Our Strategic Direction

SOCIETY

OBJECTIVE 1:

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

STRATEGY PRIMARY RESPONSIBILITY

1. Establish a rolling program to document Community Economic Development Plans for towns and villages throughout the LGA Culture, Community and Industry & Open Spaces and Facilities

2. Strengthen the Clarence Valley identity Culture, Community and Industry

OBJECTIVE 2:

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

STRATEGY

1. Implement Signage Strategy including recognition of language

PRIMARY RESPONSIBILITY

Culture, Community and Industry

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

5. Engage with the Aboriginal Traditional Owners to grow an understanding of culture Culture, Community and Industry

OBJECTIVE 3:

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

OBJECTIVE :4

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

STRATEGY PRIMARY RESPONSIBILITY

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 of community Culture, Community and Industry

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 to the planning of community assets Open Spaces and Facilities & Organisational Development 5. Promote use of council sporting, cultural and community facilities Open Spaces and Cultural, Community and Industry

STRATEGY

1. Develop a public art program that recognises local artists and culturally heritage 2. Partner, participate and support cultural and artistic activities being coordinated by communities across the Valley 3. Create opportunities for local artists to develop their talent

PRIMARY RESPONSIBILITY

Culture, Community and Industry

Culture, Community and Industry

Culture, Community and Industry

OBJECTIVE 5:

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

OBJECTIVE 6:

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

STRATEGY PRIMARY RESPONSIBILITY

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 to inform decisions about future improvements Open Spaces and Cultural, Community and Industry

STRATEGY PRIMARY RESPONSIBILITY

1. Investigate opportunities for decision making to be informed by the views of young people Culture, Community and Industry

2. Improve youth engagement and involvement Culture, Community and Industry

OBJECTIVE 7:

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

STRATEGY PRIMARY RESPONSIBILITY

1. Pursue affordable/accessible housing in CBD through policy and planning Development and Land Use Planning 2. Consider options to achieve an increased range of housing options through a review of Council’s Development Control Plans Development and Land Use 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

OBJECTIVE 8:

An appropriate mix of housing that meets the various stages of life

OBJECTIVE 9:

Preservation of the heritage and historic buildings and other significant assets across the area

OBJECTIVE 10:

A resilient community, prepared for natural disaster

STRATEGY PRIMARY RESPONSIBILITY

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 a review of Council’s Development Control Plans Development and Land Use Planning

3. Review Affordable Housing Policy to consider options for increased opportunities for low income individuals and families Development and Land Use Planning

STRATEGY PRIMARY RESPONSIBILITY

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 community Development and Land Use Planning

STRATEGY

1. Support establishment of a unified Emergency Management Co-ordination Centre for first responder agencies 2. Improved disaster resilience: People, Flora & fauna, Environment, Business, Sporting groups 3. Improve community ability to recover after disaster by building community and infrastructure resilience

PRIMARY RESPONSIBILITY

Strategic Infrastructure

Strategic Infrastructure

Strategic Infrastructure

INFRASTRUCTURE

OBJECTIVE 1:

A safely maintained transport (road and bridge) network

OBJECTIVE 2:

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

STRATEGY

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

PRIMARY RESPONSIBILITY

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. Implementation of the Pedestrian Access and Mobility Plan (PAMP) Strategic Infrastructure

2. Investigate options for a cycle/pedestrian route from Maclean to Yamba and from Woombah to Woody Head Strategic Infrastructure

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

INFRASTRUCTURE

OBJECTIVE 3:

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

OBJECTIVE 4:

Floodplain and drainage infrastructure that is maintained in a way that improves amenity and liveability

STRATEGY

1. Model and cost town sewerage systems to consider expansion to currently unserviced areas

2. Consider and determine options for Yamba Bypass

3. Review Council’s Integrated Water Cycle Management (IWCM) strategy and confirm priorities 4. Investigate options for water filtration

PRIMARY RESPONSIBILITY

Water Cycle

Development and Land Use Planning Water Cycle

Water Cycle

STRATEGY PRIMARY RESPONSIBILITY

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

2. Advocate for increased government funding to improve floodplain infrastructureWater Cycle

3. Advocate for increased funding to the State Government’s Floodplain Management Program - Maintenance Grants Water Cycle

OBJECTIVE 5:

Forward planning for modern, accessible infrastructure upgrades and renewals

OBJECTIVE 6:

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

STRATEGY

1. Adopt a forward capital works program

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

3. Create a network of shared pathways for use by pedestrians, cyclists and those using mobility aids 4.Investigate options for future use of Ulmarra Fire Control Centre post construction of the Emergency Control Centre

PRIMARY RESPONSIBILITY

Works & Civil Directorate

Civil Services

Strategic Infrastructure

Open Spaces and Facilities

STRATEGY

1. Review and plan for off leash dog friendly areas

2. Review of amenities and cleaning contracts

3. Improve usage of Council facilities

PRIMARY RESPONSIBILITY

Environment and Regulatory Services

Open Spaces and 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 improve amenity on entry Open Spaces and Facilities

OBJECTIVE 7:

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

OBJECTIVE 8:

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

OBJECTIVE 9:

Well serviced digital infrastructure

STRATEGY

1. Develop an annual program for town and village beautification

2. Develop small village amenity plans

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

PRIMARY RESPONSIBILITY

Open Spaces and Facilities

Open Spaces and Facilities

Open Spaces and Facilities

STRATEGY PRIMARY RESPONSIBILITY

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

2. Better access to get on the river for leisure and social activities Strategic Infrastructure/Open Spaces and Facilities

STRATEGY

1. Advocate for improved telecommunications

PRIMARY RESPONSIBILITY

Strategic Infrastructure

2. Upgrade Council’s mobile and fixed infrastructure to support service access for community Finance and Systems

OBJECTIVE 10:

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

STRATEGY

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

2. Consider flood immunity in future planning for assets

PRIMARY RESPONSIBILITY

Strategic Infrastructure

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 consolidation of 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

ECONOMY

OBJECTIVE 1:

An affordable and attractive environment for local business to flourish

OBJECTIVE 2:

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

STRATEGY

1. Establish a Tourism and Economic Advisory Committee

PRIMARY RESPONSIBILITY

Culture, Community and Industry

2. Support and coordinate activities for small business and industry engagementCulture, 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

STRATEGY

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

2. Promote infrastructure and environmental heritage assets

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

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

PRIMARY RESPONSIBILITY

Culture, Community and Industry

Development and Land Use Planning, Environment and Regulatory Services & Cultural, Community and Industry Culture, Community and Industry

Open Spaces and Facilities

OBJECTIVE 3:

RV friendly towns

OBJECTIVE :4 Support for the sustainable growth of local industries that are respectful of the lifestyle that exists

OBJECTIVE 5:

Dispersed and sustainable development ensuring connections to services

STRATEGY

1. Incorporate opportunities for RV access in parking strategies

PRIMARY RESPONSIBILITY

Development and Land Use Planning & Strategic Infrastructure

STRATEGY PRIMARY RESPONSIBILITY

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 the both small business and the agricultural sector Culture, Community and Industry

STRATEGY

1. Review the Local Growth Management strategy

PRIMARY RESPONSIBILITY

Development and Land Use Planning

OBJECTIVE 6:

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

STRATEGY PRIMARY RESPONSIBILITY

1. Attract new investment and employment growth within the Valley Culture, Community and Industry & Development and Land Use Planning

OBJECTIVE 7:

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

STRATEGY

1. Market LGA events beyond the LGA

OBJECTIVE 8:

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

STRATEGY

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

PRIMARY RESPONSIBILITY

Culture, Community and Industry

PRIMARY RESPONSIBILITY

Culture, Community and Industry

OBJECTIVE 9:

Adequate telecommunications to service economic growth

OBJECTIVE 10:

Recognition of Grafton as a Regional City for State Planning purposes

STRATEGY PRIMARY RESPONSIBILITY

1. Review and promote telecommunications required for new developments as standard condition Development and Land Use Planning

STRATEGY

1. Advocate the reinstatement of Grafton as a Regional City

PRIMARY RESPONSIBILITY

Culture, Community and Industry

ENVIRONMENT

OBJECTIVE 1:

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

OBJECTIVE 2:

Encourage sustainable and innovative agricultural processes that preserve what we have

STRATEGY PRIMARY RESPONSIBILITY

1. Review management of Lake Wooloweyah to prevent further loss of seagrassEnvironmental and Regulatory Services & Water Cycle

2. Consider policy position to avoid rezoning and use of flood prone wetlands and vulnerable ecosystems Development and Land Use Planning & Environment and Regulatory Services

3. Improved ecological management of Council owned and managed reserves and environmental corridors Environmental and Regulatory Services & Open Spaces & Facilities

STRATEGY

1. Collaborate with government departments to promote sustainable agricultural practice

PRIMARY RESPONSIBILITY

Environmental and Regulatory Services

OBJECTIVE 3:

Promotion of sustainable development that integrates with the environment

STRATEGY

1. Increased transparency and improved methodology for development application related ecological assessments

PRIMARY RESPONSIBILITY

Development and Land Use Planning & Environment and Regulatory Services

OBJECTIVE 4:

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

OBJECTIVE 5:

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

OBJECTIVE 6:

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

OBJECTIVE 7:

Celebration and promotion of the diverse natural beauty of the area

STRATEGY PRIMARY RESPONSIBILITY

1. Investigate funding options to undertake riverbank restoration and rejuvenationWater Cycle

2. Continue water quality improvements and communications Water Cycle

3. Demonstrate leadership on climate change through education and action Environment and Regulatory Services

STRATEGY

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

PRIMARY RESPONSIBILITY

Development and Land Use Planning

STRATEGY

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

PRIMARY RESPONSIBILITY

Environment and Regulatory Services

STRATEGY

1. Promote the Clarence Valley as a destination

PRIMARY RESPONSIBILITY

Culture, Community and Industry

OBJECTIVE 8:

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

OBJECTIVE 9:

Opportunities for equal access to enjoy the outdoors

OBJECTIVE 10:

A community that doesn’t support detrimental mining activities

STRATEGY

1. Review tree varieties and increase tree canopy

PRIMARY RESPONSIBILITY

Environment and Regulatory Services & Open Spaces and Facilities

2. Review tree replacement programs and maintenance of existing street trees Open Spaces and Facilities

STRATEGY

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

PRIMARY RESPONSIBILITY

Open Spaces and Facilities

2. Promote current opportunities available that facilitate equal access Culture, Community and Industry

STRATEGY

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

PRIMARY RESPONSIBILITY

Environment and Regulatory Services

LEADERSHIP

OBJECTIVE 1:

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

OBJECTIVE 2:

Representation and advocacy where it counts

STRATEGY

1. Deliver a program of water quality education forums

2. Develop and deliver a community engagement program

3. Improve communication, engagement and response with, and to the community 4. Develop a councillor youth mentor program

PRIMARY RESPONSIBILITY

Water Cycle

Culture, Community and Industry

Culture, Community and Industry

Organisational Development

STRATEGY PRIMARY RESPONSIBILITY

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 Old Grafton Gaol to create public access to the historic site Culture, Community and Industry

OBJECTIVE 3:

A high standard of customer service to the community

STRATEGY PRIMARY RESPONSIBILITY

1. Increased payment options for those doing business with 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

OBJECTIVE 4:

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

STRATEGY

1. Report achievement of Delivery Program every six months

PRIMARY RESPONSIBILITY

Office of the General Manager, Corporate and Governance Directorate, Environment and Planning Directorate, Works and Civil Directorate

2. Table the Annual Report within five months of the end of the financial year Corporate & Governance Directorate

3. Prepare the Annual Financial Statements within legislated timeframes Finance and Systems

4. Demonstrated commitment to reviewing services and service levels Office of the General Manager, Corporate and Governance Directorate, Environment ad Planning Directorate, Works and Civil Directorate

5. Demonstrated 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

OBJECTIVE 5:

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

OBJECTIVE 6:

Decision making that is informed by diverse views and broad representation

OBJECTIVE 7:

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

STRATEGY PRIMARY RESPONSIBILITY

1. Investigate options for developing a Cultural Capability Framework and establishing a robust Aboriginal community engagement framework Culture, Community and Industry

2. Transparent and robust policy framework to ensure current and best practice policies and procedures Organisational Development

3. Promote transparency of access to information Corporate & Governance Directorate

4. Develop a councillor update to keep councillors informed about successes and ongoing activities Office of the General Manager & Cultural, Community and Industry

5. Support and equip Councillors as “brand “ambassadors Office of the General Manager & Cultural, Community and Industry

STRATEGY

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

PRIMARY RESPONSIBILITY

Corporate and Governance Directorate

STRATEGY PRIMARY RESPONSIBILITY

1. Coordinate a schedule of meetings with local State and Federal Members Office of General Manager