The Path Forward

Objectives

Clarence Valley Council Community Strategic Plan – The Clarence 2032 outlines the following objectives to be achieved through the effective management of Council assets:

Society

Society # Objective

S1 To be part of a proud and inviting community with opportunities to connect and belong.

S2 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. S3 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. S4 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. S5 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. S6 Affordable housing and living standards with health, education and employment opportunities that support a resilient community. A community supportive of its young people and their safety, growth and development. S7 Preservation of the heritage and historic buildings of the area.

Infrastructure

Infrastructure # Objective

I1 A safely maintained transport (road and bridge) network.

I2

I3 Footpaths and cycleways that are interconnected, functional well maintained and reach destinations.

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

I4 Forward planning for modern, accessible infrastructure upgrades and renewals.

I5 Well maintained facilities and amenities that serve the needs of a growing residential population and visitors to the area.

I6 Beautification of towns and villages to improve amenity and pride of place.

I7 Passive and active recreational infrastructure that is well planned and well maintained.

I8 Mobile and fixed infrastructure that supports a connected community.

I9 Disaster mitigation planning to reduce the impact of natural disaster on infrastructure.

Economy

Economy # Objective

Ec1 An affordable and attractive environment for local business to flourish.

Ec2

Ec3 Sustainable tourism that benefits the whole of the local government area, without burdening the coast further.

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

Ec4 Dispersed and sustainable development ensuring connections to services.

Ec5

Ec6 Diversification of employment and education that provides opportunity for young people and families to stay in the area.

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

Ec7 Support for community and business led innovation that creates a diverse and vibrant community.

Ec8 Adequate telecommunications to service economic growth.

Environment

Environment # Objective

E1 To protect and enhance our natural environments, ecosystems and native flora and fauna.

E2 Encourage sustainable and innovative agricultural processes that preserve what we have.

E3 Promotion of sustainable development that integrates with the environment.

E4 Action that maintains the health of our coastline and waterways and natural environment.

E5 Promotion of sustainable business practices to reduce our region’s ecological footprint.

E6 A community that follows the three Rs of waste: reuse, recycle and reduce.

E7 Celebration and promotion of the diverse natural beauty of the area.

E8 Enhanced maintenance of green space in a way that encourages responsible use.

E9 Opportunities for equal access to enjoy the outdoors.

E10 A community that doesn’t support detrimental mining activities.

Leadership

Leadership # Objective

L1

L2 A strong, accountable, and representative government that engages broadly with the community in a genuine, respectful and meaningful way.

Representation and advocacy where it counts.

L3

L4 An effective and efficient organisation that operates in a financially responsible and sustainable manner

A high standard of customer service to the community.

L5

L6

L7 An accessible local government with improved responsiveness and transparency in its actions.

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

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

Critical Assets

In any asset category, the seriousness of risks associated with those assets can vary, making some assets more critical than others. Critical assets are defined as those that have a high consequence of failure if they do not meet their required level of service, as distinct from those not necessarily having a high probability of failure.

Consequences of critical asset failure typically include impacts on customers, operational impacts, safety impacts and possible environmental impacts. Assets nearing the end of their useful life also pose a risk to Council to be able to continue the service provided for by those assets. Infrastructure assets critical to Council’s service provision include utility networks and services such as water and sewer supply, together with the transport road network. These assets are critical in nature due to the risks associated with the possibility of failure and consequences on service provision to the community. Council has in place a Business Continuity Policy and individual Plans to ensure that in the event of disruption to Council’s critical services to the community, a strategy is in place to provide for the reinstatement of those services as soon as possible to minimise any disruption to the community.

Risk Management

The individual asset management plans have identified risks by considering the following issues:

• Risks that may delay, reduce, or prevent service delivery • Natural disasters • External Impacts • Physical Failure • Operational issues The consequences of asset failure can have implications on the Economic, Social, Environmental and Governance areas of Council, as addressed in Council’s Risk Management Plan. Those risks identified as ‘catastrophic’ are required to have a risk treatment plan developed to manage the risks associated with that particular asset. Risks assessed as ‘very high’ or ‘critical’ require prioritised corrective action and these are detailed in the asset management plan summaries and collated in Appendix 3.