rods, Jacaranda and Illuminate and the Glenreagh Boil Water Alert which brought a lot of traffic to our Facebook page.

Sentiment was 43% Neutral, 41% Positive and 16% Negative Review of Communications Strategy to be completed in February - March 2024. Communications in line with CSP and community engagement plan and Communications Policy

38 Delivery Program Status Update December 2023/2024

In line with the IAP2 Framework, facilitate Council's online engagement portal ‘Clarence Conversations’

Engagement planning is on track and increased internal stakeholders seeking support to develop formal engagement plans. Have begun to fine tune this process for internal stakeholders to engage effectively with this platform. In Q2 621 contributions were made to the page - eg surveys completed.

Top performing pages were Koala Register (291) , CV Water week survey (84), Electric Vehicle survey (61), Destination Management survey (61), Coastal Emu register (57). Currently 18 published projects and four draft projects in development.

Research conducted for online search engine portal capability with Open Cities platform and Vernon.

A draft Councillor Youth Mentoring Program has been created and is under review with the aim of offering this program to the community next year.

LE1.4 Develop a Councillor Youth Mentor program.

Review and scope new Regional Gallery Website design for implementation Develop a plan to create and implement a Councillor Youth Mentoring Program

OBJECTIVE LE2:

To provide representation and advocacy where it countsPL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

LE2.1 Gain an understanding of stakeholders' position to inform advocacy role

Support the Councillors Listening Tours

Councillor Listening tours were organised for Tucabia and Brooms Head, Ramornie and Waterview Heights and Copmanhurst, Junction Hill and Ulmarra.

One Meeting held in December.

LE2.2 Engage as a stakeholder in State Government plans for development of the Old Grafton Gaol to create public access to the historic site.

Quarterly meetings planned with local State and Federal Members Quarterly meetings planned with local State and Federal Members

One meeting held in December.

OBJECTIVE LE4:

An effective and efficient organisation that operates in a financially responsible and sustainable mannerPL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

LE4.1 Report achievement of Delivery Program every six months.

Review the Community Strategic Plan 2032 pending Council Election Sept 2024

The Community Strategic Plan is due for review in 2024/2025 for community feedback and adoption by end of June 2025.

Engagement plan for2024/2025 is being developed in the second half of 2024/2025 39

Delivery Program Status Update December 2023/2024

Prepare the 2024/2025 Operational Plan

Deliver all required 2024/2025 IP&R documentation

Deliver six monthly Delivery Program report to Council Ensure compliance with Integrated Planning and Reporting Framework 2021 and requirements delivered

LE4.2 Table the Annual Report within three months of the end of the financial year.

LE4.3 Prepare the Annual Financial Statements within legislated timeframes

Develop the annual budget & Long Term Financial Plan for 2024/2025 Update the 10 year Long Term Financial Plan and 4 year rolling Capital Works Program Facilitate annual review of Asset Management Strategy and associated Asset Management Plans Implementation of 2023/2024 actions from the Workforce Management Strategy and update for next financial year Deliver the 2022/2023 Annual Report Coordinate and report complaint management Complete the Annual Financial Statements

Complete Annual Rating Returns

LE4.4 Demonstrated commitment to reviewing services and service levels.

Create and implement robust end of quarter financial control processes Deliver the improvements of the 2022/2023 service review program

A draft copy of the Operational Plan has been developed.

Further review within the organisation will occur early in 2024 with the document being presented to Council for public exhibition in April and adoption by June 2024.

Planning had been underway to ensure delivery of all required IP&R documents.

Annual Report delivered in November 2023, Delivery Program Progress report completed, draft operational plan completed.

Planning and collation in progress to present at the Feb Council meeting.

IP&R planning for 2023/2024 plan development and commence in Oct 2023.

Draft Operational Plan 2024/2025 preparation commenced.

Draft plan and internal engagement commended.

Draft plan and internal engagement commended.

Draft plan and internal engagement commended.

The implementation of actions under this strategy remain on track. The strategy will be reviewed in the first quarter of 2024.

Annual Report adopted by Council and sent to OLG by end of November 2023.

Monitored and recorded as noted in Governance Report Project is ongoing. Despite all efforts by the team, a lodgement extension has been sought from the OLG due to challenges experienced with Asset Revaluations and Resourcing. Refer to September 2023 CM 07.23.173.

Project is on track for completion and submission to Council in February 2024.Planning for 2023/2024 annual financial statements are underway.

Annual Rating Returns completed in line with legislative requirements Project is progressing and on track for completion by December 2023.

1. Civic Events - Driven by strong community pride and belonging. Working well and efficiently. Continual improvement through lessons learned data.

2. Customer service and records - Recommendations for centralised registration of all incoming communication to improve consistency. Corporate systems updates required to increase efficiencies. Customer charter updated.

40

Delivery Program Status Update December 2023/2024

Complete the 2023/2024 Service Review program: - Internal Audit - Finance & Asset Planning - Management Accounting & Business Support - Governance - Safety & Risk - Community Development - Holiday Parks x 6 - Design & Survey - Quarries - Regional Roads - State Roads (RMCC) - Buildings & Facilities - Sewer Projects (operations) - Environmental Services - EDSP Admin & Support Finalise the Information Technology Service Review

Implement the Capability Framework across organisation

Implement the agreed recommendations of the FY 2022/2023 Customer Service & Records Service Review as required Refine and streamline the People & Culture content on Intranet for greater access

3. Tourism - Tourism Strategy outdated, Destination Management Plan in preparation. De-accreditation of VIC to build a HUB model recommended.

4. Public Libraries - Wider marketing of all the services offered by Council Libraries required.

5. Museums – Service agreements recommended for inclusion in the Operational Plan for 2024/2025, to ensure support to be measured.

6. Parks and Reserves – Valley wide service delivery is to be reviewed to monitor consistency of delivery. Mobile crew to be established to attend towns and villages for additional support.

7. Sport and Aquatic Facilities - review of asset management plans and Aquatic Facility management of new centre required.

8. Local Roads - benchmarking intervention levels and condition rating being updated as works continue.

Project scope being developed with an intention to action in the second half of 2023/2024 FY.

Information Technology Service Review is progressing with findings and proposed outcomes currently being finalised and documented.

Some work has been done with this and an initial meeting has been held with USU Union. Plan to get consultation notice to staff and unions in the first quarter of 2024.

Services have been reviewed and the implementation plan to be developed in the second half of the financial year 2023/2024.

Content is being reviewed it is being updated on or added to Council's intranet. A review of P&C intranet pages will be commenced in early 2024 to check for currency and ease of access.

41

Delivery Program Status Update December 2023/2024

Create a streamlined recruitment process, including front end planning for the variety of roles as outlined in the recruitment strategy

Continue the review of all human resource related policy, including 2023 Local Government Award updates and convert all forms to online versions

Promote and deliver the annual STRIVE Awards for staff excellence Review onboard and offboarding engagement in line with the My Employee Journey Framework

Develop an Employee Value Proposition as per recruitment strategy

Continue to implement the Employee Performance Framework including the capability framework

Deliver the recommendations of the Public Libraries Service Review Review the operating model of the Yamba and Maclean Libraries to support future growth Implement the Regional Library Strategic Plan (Action Plan) Conduct the review of the Fleet Replacement program

Coordinate meetings of the Fleet Management Working Committee Finalise the Natural Resource Management Service Review Delivery Program Status Update December 2023/2024

Recruitment processes have been updated to meet the requirements of the new CiA recruitment module that will be live by 30/6/2024. The new module will improve the user experience with seamless service from attraction, recruitment, selection, and onboarding.

The review of human resources related policies and procedures is progressing. A schedule has been set up to track the progress and measure completion to ensure improved service levels in this area. Review of these documents has been slowed in some instances with increased structure changes and the need to reallocate the time of our Project Officer to assist with those changes.

STRIVE nominees and awardees recognised at the annual celebration of achievement and staff development day held in December.

Further improvements are dependent on the implementation of the recruitment module in CiA (Tech 1). These improvements are due to be in place by the end of the 2023/2024 FY. Current procedures and processes are continuously being reviewed for improvement in line with the My Employee Journey Framework.

Initial conversations have been undertaken with Employer Branding Australia. Proposed scope of works have been provided to People & Culture in late November with a proposal to go to the Executive Team to consider in early 2024.

There is a pilot group within Council currently that is under the capability framework. Positive feedback has been received from the pilot group. A change consultation notice will be prepared after minor amendments are made to the Framework in January 2024. This will better enable People & Culture to commence the implementation for the remainder of the organisation in 2024 and improve service levels as a result.

To be reviewed and actioned in the second half of 2023/2024 FY. A draft Management Plan has been developed for Yamba Library and is awaiting review by Manager and Executive Officers.

On hold until new CRL Strategic Plan & Action Plan is adopted by the 2 Clarence Regional Library participating councils, in 2024.

This item continues to be impacted by external supply chain issues. The program is continually reviewed to ensure impact on Council services is minimised.

Next Fleet Steering Committee scheduled to be held in February 2024.

To be reviewed and actioned in the second half of 2023/2024 FY. 42

Finalise the Cemeteries Service Review

LE4.5 Demonstrated commitment to the functions of the Audit Risk Improvement Committee.

Deliver the Internal Audit Plan

Create robust budget management processes and report to the ARIC Implement the Annual Management Letter recommendations Complete the GIS Audit Action Plan Undertake quarterly corporate system database security & integrity audits and report to the Audit Risk and Improvement Committee Complete a WHS StateCover audit and deliver on the three priority areas from the audit

Implement and deliver WHS legislative required Health Monitoring programs (immunisation & lung bus program) Implement the WHS planning, report and monitor program and undertake site audits

Deliver the outcomes for the WHS Internal Audit Action Plan

The cemeteries service review is proposed to be deferred until later this FY and will focus on identifying opportunities to improve administration of cemetery and burial matters. Legislative changes to licencing requirements for cemeteries and crematoria will also require significant resources to set up new processes by July this year.

1. Four Internal Audit Plans complete – Records Management, Plant Replacement, HR Strategy and Developer Contribution Plan Management.

2. Four Internal Audit Action Plans in progress – WH&S Management, Environmental Management, Budget Planning, Payroll and HR Health Check.

3. Two Internal Audit Plans developed – Onsite Sewage Management Strategy and Business Continuity Plan.

The project on hold for the first half of the financial year will commence in February 2024 for updating ARIC in February and May 20204.

Annual Management Letter recommendations are provided after the submission of the Annual Financial Statements which are currently scheduled for lodgment in February 2024.

GIS products currently being upgraded and migrated to cloud delivering on the key technical aspects of GIS Audit Action Plan Completed delegation audit.

The priority actions from the 2022/2023 audit have been completed on time and an incentive of $131,000 has been received. The three priority actions for 2023/2024 have been identified and are being worked on by the Health and Safety team, expected to be completed by the end of April 2024.

Health monitoring is being scheduled and completed over the FY in accordance with WHS legislative requirements.

A schedule has been developed to ensure adequate site audits in 2024. 29% of corrective actions have been completed in 2023/2024. Audit checklists are currently under construction to better streamline the process, there is a potential to look at development of an audit procedure to ensure conformity.

The majority of the WHS internal audit action plan items have been delivered. Regular meetings with progress updates are completed to ensure that outcomes will be delivered by the end of March 2024.

43 Delivery Program Status Update December 2023/2024

Implement recommendations from CVC Internal Environmental Audit relevant to 23/24 year

The Internal Environmental Audit working group has been progressively working through the actions outlined in the agreed management recommendations and Action Plan. Progress has been regularly reported to the Audit and Risk Improvement Committee.

The main focus for the balance of the FY is to roll-out internal staff training in erosion and sediment control practices as well as registration of environmental incident reports and engage a fixed term staff member to prepare an Environmental Management System for Council.

Specification for options paper has been developed, consultants were contacted but were not able to be engaged. Documentation will need to be reviewed to ensure required deliverables are met before going out for fee proposals again.

LE4.6 Determine future uses for Grafton Regional Airport.

Finalise Options Paper and determine future uses of Grafton Regional Airport following completion of the environmental and cultural assessment of available land identified in Masterplan

OBJECTIVE LE3:

A high standard of customer service to the community.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

LE3.1 Increased payment options for those doing business with Council.

LE3.2 Develop clear, measurable service levels and standards to guide response to correspondence and complaints.

LE3.3 Deliver Corporate systems upgrade.

Increased payment options for those doing business with Council.

Commence implementation of priority administrative actions identified in the Environmental Auditing and Compliance Strategy Complete a strategic corporate system review Implement Strategic Asset Management corporate system module to informing asset management services Commence upgrade of Property & Rating Software Phase 1 (CRM, ECR, Customer Interactions (NAR) Upgrade corporate system platform to cloud-based technology to enhance accessibility and automation of corporate systems Implement NSW Government DA planning portal Stage 3 and integration with corporate systems Deliver corporate system dashboards for improved information management and reporting

This action is dependent on CiA P&R implementation timeline which will be determined in the second part of the FY This item is yet to commence. A brief will be prepared in Q3, with the project to commence and carry over to 24/25 Op Plan.

Create & implement robust end of quarter financial system reporting for budget managers Implement Corporate Knowledge Base software Implement corporate system interactive forms and associated workflow for identified business processes Delivery Program Status Update December 2023/2024

This will be implemented in the second half of 2023/2024 Project is to commence in the second part of the 2023/2024 financial year.

This will be implemented in the second half of 2023/2024 Successfully migrated TechnologyOne to the cloud in August 2023.

This will be implemented in the second half of 2023/2024 FY. On going - Some dashboards already in use in ECM, PPLGS, Works and Compliance Modules - further dashboards under development.

This will be implemented in the second half of 2023/2024 FY. This will be implemented in the second half of 2023/2024 FY. On track - currently trialing with some work order forms for risk assessment and Take 5 activities.

44

Implement corporate system recruitment module Complete data migration to singular document management system Implement software to ensure efficient and effective management of delegations and legislative compliance register Continued migration of the WHS management system on VAULT (online safety module) Implement the risk management corporate system module to manage and review risks and report as per the Risk Management Framework Implement and promote the Learning and Development Plan 2023/2024 including eLearning module

Continue roll-out of Automated Water Meter reading

LE3.4 Promote Customer Service Charter.

Update and promote Customer Service Charter and report on data from call centre

Develop the 2023/2024 annual Learning and Development training plan

This will be implemented in the second half of 2023/2024 Scoping of work that is required to move data off old systems and into the current document management system.

Work is being carried out in consultation with internal and external stakeholders in relation to creating a succinct solution.

The register has been created and is undergoing testing to be rolled out with staff training this financial year.

We have successfully implemented the module and training is underway.

The risk register has been created in CI Anywhere. A training package has been developed for review by the Systems Team to be delivered to risk owners before 30 June 2024.

Learning and Development Plan 2023/2024 has been finalised and is available to all staff on our intranet. We have been undertaking all relevant training for staff associated with this plan.

We have also reviewed our eLearning module and are implementing refreshers based on our online induction module.

1,742 wireless water meters that have the automatic reading capacity have been installed. The migration to the Temetra water meter reading platform have been completed with GPS locations for all 22,930 water meters. There are a remaining 21,188 water meters that are manually read.

The Customer Service Charter has been reviewed and will be published in early 2024. The format of available Call Centre Data has been reviewed with quarterly reports to Executive to commence in 2024. These reports will enable us to better understand how our services align with our Customer Service Charter and in promoting it to the community and within Council.

This will be implemented in the second half of 2023/2024 FY.

OBJECTIVE LE5:

An accessible local government with improved responsiveness and transparency in its actions.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

LE5.1 Investigate options for developing a Cultural Capability Framework and establishing a robust Aboriginal community engagement framework.

Finalise a First Nations Employment Strategy

The People & Culture Team has commenced consultation with the Community Engagement Team to develop a strategy informed by local First Nations representatives.

45 Delivery Program Status Update December 2023/2024

LE5.2 Develop transparent and robust policy framework to ensure current and best practice policies and procedures.

Deliver an end of year staff development & achievement event Lead the staff engagement survey action plan

Deliver the staff engagement survey Review policies as required as per Policy Framework Complete a strategic procurement review and create a Strategic Procurement Action Plan Complete Revenue Debt Management processes as per policy Review and update the Revenue Policy Create and implement an overarching Financial Management Strategy Complete bi-annual depot WHS compliance review Conduct a sale of land for unpaid rates review Engage with State Records to ensure compliance and complete audit requirements as per legislative compliance

Deliver governance compliance as outlined in the OLG compliance calendar Develop and implement clear policies and processes for all insurance related matters, including audit opportunities Ensure all polices and related documents are reviewed in line with Policy Framework Ensure the new PID legislation is embedded within the organisation and related policy and practices are updated by 1 Oct 2023

The annual celebration of achievement and staff development day held in December.

Four priorities identified: 1. Capability Framework to be extended to whole organisation (consultation underway with United Services Union and a staff engagement plan under development) 2. Recruitment process and attraction to be improved 2023/2025 Recruitment Strategy developed and being implemented.

3. Onboarding - strategy developed and being implemented.

4. Learning & Development - online learning platform developed and being subscribed. Training analysis underway.

Staff engagement survey completed with increased participation.

Policy review plan in place This will be implemented in the second half of 2023/2024 FY. Debt management processes completed during Q1 in line with policies.

This has commenced inline with the IP&R requirements for the operational plan.

This will be implemented in the second half of 2023/2024 FY. First of two depot inspections have been completed in October 2023 This will be implemented in the second half of 2023/2024 The RMAT is due in March 2024. The Manager Oraganisational Development has requested that the Coordinator Corporate & Customer Experience commence preparation work and complete any components they can prior to the due date to reduce the risk of this audit not being lodged. This preparation work has commenced. There is little risk that this will not be completed and submitted by the due date supporting Council in its continued development of transparent and robust policy framework to ensure current and best practice and procedures.

Council is adhering to OLG Compliance calendar A draft policy and procedure has been developed and is currently being reviewed in consultation with other stakeholders.

All policies and procedures are developed and reviewed in line with the current framework.

Council has adopted the PID policy with training rolling out to embed the policy within the organisation in early February.

46

Delivery Program Status Update December 2023/2024

Delivery of the Return To Work program Develop documentation to address psychosocial hazards and support a mental fitness program

Prepare environmental auditing and compliance strategy

Complete the Climate Adaptation Strategy Prepare Environmental Levy business case

Review On-Site Waste Water Management Strategy

Finalise Animal Control and Animal Shelter Strategy Commence implementation of priority actions in Animal Control and Animal Shelter Strategy

Clarence Valley Council continues to successfully deliver the return to work program.

The prevention and management of psychosocial risks procedure has been out for consultation and is expected to be adopted in Jan 2024 with training rolled out soon after.

Further development and review of processes and procedures in area will be ongoing to meet legislative requirements and to ensure a safe workplace.

Project scope for the Environmental Auditing and Compliance Strategy is being developed. The Strategy will provide a key guide to Council's resourcing of auditing and compliance for private works and land use with a view to reduce risks of environmental pollution and improving sustainable management of land uses, particularly urban development.

This item is yet to commence. A brief will be prepared in Q3, with the project to commence and carry over to 24/25 Op Plan.

Revising details and scope of the proposed environmental levy after consultation with councillors in late 2023. Further work to be undertaken in Q3 and Q4.

The scope of the Strategy review has been assisted by completion of the Internal On-site Wastewater Management Audit earlier this FY. Notwithstanding that, this revised Strategy may not be finalised this FY, however it is expected to be substantially complete and may need some carry over to 24/25.

This item is yet to commence. A brief will be prepared in Q3, with the project to commence and carry over to 24/25 Op Plan.

This item is yet to commence and will follow completion of Animal Control and Animal Shelter Strategy.

Interim improvements are currently being scoped for the Animal Shelter, with available external funding. Being progressed in Q3 and Q4.

LE5.3 Promote transparency of access to information.

Complete an independent financial review of Council’s current and planned future borrowing capacity including debt service cover ratio and debt ceiling.

Promote access and transparency to information in accordance with information legislation and policy

Manage the Unreasonable Complainant Register

Complete - Refer to August Council Item CM10.23.001 for a summary of independent review findings.

Participated in "Right to Know week"; access to information applications and supporting information is current in web page.

The new Governance Officer has been working closely with internal and external stakeholders to improve procedures in order to improve access to information.

Register is being maintained.

47

Delivery Program Status Update December 2023/2024

Coordinate Public Interest Disclosure activity and implementation of new legislation

Implement organisational training in governance process as outlined in governance framework Deliver the communication plan for closure of Treelands Drive Community Centre and relocation of services pending demolition of the building Deliver and promote the bridge upgrade mapping layer for community access Review and implementation of improved Planning Certificate service

PID policy has been adopted; designated staff have been confirmed with training in February 2024. Training material has been supplied for both designated persons and staff by Ombudsmen. Annual public interest disclosures were submitted to Council for the financial year ending 30 June 2023.

Training is provided at onboarding and then as determined by requirements.

Communications commenced by Council's Noticeboard, a media release, social media posts, Clarence Magazine and Clarence Conversations. Community Health and TAFE were contacted directly regarding restrictions and closures around the area.

Bridge upgrade mapping is active and has been made available on the Council website.

Preliminary works completed to make minor changes to planning certificates to comply with Environmental Planning and Assessment Regulation 2021. Further review of the planning certificate process currently on hold due to other more urgent competing demands related to NSW Planning Portal. Project will progress in Q3 and Q4.

This will be conducted in the second half of 2023/2024 FY

LE5.4 Develop a Councillor update to keep Councillors informed about successes and ongoing activities.

LE5.5 Support and equip Councillors as “brand “ambassadors.

Facilitate an elected member review of the Delivery Program Deliver a councillor newsletter Coordinate the elected member professional development program

OBJECTIVE LE6:

Decision making that is informed by diverse views and broad representation.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

LE6.1 Deliver opportunity for community input to decision making through submissions and deputations

Prepare the monthly business paper

Monthly Business Papers delivered in accordance with the Act and Code of Meeting Practice.

This newsletter is being sent to Councillors The following Professional Development activities accessed: Speed Reading, Collaborating with your colleagues, Sustaining a healthy relationship with the Exec, Code of Meeting Practice for Councillors, Cultivating Connection with our community, Communicating Council Priorities, Code of Meeting Practice refresher, LGNSW Annual Conference and National Local Roads and Transport Conference.

48 Delivery Program Status Update December 2023/2024

OBJECTIVE LE7:

A strong relationship between all levels of government and partnerships with community to deliver outcomes that benefit residents.PL3_Loop.SPL3_DESC}

STRATEGY

ACTION

STATUS UPDATE

LE7.1 Coordinate a schedule of meetings with local State and Federal Members

Quarterly meetings planned with local State and Federal Members

One meeting held December.

49 Delivery Program Status Update December 2023/2024

Clarence Valley Council Council@clarence.nsw.gov.au (02) 6643 0200 www.clarence.nsw.gov.au 2 Prince St, Grafton NSW 2460 50 River St, Maclean NSW 2463