Our
DELIVERY PROGRAM
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 and Deborah Taylor
Clarence Valley Council Delivery Program 2022/2025
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CONTENTS Acknowledgement of Country Message from the Mayor Introduction Integrated Planning & Reporting Framework Our Delivery Program
Clarence Valley Council Delivery Program 2022/2025
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Our Services Our Strategic Direction Evaluation Supporting Our Program
13 19 37 38
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MESSAGE FROM THE MAYOR On behalf of your new Councillor team, recently elected as your representatives on Clarence Valley Council, I am pleased to introduce our first Delivery Program, which outlines the commitment of Council to work towards the aspirational objectives of the community as expressed in the Community Strategic Plan (CSP), which is titled ‘The Clarence 2032’. We will be setting strategies to undertake through the course of our elected term. The Delivery Program cannot be expected to deliver all of the aspirational objectives. It is a medium-term plan for the current Council term and will be reviewed, progressed and reported every six months, to ensure that community objectives are being achieved. This Delivery Program document provides helpful information on who are your Councillors, their role and also the role of the Mayor. Councils guiding principles and corporate values are also provided for your information. Council is required under legislation to have an annual program of services reviews. The intended Service Review Plan for 2022-2025, including priorities, is included in the Delivery Program. In the first weeks of our elected term, your Council has considered a broad range of Objectives and Strategies under the draft CSP and under the pillars of Society, Infrastructure, Economy, Environment and Leadership. Council’s Annual report will report on the implementation of this Delivery Program. Councillors encourage your input to the various objectives and Strategies outlined in this document.
Ian Tiley Mayor Ian Tiley
Clarence Valley Council Delivery Program 2022/2025
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INTRODUCTION
STATE AND REGIONAL PLANS
SOCIETY
ENVIRONMENT
ECONOMY
INFRASTRUCTURE LEADERSHIP
STRATEGIES
DELIVERY PROGRAM
OPERATIONAL PLAN
4 YEAR
1 YEAR
REPORTING AND ACCOUNTABILITY ANNUAL REPORT/STATE OF OUR CITY REPORT
Clarence Valley Council Delivery Program 2022/2025
MINIMUM 6 MONTHLY REPORT ON PERFORMANCE AGAINST DELIVERY PROGRAM
RESOURCING STRATEGY
COUNCIL OBJECTIVES
COUNCIL
The Delivery Program doesn’t seek to deliver all of the aspirational objectives identified in the Community Strategic Plan, that is the role of subsequent elected bodies over the life of the plan. But it does seek to ensure that the activities of the organisation are delivered in a way that meets the aspirational objectives of community.
10 YEAR
COMMUNITY ENGAGEMENT
This document is the Delivery Program. It outlines the commitment of the newly elected council to deliver strategies that meet the community’s aspirational objectives and links these strategies to a responsible section of the organisation.
COMMUNITY STRATEGIC PLAN
STAFF
IP&R consists of the 10 year Community Strategic Plan, a Delivery Program for the term of the council and annual Operational Plans in the years covered by the Program.
COMMUNITY ENGAGEMENT
We have been successfully meeting our IP&R obligations since introduction in 2009. IP&R is also informed by other State legislated and Regional plans for example, the Disability Inclusion Action Plan, Local Strategic Planning Statement, and the North Coast Regional Plan 2036.
COMMUNITY ENGAGEMENT
COMMUNITY
Councils in New South Wales are supported by the Integrated Planning & Reporting (IP&R) framework, which is an integrated approach to all planning as illustrated to the right.
QUARTERLY BUSINESS REVIEW STATEMENTS
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INTEGRATED PLANNING & REPORTING FRAMEWORK The Community Strategic Plan (CSP) is required to be reviewed in full every four-years in line with the election cycle. This review process involves extensive community engagement to bring together the community’s long-term vision for the Clarence in the lead up to the election to prepare the CSP for consultation by the new council. Typically, communities expect more and more from their local council and often the aspirations are beyond the responsibility and the resource of council alone. The State Government’s Consultation for the current CSP, ‘The Clarence 2032’, commenced in 2021 and has been adopted prior to the accompanying IP&R documents so that it guides preparation. IP&R guidelines require councils to address the four elements of the quadruple bottom line theory, namely social, environmental, economic and civic leadership, as a minimum. In addition, infrastructure has been added, as the community has identified its importance. Guided by community consultation, feedback and sentiment, ’The Clarence 2032’ answers four key questions: Where are we now? Where do we want to be in 10 years’ time?
THE CLARENCE 2032 Clarence Valley Council Community Strategic Plan
How will we get there? How will we know when we have arrived? View The Clarence 2032 at clarence.nsw.gov.au
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The Clarence 2032 is structured around the five elements of our Sustainability Framework, being the five themes of the 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 accordance with community aspirations.
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DELIVERY PROGRAM DELIVERY PROGRAM (DP)
OPERATIONAL PLAN (OP)
• Describes the elected Council’s commitment to deliver against the CSP over the election term.
• Identifies annual projects and activities to deliver against DP outcomes.
• Describes what can be delivered with the available resources as outlined in Resourcing Strategy.
• Includes the Council’s annual budget and Statement of Revenue Policy.
Under the NSW Local Government Act, councils are required to develop a Delivery Program that meets the objectives of the CSP by 30 June following the election. This Delivery Program was developed to meet the objectives of ‘The Clarence 2032’. The postponement of the 2020 election to December 2021 has resulted in the current Delivery Program 2022–2025 being for a 3-year period instead of the usual 4 years. The Delivery Program community aspirations are identified in ‘The Clarence 2032’.
Community Strategic Plan
Mayor & Councillors
Delivery Program
Staff
PLANS CYCLE
General Manager
Managers
Directors
Operational Plan
OPERATIONAL PLAN
• Aligned with strategic directions and outcomes of the CSP.
Duration: election term
Duration: 12 months
Review: Annual review with 6-monthly reporting.
Review: One plan each year for the 4 years of the council term, in line with DP.
Supporting the Delivery Program is an annual Operational Plan prepared by the General Manager and staff. The Operational Plan defines quite specifically how the commitments of the Delivery Program will be achieved by detailing what the organisation will deliver where, how delivery will be resourced, at what cost and who is accountable for action, as well as how performance is measured. It is a document of organisational accountability. The Operational Plan is intrinsically linked to staff performance, with outcomes reflected in individual workplans.
Clarence Valley Council’s Operational Plan is prepared by the organisation’s leadership team in consultation with coordinators of teams and staff who deliver services and activities. This is an ongoing cycle of consulting planning and reporting.
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OUR DELIVERY PROGRAM Our Delivery Program 2022-2025 outlines the strategies the Council will progress to achieve the objectives of ‘The Clarence 2032’. The Delivery Program is a medium-term plan for the current Council term and outlines the commitment of the Council to meeting the aspirations of the community. Responsibility for delivering these strategies is allocated to a section within the organisational structure.
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THE COUNCIL’S GUIDING PRINCIPLES The Local Government Act 1993 provides the following principles to guide councils to carry out their functions in a way that facilitates local communities that are strong, healthy, and prosperous.
• consider the principles of ecologically sustainable development.
Generally, the Council is required to:
• be responsible and sustainable, aligning general revenue and expenses.
• provide strong and effective representation, leadership, planning and decision-making.
• invest in responsible and sustainable infrastructure for the benefit of the local community.
• carry out functions in a way that provides the best possible value for residents and ratepayers. • plan strategically, using the IP&R framework, for the provision of effective and efficient services and regulation to meet the diverse needs of the local community. • apply the IP&R framework in carrying out its functions to achieve desired outcomes and continuous improvements.
• implement effective financial and asset management, including sound policies and processes.
• work co-operatively with other councils and the State government to achieve desired outcomes for the local community. • manage lands and other assets so that current and future local community needs can be met in an affordable way. • work with others to secure appropriate services for local community needs. • act fairly, ethically and without bias in the interests of the local community. • be responsible employers and provide a consultative and supportive working environment for staff. • actively engage with the local community, through the use of the IP&R framework and other measures.
In arriving at decisions, the Council will: • recognise diverse local community needs and interests. • consider social justice principles.
• be transparent and accountable for decisions and omissions. Financially, the Council will:
OUR ORGANISATIONAL VALUES SAFE We work together as one council towards shared goals a We have a safety focused workplace culture to ensure the wellbeing of our staff and the community and for the greater good of the community
INTEGRITY We behave in a way that is honest, open, and transparent. We will take responsibility for our actions and strive for excellence
TEAMWORK We work together as one council towards shared goals and for the greater good of the community
VALUE We will deliver services efficiently, effectively, and in an environmentally and financially sustainable manner.
RESPECT We are inclusive, treat people with courtesy and fairness, and ensure each individual is valued and heard
ENGAGEMENT We engage with our staff and community to inform our decision making, and create awareness of our activities
• consider the long term and cumulative effects of actions on future generations. Clarence Valley Council Delivery Program 2022/2025
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THE COUNCIL’S CORPORATE VALUES
Binding caucus votes
The Council’s Corporate Values are derived from its adopted Code of Conduct which sets out the following general conduct obligations for all Councillors, staff, Council Committees and delegates of the Council. All individuals must:
• not participate in binding caucus votes in relation to matters to be considered at a Council or Committee meeting.
• not conduct themselves in a manner that is likely to bring the Council or holders of civic office into disrepute, • act lawfully, and honestly, exercise a reasonable degree of care and diligence in carrying out their functions, and treat others with respect at all times, • play their part in the efficient and effective operation of the Council, and implement Council decisions without delay. Fairness and equity
Conflict of interest • must avoid or appropriately manage any conflict of interest. Gifts and benefits • must avoid situations giving rise to the appearance that a person or body, through the provision of gifts, benefits or hospitality of any kind, is attempting to secure favourable treatment from themselves or from the Council, • must take all reasonable steps to ensure that their immediate family members do not receive gifts or benefits that give rise to the appearance of being an attempt to secure favourable treatment.
• consider issues consistently, promptly, and fairly, • deal with matters in accordance with established procedures, in a non-discriminatory manner. Harassment and discrimination, • not harass, discriminate against or support others who harass and discriminate against colleagues or members of the public. Development decisions • ensure that development decisions are properly made, • ensure parties involved in the development process are dealt with fairly, • avoid any occasion for suspicion of improper conduct in the development assessment process, • ensure that no action, statement or communication between themselves and applicants or objectors conveys any suggestion of willingness to provide improper concessions or preferential treatment.
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ELECTED COUNCILLORS
Dr Ian Tiley MAYOR
(Left to right) Cr Karen Toms Cr Ian Tiley Cr Allison Whaites Cr Greg Clancy Cr Debrah Novak
Cr Bill Day Cr Peter Johnstone Cr Steve Pickering Cr Jeff Smith
THE ROLE OF THE MAYOR IS: • to be the leader of the Council and a leader in the local community,
• to promote partnerships between the Council and key stakeholders,
THE ROLE OF THE COUNCILLOR IS:
• to advance community cohesion and promote civic awareness, • to be the principal member and spokesperson of the governing body, including representing the views of the Council regarding its local priorities,
• to advise, consult with and provide strategic direction to the general manager in relation to the implementation of the strategic plans and policies of the Council
• to make considered and well-informed decisions as a member of the governing body
• to exercise, in cases of necessity, the policy-making functions of the governing body of the Council between meetings of the Council, • to preside at meetings of the Council • to ensure that meetings of the Council are conducted efficiently, effectively and in accordance with this Act, • to ensure the timely development and adoption of the strategic plans, programs and policies of the Council • to promote effective and consistent implementation of the strategic plans, programs and policies of the Council
Clarence Valley Council Delivery Program 2022/2025
• in conjunction with the general manager, to ensure adequate opportunities and mechanisms for engagement between the Council and the local community • to carry out the civic and ceremonial functions of the mayoral office • to represent the Council on regional organisations and at intergovernmental forums at regional, State and Commonwealth level • in consultation with the Councillors, to lead performance appraisals of the general manager • to exercise any other functions of the council that the Council determines.
• to be an active and contributing member of the governing body
• to participate in the development of the IP&R framework • to represent the collective interests of residents, ratepayers, and the local community • to facilitate communication between the local community and the governing body • to uphold and represent accurately the policies and decisions of the governing body • to make all reasonable efforts to acquire and maintain the skills necessary to perform the role of a Councillor.
AS AN ELECTED PERSON, A COUNCILLOR IS: • accountable to the local community for the performance of the Council.
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OUR SERVICES Improving our Services - Service Review Clarence Valley Council makes decisions about the range and level of services it provides by balancing the needs and expectations of the community and the resources available to meet those needs and expectations. Clarence Valley Council is committed to providing services to the community that are flexible to the communities changing needs and that are efficient and effective in their delivery. As part of the review of the Integrated Planning & Reporting Framework by the Office of Local Government in 2021, and establishment of new guidelines for all Council’s Audit Risk and Improvement Committee (ARIC), it is a legislated requirement of all Local Government entities to have an annual program of services reviews. This Service Review program will become part of Clarence Valley Council’s Integrated Planning & Reporting documentation. Service Reviews assess service delivery against volume, cost and quality and provide recommendations and insights which develops an improvement plan for the future. The priority service reviews to be undertaken during 2022-2025, have been identified. Each service review will result in an improvement plan where adjustments to services levels are required or ways to maximise efficiencies are identified. The outcomes of the service reviews will be reported in Delivery Program reports and the Council’s Annual Report.
Clarence Valley Council Delivery Program 2022/2025
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OUR SERVICES Improving our Services - Service Review Clarence Valley Council makes decisions about the range and level of services it provides by balancing the needs and expectations of the community and the resources available to meet those needs and expectations. Clarence Valley Council is committed to providing services to the community that are flexible to the community's changing needs and that are efficient and effective in their delivery. As part of the review of the IP&R Framework by the Office of Local Government in 2021, and establishment of new guidelines for all the Council’s Audit Risk and Improvement Committee (ARIC), it is a legislated requirement of all Local Government entities to have an annual program of service reviews. This Service Review program will become part of Clarence Valley Council’s IP&R documentation. Service Reviews assess service delivery against volume, cost and quality and provide recommendations and insights for the development of an improvement plan for the future. The priority Service Reviews to be undertaken during the period 2022-2026, have been identified. Each Service Review will result in an improvement plan where adjustments to service levels are required or ways to maximise efficiencies are identified. The outcomes of the Service Reviews will be reported in Delivery Program reports and the Council’s Annual Report.
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SERVICE REVIEW PLAN 2022/2023 - 2025/2026
Directorate / Section
Service # Service
1000
Office of General Manager
Office of General Manager
1010
Corporate & Governance
2000
2100
Elected Members
Sub Service Sub # Services
100
GM Management
Sub service not applicable to be reviewed as encapsulated in ABC
101
Civic Events
Sub Service
1XX
Internal Audit
Sub Service
103
Elected Members
Service Level
200
Corporate & Governance Management
Sub service not applicable to be reviewed as encapsulated in ABC
201
Recovery & Resilience Planning
Sub service not applicable to be reviewed in 2022/2023 as project will end 21/22 FY
211
Financial Accounting & Compliance
213
Procurement & Contractor Management services
214
Revenue Management
215
General Purpose Revenue Management
102
Finance & Asset Planning
212
Management Accounting & Business Service Level Support
Corporate & Governance
Financial Control & Compliance
Finance & Systems 21XX
Financial Analysis & Business Support
2200
221 Information Technology & Corporate Systems 2XX
Clarence Valley Council Delivery Program 2022/2025
Level of Review (Service or Sub Service)
2022 /23
2023 2024 2025 /24 /25 /26
Service Level
Information Technology Corporate Systems & Business Improvement
Sub Service
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SERVICE REVIEW PLAN 2022/2023 - 2025/2026
Directorate / Section
Service # Service
2300
Corporate & Customer Services
Organisational Development
Sub Service Sub # Services
2XX
Organisational Development
Sub Service
231
Governance
Sub Service
222
Customer Services & Records
Sub Service
2310
People & Culture
233
People Culture
Service Level
23XX
Safety & Risk
234
Safety & Risk
Service Level
203
Communication & Sponsorship
Sub Service
Tourism
Sub Service
Industry & Community Economic Development
Sub Service
2020
Communication & Industry 204 Engagement 205
Cultural, Community and Industry
4010
Community Development 410
Community Development
Service Level
420
Regional Library Services
Sub Service
4020
Library Services 421
Public Library Services
Sub Service
422
Regional Gallery
Sub Service
423
Museums
Sub Service
300
Works & Civil Management
Sub service not applicable to be reviewed as encapsulated in ABC
302
Fleet
Sub service
4030
Works & Civil
Level of Review (Service or Sub Service)
3000
Cultural Services
Works & Civil
Clarence Valley Council Delivery Program 2022/2025
2022 /23
2023 2024 2025 /24 /25 /26
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SERVICE REVIEW PLAN 2022/2023 - 2025/2026
Directorate / Section
Service # Service
3XXX
Strategic Infrastructure
Civil Services
Strategic Infrastructure Planning & Coordination
Sub Service Sub # Services
Level of Review (Service or Sub Service)
3XX
Strategic Infrastructure Operations
Sub Service
3XX
Design & Survey
Sub Service
3XX
Project Management Office
Sub Service
3120
Quarries
322
Quarries
Service Level
2010
Property Services
202
Property
Service Level
303
Emergency Services
Sub Service
3010
Emergency Services 304
Natural Disaster Event Management Sub Service
311
Local Roads
Sub Service
312
Regional Roads
Sub Service
313
Footpaths & Cycleways
Sub Service
314
Stormwater
Sub Service
315
Traffic Facilities
Sub Service
3XX
Bridges
Sub Service
320
State Roads (RMCC)
Sub Service
3100
Roads & Drainage Infrastructure Delivery
Clarence Valley Council Delivery Program 2022/2025
2022 /23
2023 2024 2025 /24 /25 /26
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SERVICE REVIEW PLAN 2022/2023 - 2025/2026 Directorate / Section
Service # Service
Parks & Reserves
Sub Service
3XX
Sporting & Aquatic Facilities
Sub Service
Buildings & Facilities
343
Buildings & Facilities
Service Level
3250
Saleyards
348
Saleyards
Service Level
3XXX
Regional Airport
321
Regional Airport
Service Level
350
Holiday Parks
351
Calypso Holiday Park
352
Iluka Holiday Park
353
Brooms Head Holiday Park
354
Minnie Water Holiday Park
355
Wooli Holiday Park
390
Watercycle Management
391
Water Projects (operations)
393
Sewer Projects (operations)
395
Floodplain Infrastructure & Operation
398
Coast & Estuary
400
EP&C Management
3260
3300
Holiday Parks
Watercycle
3310
Sewer Services
3320
Floodplain & Estuary Management
4000
2022 /23
2023 2024 2025 /24 /25 /26
Parks & Open Spaces
Open Spaces & Facilities
Environment & Planning
Level of Review (Service or Sub Service)
341 3200
Watercycle
Sub Service Sub # Services
Environment & Planning
Clarence Valley Council Delivery Program 2022/2025
Service Level
Service Level
Service Level
Service Level
Sub service not applicable to be reviewed as encapsulated in ABC
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SERVICE REVIEW PLAN 2022/2023 - 2025/2026 Directorate / Section
Service # Service
Level of Review (Service or Sub Service)
4100
Environmental Services
442
Environmental Services
Service Level
4110
Regulatory Services
445
Regulatory Services
Service Level
3210
Natural Resource Management
342
Natural Resource Management
Service Level
344
Waste and Sustainability
Sub Service
345
Grafton Regional Landfill
Sub Service
346
Domestic Waste Management
Sub Service
347
Cemeteries
Service Level
440
EDSP Administration & Support
Sub Service
441
Building Services
Sub Service
444
Development Services
Sub Service
443
Strategic Planning
Sub Service
Environment & Regulatory Services 3230
3240
Development & Land Use Planning
Sub Service Sub # Services
4100
4XXX
Waste Services
Cemeteries
Planning & Building Services
Land Use Planning
Clarence Valley Council Delivery Program 2022/2025
2022 /23
2023 2024 2025 /24 /25 /26
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OUR STRATEGIC DIRECTION SOCIETY OBJECTIVE 1:
STRATEGY
To be part of a proud and inviting community with opportunities to connect and belong
1. Establish a rolling program to document Community Economic Development Culture, Community and Industry & Plans for towns and villages throughout the Local Government Area Open Spaces and Facilities 2. Strengthen the Clarence Valley identity
Culture, Community and Industry
OBJECTIVE 2:
STRATEGY
PRIMARY RESPONSIBILITY
To be 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
1. Implement Signage Strategy including recognition of language
Culture, Community and Industry
2. Develop and endorse a Reconciliation Action Plan
Culture, Community and Industry
3. Re-establish the Clarence Valley Aboriginal Advisory Committee
Culture, Community and Industry
4. Investigate options for developing a Cultural Capability Framework
Culture, Community and Industry
PRIMARY RESPONSIBILITY
5. Engage with the Aboriginal Traditional Owners to grow an understanding of culture. Culture, Community and Industry
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OBJECTIVE 3:
STRATEGY
PRIMARY RESPONSIBILITY
To be 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
1. Support Chambers to identify and seek funding for crime prevention and safety technology, activities and programs
Culture, Community and Industry
2. Advocate for adequate medical and allied health services to meet the needs Culture, Community and Industry of the community 3. Create a network of shared pathways for use by pedestrians, cyclists and those using mobility aids
Strategic Infrastructure
4. Establish Advisory Committees to provide input into the planning of community assets
Open Spaces and Facilities & Organisational Development
5. Promote use of the Council sporting, cultural and community facilities
Open Spaces and Cultural, Community and Industry
OBJECTIVE: 4
STRATEGY
PRIMARY RESPONSIBILITY
To be 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
1. Develop a public art program that recognises local artists and cultural heritage
Culture, Community and Industry
2. Partner with, participate in and support cultural and artistic activities being coordinated by communities across the Valley
Culture, Community and Industry
3. Create opportunities for local artists to develop their talent
Culture, Community and Industry
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OBJECTIVE 5:
STRATEGY
PRIMARY RESPONSIBILITY
To be 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
1. Review of accessible parking in towns
Strategic Infrastructure & Development and Land Use Planning
2. Consult with representative groups on major infrastructure proposals
Strategic Infrastructure & Civil Services
3. Offer community groups and not for profits support to access funding to deliver services that meet the needs of residents and visitors alike
Cultural, Community and Industry
4. Identify barriers to use of Council’s sporting, cultural and community facilities Open Spaces and Cultural, to inform decisions about future improvements Community and Industry
OBJECTIVE 6:
STRATEGY
To be a community supportive of its young people and their safety, growth and development and their participation in decision making that affects them
1. Investigate opportunities for decision making to be informed by the views of Culture, Community and Industry young people 2. Improve youth engagement and involvement
Culture, Community and Industry
OBJECTIVE 7:
STRATEGY
PRIMARY RESPONSIBILITY
To provide affordable housing and living standards with health, education and employment opportunities that support a resilient community
1. Pursue affordable/accessible housing in Central Business District through policy and planning
Clarence Valley Council Delivery Program 2022/2025
PRIMARY RESPONSIBILITY
Development and Land Use Planning
2. Consider options to achieve an increased range of housing options through Development and Land Use a review of the Council’s Development Control Plans Planning 3. Advocate for a range of health and education services
Culture, Community and Industry
4. Partner with education providers through a supported traineeship program
Organisational Development
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OBJECTIVE 8:
STRATEGY
PRIMARY RESPONSIBILITY
to provide an appropriate mix of housing that meets the various stages of life
1. Prepare a Housing Strategy to inform Local Growth Management
Development and Land Use Planning
2. Consider options to achieve an increased range of housing options through Development and Land Use Planning a review of Council’s Development Control Plans 3. Review the Affordable Housing Policy to consider options for increased opportunities for individuals and families with low income
Development and Land Use Planning
OBJECTIVE 9:
STRATEGY
PRIMARY RESPONSIBILITY
To ensure preservation of the heritage and historic buildings and other significant assets across the area
1. Document heritage and culturally significant trees, plants and gardens
Development and Land Use Planning & Environment and Regulatory Services
2. Formalise commitment to local museums
Culture, Community and Industry
3. Encourage innovation to retain public access to the Historic Grafton Gaol
Culture, Community and Industry
4. Encourage the repurposing of historic buildings to serve current and future needs of the community
Development and Land Use Planning
OBJECTIVE 10:
STRATEGY
PRIMARY RESPONSIBILITY
To be a resilient community, prepared for natural disaster
1. Support establishment of a unified Emergency Management Co-ordination Centre for first responder agencies
Strategic Infrastructure
2. Improved disaster resilience: People, Flora & fauna, Environment, Business, Strategic Infrastructure Sporting groups 3. Improve the community's ability to recover after disaster by building community and infrastructure resilience
Clarence Valley Council Delivery Program 2022/2025
Strategic Infrastructure
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INFRASTRUCTURE OBJECTIVE 1:
STRATEGY
PRIMARY RESPONSIBILITY
To have a safely maintained transport (road and bridge) network
1. Review and establish service levels for road and transport infrastructure maintenance
Civil Services & Strategic Infrastructure
2. Develop Snap Send Solve integration with Council’s corporate systems
Finance and Systems
3. Investigate options for Viaduct Road South Grafton
Strategic Infrastructure
STRATEGY
PRIMARY RESPONSIBILITY
1. Implement the Pedestrian Access and Mobility Plan
Strategic Infrastructure
OBJECTIVE 2: To have footpaths and cycleways that are interconnected, functional well maintained and reach destinations
2. Investigate options for a cycle/pedestrian route from Maclean to Yamba and Strategic Infrastructure from Woombah to Woody Head 3. Advocate for State funding of the Big River Way cycleway/pedestrian route from Grafton to Maclean
Strategic Infrastructure
4. Plan for walking trails from The Glen to Maclean
Strategic Infrastructure
5. Create a network of connected cycleways and footpaths for active recreation Strategic Infrastructure
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INFRASTRUCTURE
OBJECTIVE 3:
STRATEGY
To have communities that are well serviced with essential infrastructure (including transport services, water and sewage systems and public amenities)
1. Model and cost town sewerage systems to consider expansion to currently Water Cycle unserviced areas 2. Consider and determine options for Yamba Bypass
PRIMARY RESPONSIBILITY
Development and Land Use Planning
3. Review Council’s Integrated Water Cycle Management (IWCM) strategy and Water Cycle confirm priorities 4. Investigate options for water filtration
Water Cycle
OBJECTIVE 4:
STRATEGY
PRIMARY RESPONSIBILITY
To have floodplain and drainage infrastructure that is maintained in a way that improves amenity and liveability
1. Review the suite of floodplain management plans for the local government area 2. Advocate for increased government funding to improve floodplain infrastructure
Water Cycle
3. Advocate for increased funding to the State Government’s Floodplain Management Program - Maintenance Grants
Clarence Valley Council Delivery Program 2022/2025
Water Cycle Water Cycle
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OBJECTIVE 5:
STRATEGY
PRIMARY RESPONSIBILITY
To implement forward planning for modern, accessible infrastructure upgrades and renewals
1. Adopt a forward capital works program
Works & Civil Directorate
2. Review and establish service levels for road and transport infrastructure maintenance
Civil Services
3. Create a network of shared pathways for use by pedestrians, cyclists and those using mobility aids
Strategic Infrastructure
4.Investigate options for future use of Ulmarra Fire Control Centre post construction of the Emergency Control Centre
Open Spaces and Facilities
OBJECTIVE 6:
STRATEGY
PRIMARY RESPONSIBILITY
To have well maintained facilities and amenities that serve the needs of a growing residential population and visitors to the area
1. Review and plan for off leash dog friendly areas
Environment and Regulatory Services
2. Review of amenities and cleaning contracts
Open Spaces and Facilities
3. Improve usage of Council facilities
Open Spaces and Facilities
4. Review CBD amenity and establish Service Level Agreements
Open Spaces and Facilities
5. Establish a town entrance beautification program for Grafton and Maclean to Open Spaces and Facilities improve amenity on entry
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OBJECTIVE 7:
STRATEGY
PRIMARY RESPONSIBILITY
To carry out beautification of towns and villages to improve amenity and pride of place
1. Develop an annual program for town and village beautification
Open Spaces and Facilities
2. Develop small Village amenity plans
Open Spaces and Facilities
3. Upgrade Village entry/arrival signage and general look and feel
Open Spaces and Facilities
OBJECTIVE 8:
STRATEGY
PRIMARY RESPONSIBILITY
To have passive and active recreational infrastructure that is well planned and well maintained
1. Review and adopt the Open Space and Recreational management strategy to inform asset maintenance and renewal plans 2. Provide better access to get on the river for leisure and social activities
Strategic Infrastructure/Open Spaces and Facilities
OBJECTIVE 9:
STRATEGY
PRIMARY RESPONSIBILITY
To have well serviced digital infrastructure
1. Advocate for improved telecommunications
Strategic Infrastructure
2. Upgrade the Council’s mobile and fixed infrastructure to support service access for the community
Finance and Systems
Clarence Valley Council Delivery Program 2022/2025
Open Spaces and Facilities
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OBJECTIVE 10:
STRATEGY
PRIMARY RESPONSIBILITY
To develop disaster mitigation planning to reduce the impact of natural disaster on infrastructure
1. Advocate for funding to deliver the actions of the Disaster Resilience Framework
Strategic Infrastructure
2. Consider flood immunity in future planning for assets
Strategic Infrastructure
3. Seek funding to implement design options for Yamba Road and Iluka Road to improve access during floods
Strategic Infrastructure
4. Review and consolidate Flood Risk Management Plans
Water Cycle
5. Consider options for improved flood mitigation for Ulmarra
Water Cycle
6. Seek funding to upgrade floodplain assets
Water Cycle
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ECONOMY OBJECTIVE 1:
STRATEGY
PRIMARY RESPONSIBILITY
To provide an affordable and attractive environment for local businesses to flourish
1. Establish a Tourism and Economic Advisory Committee
Culture, Community and Industry
2. Support and coordinate activities for small business and industry engagement
Culture, Community and Industry
3. Partner with the Chambers of Commerce in the delivery of programs and activities that support economic sustainability
Culture, Community and Industry
OBJECTIVE 2:
STRATEGY
PRIMARY RESPONSIBILITY
To develop sustainable tourism that benefits the whole of the local government area, without burdening the coast further
1. Review the Tourism Strategy to identify appropriate service levels including Visitor Information outlets and collateral
Culture, Community and Industry
2. Promote infrastructure and environmental heritage assets
Development and Land Use Planning, Environment and Regulatory Services & Culture, Community and Industry
3. Implement Hinterland Cluster Development Tourism program to disperse coastal tourism
Culture, Community and Industry
4. Recognise the important role of Jacaranda avenues through retention, maintenance and replacement
Open Spaces and Facilities
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OBJECTIVE 3:
STRATEGY
PRIMARY RESPONSIBILITY
To develop RV friendly towns
1. Incorporate opportunities for Recreational Vehicle (RV) access in parking strategies
Development and Land Use Planning & Strategic Infrastructure
OBJECTIVE: 4
STRATEGY
PRIMARY RESPONSIBILITY
To provide support for the sustainable growth of local industries that are respectful of the lifestyle that exists
1. Partner with other levels of government and local industry groups
Culture, Community and Industry
2. Support buy local campaigns and support and promote local market opportunities that benefit both small businesses and the agricultural sector
Culture, Community and Industry
OBJECTIVE 5:
STRATEGY
PRIMARY RESPONSIBILITY
To implement dispersed and sustainable development ensuring connections to services
1. Review the Local Growth Management strategy
Development and Land Use Planning
OBJECTIVE 6:
STRATEGY
PRIMARY RESPONSIBILITY
To achieve diversification of employment and education that provides opportunity for young people and families to stay in the area
1. Attract new investment and achieve employment growth within the Valley
Culture, Community and Industry & Development and Land Use Planning
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OBJECTIVE 7:
STRATEGY
PRIMARY RESPONSIBILITY
1. Market LGA events beyond the LGA
Culture, Community and Industry
OBJECTIVE 8:
STRATEGY
PRIMARY RESPONSIBILITY
To provide support for community and business led innovation that creates a diverse and vibrant community
1. Work with stakeholders to establish roundtable activities that bring representatives of town, village and community progress associations and business chambers together
Culture, Community and Industry
OBJECTIVE 9:
STRATEGY
PRIMARY RESPONSIBILITY
To develop adequate telecommunications to service economic growth
1. Review and promote telecommunications required for new developments as Development and Land Use standard condition Planning
OBJECTIVE 10:
STRATEGY
PRIMARY RESPONSIBILITY
To recongise Grafton as a Regional City for State Planning purposes
1. Advocate for the reinstatement of Grafton as a Regional City
Culture, Community and Industry
To have major events that drive economic activity in the region and make it a more attractive place for people to live and work and visit
Clarence Valley Council Delivery Program 2022/2025
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ENVIRONMENT OBJECTIVE 1:
STRATEGY
PRIMARY RESPONSIBILITY
To protect and enhance our natural environments, ecosystems and native flora and fauna
1. Review management of Lake Wooloweyah to prevent further loss of seagrass
Environmental and Regulatory
2. Consider policy position to avoid rezoning and use of flood prone wetlands and vulnerable ecosystems
Services & Water Cycle Development and Land Use Planning & Environment and Regulatory Services
3. Improved ecological management of Council owned and managed reserves Environmental and Regulatory Services & Open Spaces and environmental corridors & Facilities
OBJECTIVE 2:
STRATEGY
PRIMARY RESPONSIBILITY
To encourage sustainable and innovative agricultural processes that preserve what we have
1. Collaborate with government departments to promote sustainable agricultural practice
Environmental and Regulatory Services
OBJECTIVE 3:
STRATEGY
PRIMARY RESPONSIBILITY
To promote sustainable development that integrates with the environment
1. Increased transparency and improved methodology for development application related ecological assessments
Development and Land Use Planning & Environment and Regulatory Services
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OBJECTIVE 4:
STRATEGY
To take action that maintains the health of our coastline and waterways and natural environment
1. Investigate funding options to undertake riverbank restoration and rejuvenation
PRIMARY RESPONSIBILITY Water Cycle
2. Continue water quality improvements and communications
Water Cycle
3. Demonstrate leadership on climate change through education and action
Environment and Regulatory Services
OBJECTIVE 5:
STRATEGY
PRIMARY RESPONSIBILITY
To promote sustainable business practices to reduce our region’s ecological footprint
1. Investigate options for optical fibre connections to premises for new developments
Development and Land Use Planning
OBJECTIVE 6:
STRATEGY
PRIMARY RESPONSIBILITY
To be a community that follows the three Rs of waste: reuse, recycle and reduce
1. Aim to acheive an increase in community participation in waste recycling through education programs
Environment and Regulatory Services
OBJECTIVE 7:
STRATEGY
PRIMARY RESPONSIBILITY
To celebrate and promote the diverse natural beauty of the area
1. Promote the Clarence Valley as a destination
Culture, Community and Industry
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OBJECTIVE 8:
STRATEGY
PRIMARY RESPONSIBILITY
To enhance maintenance of green space in a way that encourages responsible use
1. Review tree varieties and increase tree canopy
Environment and Regulatory Services & Open Spaces and Facilities
2. Review tree replacement programs and maintenance of existing street trees Open Spaces and Facilities
OBJECTIVE 9:
STRATEGY
PRIMARY RESPONSIBILITY
To provide opportunities for equal access to enjoy the outdoors
1. Incorporate accessible infrastructure in design of open spaces managed by the Council
Open Spaces and Facilities
2. Promote current opportunities available that facilitate equal access
Culture, Community and Industry
OBJECTIVE 10:
STRATEGY
PRIMARY RESPONSIBILITY
To be a community that does not support detrimental mining activities
1. Advocate the position of the Council in submissions to State and Federal governments as required
Environment and Regulatory Services
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LEADERSHIP OBJECTIVE 1:
STRATEGY
PRIMARY RESPONSIBILITY
To be a strong, accountable, and representative local government that engages broadly with the community in a genuine, respectful and meaningful way
1. Deliver a program of water quality education forums
Water Cycle
2. Develop and deliver a community engagement program
Culture, Community and Industry
3. Improve communication, and engagement with and response to the community
Culture, Community and Industry
4. Develop a councillor youth mentor program
Organisational Development
OBJECTIVE 2:
STRATEGY
PRIMARY RESPONSIBILITY
to provide representation and advocacy where it counts
1. Gain an understanding of stakeholders' position to inform advocacy role
Culture, Community and Industry
2. Engage as a stakeholder in State Government plans for development of the Culture, Community and Industry Old Grafton Gaol to create public access to the historic site
OBJECTIVE 3:
STRATEGY
PRIMARY RESPONSIBILITY
To provide a high standard of customer service to the community
1. Increased payment options for those doing business with the Council
Finance and Systems & Organisational Development
2. Develop clear, measurable service levels and standards to guide response to correspondence and complaints
Organisational Development
3. Deliver corporate systems upgrade
Finance and Systems
4. Promote Customer Service Charter
Organisational Development
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OBJECTIVE 4:
STRATEGY
PRIMARY RESPONSIBILITY
To be an effective and efficient local government that operates in a financially responsible and sustainable manner
1. Report achievement of Delivery Program every 6 months
Office of the General Manager, Corporate and Governance Directorate, Environment and Planning Directorate, Works and Civil Directorate
2. Table the Annual Report within 5 months of the end of the financial year
Corporate and Governance Directorate
3. Prepare the Annual Financial Statements within legislated timeframes
Finance and Systems
4. Demonstrate commitment to reviewing services and service levels
Office of the General Manager, Corporate and Governance Directorate, Environment and Planning Directorate, Works and Civil Directorate
5. Demonstrate commitment to the functions of the Audit Risk Improvement Committee
Office of the General Manager, Corporate and Governance Directorate, Environment ad Planning Directorate, Works and Civil Directorate
6. Determine future uses for Grafton Regional Airport
Open Spaces and Facilities
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OBJECTIVE 5:
STRATEGY
PRIMARY RESPONSIBILITY
To be an accessible local government with improved responsiveness and transparency in its actions
1. Investigate options for developing a Cultural Capability Framework and establishing a robust Aboriginal Community Engagement Framework
Culture, Community and Industry
2. Develop transparent and robust policy framework to ensure current and best practice policies and procedures practice
Organisational Development
3. Promote transparency of access to information
Corporate and Governance Directorate
4. Develop a Councillor update to keep Councillors informed about successes and ongoing activities
Office of the General Manager & Culture, Community and Industry
5. Support and equip Councillors as “brand" ambassadors
Office of the General Manager & Culture, Community and Industry
OBJECTIVE 6:
STRATEGY
PRIMARY RESPONSIBILITY
To adopt decision-making that is informed by diverse views and broad representation
1. Deliver opportunity for community input into decision making through submissions and deputations
Corporate and Governance Directorate
OBJECTIVE 7:
STRATEGY
PRIMARY RESPONSIBILITY
To develop a strong relationship between all levels of government and partnerships with the community to deliver outcomes that benefit residents
1. Coordinate a schedule of meetings with local State and Federal Members
Office of General Manager
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EVALUATION The Delivery Program will be reviewed, progressed and reported every 6 months. The review will take place before the next years Operational Plan for the next period is developed to ensure our community’s objectives are being achieved. In this evaluation, highlights for each of the themes, how we are tracking the outcomes, capital works updates and financial updates. The Council’s Annual Report will detail implementation of the Delivery Program and the Operations Plan. We will answer the following questions: • Did we do what we said we would do? • If yes, how well did we do it and how much did we do? • If not, why not? Will it happen at a later date or not at all?
Clarence Valley Council Delivery Program 2022/2025
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SUPPORTING OUR PROGRAM The Council’s Resourcing Strategy outlines how we will implement and resource our vision. The Resourcing Strategy consists of three components: 1. Long term Financial Strategy - this is our 10-year rolling plan that informs decision making and demonstrates how the objectives of the CSP and commitments to the Delivery Program and Operational Plan will be resourced and funded. The Long Term Financial Plan is a strategic document that will assist and guide the Council with the decisions it needs to make in order to achieve the Council’s corporate financial objective of long-term financial sustainability. 2. Workforce Management Strategy - Clarence Valley Council’s Workforce Management Strategy outlines our commitment to ensuring Council has the capacity, capability, skills, and sustainability within its workforce to deliver positive outcomes for the Council and ultimately the community, by meeting the objectives of the CSP. 3. Asset Management Strategy - This is designed to provide a plan to manage the Council’s physical infrastructure assets, including establishment of a framework to guide planning, construction, maintenance, and operation of infrastructure essential for Clarence Valley Council to provide services to the community. Asset Management Planning incorporates an Asset Management Policy, Asset Management Strategy and Asset Management Plans. These documents provide an approach and guidance for improving the Council’s asset management systems and practices.
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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
