Delivery Program -Progress Report Jul - Dec 2022

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 honor 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

IP&R Framework and the Delivery Program

The purpose of the Delivery Program Progress Report is to enable councillors 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.

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 accordance with community aspirations.

Community Engagement and Feedback

Council continues to work on ways to communicate achievements to the community.

Highlights of achievements can be located in the ‘CLARENCE’ magazine.

This magazine comes out at the end of each quarter (October, January, April and July) and summaries activities and actions as outlined in the operational plan which links to the strategies in the Delivery Program.

The magazine can be read online via our webpage https://www.clarence.nsw.gov.au/Council/ClarenceMagazine

Limited hard copies are also printed and distributed across the Valley, copies can be picked up at any of the CVC locations such as the libraries, Grafton Regional Gallery and our Administration Officers.

Checkout our Noticeboard ENews

Receive the weekly Noticeboard ENews direct to your inbox and stay up to date with our latest project activities, advertised DAs, items on exhibition, announcements and other important information.

Go onto the CVC website to subscribe www.clarence.nsw.gov.au/Connect-with-Us

Connect with Us

Website –www.clarence.nsw.gov.au

Email – Council@clarence.nsw.gov.au

Facebook - www.facebook.com/clarencevalleycouncil/

LinkedIn - www.linkedin.com/company/clarence-valley-council/

Customer Satisfaction Survey

The Customer Satisfaction Survey was commissioned by Clarence Valley Council to better understand key issues, community needs, and priorities regarding the services and facilities provided by Council.

Data was collected by Taverner Research Group via random telephone interviewing between the period of Tuesday 23 August to Thursday 1 September 2022, inclusive.

In total 402 residents completed the survey. Link to webpage and video presentation www.clarence.nsw.gov.au/Council/CustomerSatisfaction-Survey

COMMUNITY SATISFACTION SURVEY IDENTIFIED PRIORITIES, STRENGTHS, ISSUES AND OPPORTUNITY

SOCIETY

OBJECTIVE 1: STRATEGY STATUS UPDATE

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

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

1.2. Strengthen the Clarence Valley identity

Ulmarra Riverfront Precinct Plan – construction is well advanced

Harwood Riverfront Precinct Plan is budgeted for detailed design in the second half of 2022/2023

Lawrence Community Economic Plan development is underway with community engagement commenced to prepare the plan

The Jacaranda Festival was promoted to a greater extent in 2022 with digital add campaigns, convenience advertising in airport restrooms, Australian Traveller advertisements as well as local media. Illuminate was a feature of the festival. Throughout the festival the Tourism Officers conducted 557 surveys and supported over 1,100 visitors who came into the visitor information centre. 3.9M impressions on social media was assisted by cross promotions by VisitNSW and Tourism Australia.

Grafton Regional Art Gallery secured the Archibald Exhibition, which is Australia’s foremost portraiture prize attracting visitation of over 5000 people.

Grafton Waterfront Precinct Plan is nearing completion and provides connectivity to the Prince Street Streets as Shared Spaces – Rediscover Grafton, which has received regional and State acclamation with the opening attended by the Minister for Transport.

OBJECTIVE 2: STRATEGY STATUS UPDATE

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.

2.1. Implement Signage Strategy including recognition of language.

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

2.3. Re-establish the Clarence Valley Aboriginal Advisory Committee.

Location signs (towns and village entrance and facilities, parks and community spaces) have been ordered and installation process begins in January 2023

Signs as Remote Supervision policy and procedures review in progress Holiday Parks entrance signage ordered with recognition of Yaegl Country

A draft plan has been prepared for submission to Reconciliation Australia.

In October 2022 Council resolved not to re-establish the Clarence Valley Council Aboriginal Advisory Committee in the same structure that had been historically used. This decision was informed through the range of First Nation engagement sessions attended by the Mayor and GM and executive staff. Council resolution 07.22.227 provides clear direction for what engagement sessions will commence in 2023

2.4. Establish a cultural capability framework. Not yet commenced

2.5. Engage with the Aboriginal Traditional Owners to grow an understanding of culture

The Mayor supported by the General Manager held meetings with the First Nations communities in the Clarence Valley to plan further engagement sessions for 2023. Cultural Awareness Training for Councillors planned for Q3 2023

OBJECTIVE 3: STRATEGY STATUS UPDATE

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.

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

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

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

Meetings with Police and stakeholders have occurred to discuss hot spot crime in the Valley to develop the new Crime Prevention Strategy and community engagement/feedback sessions planned in second half of 2022/2023.

Council approved a DA for private Health Facilities in Grafton and the Mayor has actively participated in discussions about the Grafton Hospital upgrade, having met with the Board

An Active Transport Strategy is being developed to encourage more people to choose walking and cycling and for journeys to be safer, easier and accessible for all. An external consultant has been engaged and the development of an Active Transport Strategy, including the review of the existing Pedestrian Access and Mobility Plan (PAMP) and Bicycle Plan has commenced. Community consultation is planned for Q3 and finalisation of plan in Q4. Have your say at https://www.clarenceconversations.com.au/active-transport-strategy

A number of footpaths and shared user paths are currently being provided to increase our network across the local government area in accordance with our current PAMP and Bike Plan including:

• River Street, Yamba between Queen Street and Beach Street (completed)

• River Street, Yamba between Wooli Street and Harbour Street (completed)

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

3.5. Promote use of council sporting, cultural and community facilities

• Hoof Street, Grafton connects pedestrians and cyclists from Queen Street to the newly upgraded Jacaranda Park (completed)

• Big River Way, South Grafton, a 150m section of a 1200m long shared path from McAuleys Catholic College to Bunnings managed by TfNSW (completed)

• Orion Drive, Yamba, between Palm Lake Resort and Yamba Road (in progress) Cameron Street, Maclean between the M1 Interchange and Jubilee Street (in progress)

Have your say at https://www.clarenceconversations.com.au/active-transport-strategy

All advisory committees that have been endorsed by Council are operational and have had meetings. CVC website outlines the advisory committees, their terms of reference and minutes from the meetings

https://www.clarence.nsw.gov.au/Council/Governance-and-transparency/Committees/AdvisoryCommittees

Continued support at meeting for the Community and Cultural Advisory Committee who advises Council on the development of strategies and identification of challenges and opportunities, in relation to cultural planning and heritage, arts and cultural opportunities, sporting and recreational opportunities, community pride and local identity including local history, and community involvement which encourages a sense of belonging within the local government area. https://www.clarence.nsw.gov.au/Council/Governance-andtransparency/Committees/Advisory-Committees/Community-and-Cultural-Advisory-Committee

Deliver Get Connected programs for targeted groups including digital literacy and skills programs delivery twice a week out of Grafton Library

Continued support and quarterly meetings for Sports Committee meetings and funding recommendations. Two meetings held for Lower and Upper Sports Committees.

https://www.clarence.nsw.gov.au/Council/Governance-and-transparency/Committees/AdvisoryCommittees/Clarence-and-Lower-Clarence-Sports-Advisory-Committees

OBJECTIVE 4: STRATEGY STATUS UPDATE

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.

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

Council continues to support public art projects in the community in Grafton, Maclean and Yamba. This support has come in the form of assisting with the development application process for public art as well and assisting with community consultation and grant application.

Digital projection was delivered on the Grafton sugar tower Grafton Bridge Precinct public artwork project

4.2. Partner, participate and support cultural and artistic activities being coordinated by communities across the Valley.

Delivered the Local Faces Local Voices Banner content programs and exhibitions

Grafton Regional Gallery has delivered a number of exhibitions over this reporting period, including the JADA and Archibald as well as providing opportunities for local artists to exhibit their works. Exhibitions delivered

InlandSee

InlandSeekers

Jacaranda Acquisitive Art Award

The Plague; Teo Treloar

The River Runs deep where it doesn’t run wide (collection exhibition)

Re-Collect: Lyndall Phelps

The Archibald

Young Archies

Summer Sensations

Plunge planning commenced in Q2 and will continue to the festival commences in April 2023.

To promote diversity and inclusion, the Gallery had an artist call out for NSW-based LGBTQIA+ identifying Artists for to participate in a paid onsite ‘artist in residences’ program and to contribute to the gallery collection

4.3. Create opportunities for local artists to develop their talent.

The Grafton Regional Gallery has provided opportunities for local artist to exhibit their works through several very successful exhibition during Q1 and Q2. Example being the “Inland See” exhibition and the Young Archibald, which show cased the outstanding talents of our young artists within the Clarence Valley.

Council has also supported public art projects in the community in Grafton, Maclean and Yamba in the form of supporting the development application process for public art as well and assisting with community consultation and grant applications.

Local artists painted the gnomes and artwork on the planter boxes displayed as part of the Rediscover Grafton.

OBJECTIVE 5: STRATEGY STATUS UPDATE

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.

5.1. Review of accessible parking in towns.

Accessible parking through towns is identified through customer requests and as part of development applications and council projects. Proposals are reviewed by the Access Committee and assessed by the Local Traffic Committee. In this reporting period on street accessible parking for the Grafton Base Hospital Accessible parking spaces were installed as part of the Street as Shared Spaces trial nose in parking scheme as well as considered for the Ulmarra Precinct upgrades.

5.2. Consult with representative groups on major infrastructure proposals.

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

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

Council conducted a range of community engagement, drop-in sessions and stakeholder workshops to inform projects such as the Yamba Community Precinct Project, Maclean Community Precinct Project, the Grafton Waterfront, and Street and Shared Space as well as many other projects through the Clarence Conversation page on the CVC website, community drop-in sessions, GM and Executive community engagement session and project specific community workshops.

The community initiatives program supports non-for-profit organisations to produce new or continuing projects and initiatives for the benefit of the Clarence Valley Community – more than $60,000 in funding was approved for 39 applications by Council in Q1, including the Grafton Community Shed, Maclean Lions Club, Dundurrabin Public School, Chatsworth Hall and Yamba Patchwork and Art Group.

The Culture and Sports Trust Fund supported three rising hockey stars in representing NSW at the 2022 Hockey Australia Under 13 boys championship. Also supported were dart players representing NSW.

Management of the Clarence and Lower Clarence Sports Advisory Committees advises Council on sporting interests in the Clarence Valley , includes liaison with sporting groups, promotion and encouragement of sporting activities and makes recommendations on annual sporting grant funding program.

https://www.clarence.nsw.gov.au/Council/Governance-and-transparency/Committees/AdvisoryCommittees/Clarence-and-Lower-Clarence-Sports-Advisory-Committees

OBJECTIVE 6: STRATEGY STATUS UPDATE

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

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

6.2. Improve youth engagement and involvement

Not progressed in year one of the Delivery Program.

During Q1 and Q2 the respective school holiday programs have proven to be very successful with the youth of the Clarence Valley. These events are promoted via social media, posters and through external stakeholders. Such activities in Q1 and Q2 include surf lessons, oz-tag, laser skirmish, community cultural connections and a variety of art and creative sessions.

OBJECTIVE 7: STRATEGY STATUS UPDATE

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

7.1. Pursue affordable/accessible housing through policy and planning.

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

7.3. Advocate for a range of options for health and education.

Council has commenced preparation of a Housing Strategy, which will be Clarence Valley’s guiding strategy for planning for affordable and accessible housing over the next 20 years. During Q1 and Q2 Council was successful in securing a $150,000 grant from the Regional Housing Strategic Planning Fund. Initial work on the draft Strategy has commenced and procurement of specialist consultants will progress in Quarter 3.

Review is planned for 2023/2024 operational plan. For current plans see this link https://www.clarence.nsw.gov.au/Building-and-planning/Development-control-plans

The Grafton Regional Gallery continues to deliver a range of public educational programs, for our junior through to our senior community members to support education and well being.

The libraries continue to provide a range of community focused programs for young and old to support educations and well being. The get connected program is an example where senior community members can get tech savvy advice on how to use smartphones and various applications to support daily task while junior community members can attend Storytime events.

The Mayor has actively participated in discussions about the Grafton Hospital upgrade, having met with the Board with full support from all Councillors in favour of the Mayoral Minute to strongly support and lobbying for the redevelopment project.

7.4. Partner with education providers through a supported traineeship program.

A new entrant trainee and apprenticeship program has been developed with opportunities being advertised early in 2023. Council has participated in The Australian Apprenticeship Program working as the third organisation to support a trainee achieve a Certificate IV in Project Management. Council support local schools with the schoolbased apprenticeship program for First Nations school student.

OBJECTIVE 8: STRATEGY STATUS UPDATE

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

8.1. Prepare a Housing Strategy to inform Local Growth Management.

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

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

Council has commenced preparation of a Housing Strategy, which will be Clarence Valley’s guiding strategy for planning for affordable and accessible housing over the next 20 years. During Q1 and Q2 Council was successful in securing a $150,000 grant from the Regional Housing Strategic Planning Fund. Initial work on the draft Strategy has commenced and procurement of specialist consultants will progress in Quarter 3.

Review is planned for 2023/2024 operational plan. For current plans see this link https://www.clarence.nsw.gov.au/Building-and-planning/Development-control-plans

Council has commenced preparation of a Housing Strategy, which will be Clarence Valley’s guiding strategy for planning for affordable and accessible housing over the next 20 years. During Q1 and Q2 Council was successful in securing a $150,000 grant from the Regional Housing Strategic Planning Fund. Initial work on the draft Strategy has commenced and procurement of specialist consultants will progress in Quarter 3.

OBJECTIVE 9: STRATEGY STATUS UPDATE

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

9.1. Document heritage and culturally significant trees, plants and gardens.

9.2. Formalise commitment to local museums.

9.3. Encourage innovation to retain public access to the Historic Grafton Gaol

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

Not progressed in year one of the Delivery Program.

An internal service review is underway with a report to Council in the current year.

Council is the regulatory authority over the subdivision development application.

Grants are being distributed according to Council's approval of the 2022/2023 Local Heritage Assistance Program. Our Clarence Valley Local Environmental Plan includes provisions that encourage flexible reuse of heritage buildings, which is activated by making a development application.

OBJECTIVE 10: STRATEGY STATUS UPDATE

A resilient community, prepared for natural disaster.

10.1. Support establishment of a unified Emergency Management Co-ordination Centre for first responder agencies

10.2. Improved disaster resilience: People, Flora & fauna, Environment, Business, Sporting groups

Site has been identified by the State Government as Grafton Regional Airport and Council and RFS are working together to achieve this.

This new community education program will be developed and facilitated with established community networks from the Resilient Clarence program and the Clarence Valley Wellbeing Collective.

Planning for the implementation of the Disaster Resilience Action Plan is underway.

Actions commenced from the Clarence Valley Bush Fire Risk Management Plan include the completed Asset Protection Zone works around Dundurrabin Community Centre, with funding bid from RFS successful for 75% of projects CVC submitted. Actions undertaken as scheduled with Council (Iluka, Angourie, Minnie Water, Wooli) and contractors (Woombah, Brooms Head and Sandon).

Draft updated bushfire prone land maps have been provided to Council by the Rural Firefighting Service. A detailed review of the maps has commenced and engagement with relevant stakeholders is planned. Refinement and updating of the bushfire prone land maps will inform an update to our Local Environmental Plan in 2023.

Funding for improving field drainage and resilience of sporting facilities at Hawthorne Park, Barnier Park, Rushforth Park and Ngayundi Yamba Sports Complex obtained.

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

Clarence Valley Emergency Management Plan under review including a complete audit of evacuation centres and Consequence Management Guides. Consequence Management Guide review via table-top exercise at each Local Emergency Management Committee meeting to ensure capacity to plan and deliver emergency response exercises with local emergency services

Consultant engaged to plan and deliver the new Ewingar RFS Consultation complete and design.

INFRASTRUCTURE

OBJECTIVE 1: STRATEGY STATUS UPDATE

A safely maintained transport (road and bridge) network.

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

All road renewal projects for this financial year are on track for completion. Many of which are being done in collaboration with flood recovery works to optimize asset renewals.

The Road Renewals program - all road renewal projects for this financial year are on track for completion. Many of which are being done in collaboration with flood recovery works in order to optimize asset renewals.

The Reseal programs – Urban, Rural, and Regional Road reseals are 80% complete with remaining works scheduled for completion by the end of March

The Seal Gap programs Four Mile Lane gap seal has been completed

The Shoulder Grading/Widening programs will occur in Q3/Q4

The Unsealed Roads Resheeting program is 100% compete.

The Clarence Way Seal (inc Asbestos-Contaminated Gravel) – Regional Roads Project is 90% complete. forecasted for full completion by the end of March 2023.

Review and establish the current service levels for road and transport infrastructure. Service level reviews has commenced and on track for completion.

Review the road maintenance program and provide options for the Council to increase the program with budget impacts or other service delivery impacts is continuing.- Due to the impacts of recent Natural Disaster Events coinciding with additional stimulus funding it is difficult to understand the requirements of changing the road maintenance program until the delivery of these works is fully completed.

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

Requires Council’s systems to be cloud based for investigation and integration to occur

1.3. Investigate options for Viaduct Road South Grafton Consultation with ARTC undertaken and preliminary investigation of pavement rehabilitation including drainage prepared for discussion with Transport for NSW

OBJECTIVE 2: STRATEGY STATUS UPDATE

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

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

An Active Transport Strategy is being developed to encourage more people to choose walking and cycling and for journeys to be safer, easier and accessible for all. The Active Transport Strategy will address pedestrian access and mobility needs currently included in the PAMP and Bike Plan documents. An external consultant has been engaged and the development of the Active Transport Strategy has commenced. Community consultation is planned for Q3 and finalisation of the strategy in Q4. While the Active Transport Strategy is being developed projects continue to be identified and installed in accordance with the priorities identified in the current PAMP (2015).

The Active and Bike Transport consultation

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

2.3. Advocate for State funding of the Big River Way cycleway/pedestrian route from Grafton to Maclean.

2.4. Plan for walking trails from The Glen to Maclean.

The feasibility of a pedestrian/cycle link from Maclean to Yamba and from Woombah to Woody Head will be considered as part of the development of the Active Transport Strategy currently in progress.

The Active and Bike Transport consultation

The feasibility of a pedestrian/cycle link between Grafton and Maclean along the Big River way will be considered as part of the development of the Active Transport Strategy currently in progress. The outcome of these investigations will inform future discussions with TfNSW

The Active and Bike Transport consultation

The feasibility of providing walking trails from The Glen to Maclean will be considered as part of the development of the Active Transport Strategy currently in progress.

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

An Active Transport Strategy is being developed to encourage more people to choose walking and cycling and for journeys to be safer, easier and accessible for all. The Active Transport Strategy will address pedestrian access and mobility needs currently included in the PAMP and Bike Plan documents. An external consultant has been engaged and the development of the Active Transport Strategy has commenced. Community consultation is planned for Q3 and finalisation of the strategy in Q4.

The Active and Bike Transport consultation

Discussions

OBJECTIVE 3: STRATEGY STATUS UPDATE

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

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

3.2. Consider and determine options for Yamba Bypass.

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

3.4. Investigate options for water filtration

A survey has been completed with Ulmarra village residents and a consultant has been engaged to review the opportunity and the cost as per Council resolution.

Investigations have commenced and include a preliminary environmental investigation to scope biodiversity, cultural and environmental values of the corridor. A consultant was engaged in Q2 following issue of brief/request for quotations.

Consultant has been engaged to prepare demand analysis, which is required as background information for the first stage of an IWCM strategy (secure yield analysis)

Council has engaged a consultant to investigate options and undertake consultation. Masterplan for filtration plant at Rushforth Road Water Treatment Plant has been completed

OBJECTIVE 4: STRATEGY STATUS UPDATE

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

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

4.2. Advocate for increased government funding to improve floodplain infrastructure.

4.3. Advocate for increased funding to the State Government's Floodplain Management ProgramMaintenance Grants

Council engaged a consultant to undertake a review and consolidate the various floodplain management plans and review the flood models.

Council has resolved through a Mayoral minute to advocate for increased funding for floodplain assets.

Council has resolved through a Mayoral minute to advocate for increased funding for floodplain assets.

OBJECTIVE 5: STRATEGY STATUS UPDATE

Forward planning for modern, accessible infrastructure upgrades and renewals.

5.1. Adopt a forward capital works program. Council will consider its forward capital works program when it adopts its 2023/2024 Operational Plan

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

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

Review of the Roads Policy commenced and will be presented to Council for endorsement for public exhibition, review and adoption in second half of 2022/2023

An Active Transport Strategy is being developed to encourage more people to choose walking and cycling and for journeys to be safer, easier and accessible for all. An external consultant has been engaged and the development of an Active Transport Strategy, including the review of the existing Pedestrian Access and Mobility Plan (PAMP) and Bicycle Plan has commenced. Community consultation is planned for Q3 and finalisation of plan in Q4. Have your say at https://www.clarenceconversations.com.au/active-transport-strategy

A number of footpaths and shared user paths are currently being provided to increase our network across the local government area in accordance with our current PAMP and Bike Plan including:

• River Street, Yamba between Queen Street and Beach Street (completed)

• River Street, Yamba between Wooli Street and Harbour Street (completed)

• Hoof Street, Grafton connects pedestrians and cyclists from Queen Street to the newly upgraded Jacaranda Park (completed)

• Big River Way, South Grafton, a 150m section of a 1200m long shared path from McAuleys Catholic College to Bunnings managed by TfNSW (completed)

• Orion Drive, Yamba, between Palm Lake Resort and Yamba Road (in progress)

• Cameron Street, Maclean between the M1 Interchange and Jubilee Street (in progress).

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

Not progressed in year one of the Delivery Program.

OBJECTIVE 6: STRATEGY STATUS UPDATE

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

6.1. Review and plan for off leash dog friendly areas. To be undertaken as part of Open Spaces Strategy review. Off leash dog area in Corcoran Park design complete and out for tender

6.2. Review of amenities and cleaning contracts. The Open Space service review has identified

6.3. Improve usage of Council facilities Facilities service provisions such as cleaning are currently under review and will inform preparation of a Facilities Management Plan.

6.4. Review CBD amenity and establish Service Level Agreements.

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

Commencement of the key actions from the Grafton CBD Precinct Plan Deliver, including improvements to Prince Street through the Streets and Shared Spaces grant.

Not progressed in year one of the Delivery Program.

OBJECTIVE 7: STRATEGY STATUS UPDATE

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

7.1. Develop an annual program for town and village beautification

7.2. Develop small village amenity plans.

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

Not progressed in year one of the Delivery Program.

Not progressed in year one of the Delivery Program.

Village entry treatments commenced at Glenreagh.

OBJECTIVE 8: STRATEGY STATUS UPDATE

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

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

Staff consultation is proceeding regarding the review of the Open Spaces Strategic Plan and Sports Facilities subplans to align with the recent service review.

Hawthorne Park - contractor appointed for lights, and grandstands on order. Contract issued for JJ Lawrence courts. The project commenced in December 2022 and is scheduled for completion in February 2023.

The playground renewal program projects are progressing, each site is at varying stages of planning or delivery

The Yamba Ngayundi Sports Complex changeroom renewal project commenced in early January 2023 and is set to be completed in early March 2023.

Open Spaces have reviewed furniture requirements for replacement. Are tracking well to complete replacements within budget by end of Q3

Working with groups to upgrade Junction Hill and Braylesford Park

Draft Public Halls Strategy complete and under final review before being reported to Council.

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

Grafton Waterfront precinct plan works in progress

Corcoran Park – all accessible pontoon for full access to river

OBJECTIVE 9: STRATEGY STATUS UPDATE

Well serviced digital infrastructure.

9.1. Advocate for improved telecommunications.

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

Not progressed in year one of the Delivery Program.

Not progressed in year one of the Delivery Program.

OBJECTIVE 10: STRATEGY STATUS UPDATE

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

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

10.2. Consider flood immunity in future planning for assets.

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

10.4. Review and consolidation of Flood Risk Management Plans

10.5. Consider options for improved flood mitigation for Ulmarra

10.6. Seek funding to upgrade floodplain assets

Established working relationships with key State and Federal disaster risk reduction and recovery funding agencies to explore funding opportunities.

The design options for Yamba Road and Iluka Road upgrades for flood immunity are in progress with 40% completed

Design options for Yamba Road and Iluka Road upgrades for flood immunity are 40% completed

Consult engaged to prepare flood study as first stage of consolidating plans. Draft flood study submitted in December 2022

Not progressed in year one of the Delivery Program.

Funding advice has been received for the Alice Street Levee renewal from Resilience NSW. Project grant and tender documentation being prepared.

Implement Iluka Floodplain Risk Management priority projects has commenced with levee surveyed as first stage. On-line drainage reporting developed and proposed to go live in Q3.

Upgrade Bacon Street Grafton completed with pumps installed; to be commissioned. Ardent Street South Grafton pumps ordered

ECONOMY

OBJECTIVE 1: STRATEGY STATUS UPDATE

An affordable and attractive environment for local business to flourish.

1.1. Establish a Tourism and Economic Advisory Committee.

1.2. Support and coordinate activities for small business and industry engagement.

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

The committee has been established and is meeting monthly. Link to minutes - https://www.clarence.nsw.gov.au/Council/Governance-and-transparency/Committees/AdvisoryCommittees/Economic-Development-and-Tourism-Advisory-Committee

Council continues to work with the respective Business Chambers, stakeholders and community groups to support economic development and collaboration. Attendance at Chamber activities such as business breakfast briefings, chamber meetings and support for grant applications has been a feature of Q1 and Q2 engagement. The establishment of the Economic Development and Tourism Advisory Committee as also been well supported by the business community.

Council continues to work with the respective Business Chambers, stakeholders and community groups to support economic development and collaboration. Attendance at Chamber activities such as business breakfast briefings, chamber meetings and support for grant applications has been a feature of Q1 and Q2 engagement.

OBJECTIVE 2: STRATEGY STATUS UPDATE

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

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

2.2. Promote infrastructure and environmental heritage assets.

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

The tourism service review was commenced.

Not progressed in year one of the Delivery Program.

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

The initial planning meeting has been conducted and the draft of the Lawrence Community Economic Development plan has commenced.

The Clarence Valley Council Dark Sky Place Feasibility Study and Pre-nomination Assessment, site visit and optimum locations have been identified and outlines in the Dark Sky report. A report for Council will be provide in Q3

Work to update the SEO on MyClarenceValley website starting with hinterland pages such as Canoe and Kayak trail which has since seen an increase in website traffic. This has resulted in an increase in demand for brochure requests for kayak trail

The Urban Tree Policy is currently being reviewed to identify the importance of Jacaranda Trees to Grafton.

OBJECTIVE 3: STRATEGY STATUS UPDATE

RV friendly towns

3.1. Incorporate opportunities for RV access in parking strategies.

Not progressed in year one of the Delivery Program.

OBJECTIVE 4: STRATEGY STATUS UPDATE

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

4.1. Partner with other levels of government and local industry groups

CVC has been working with Regional NSW and key stakeholders to review and update the Clarence Valley Regional Economic Development Strategy for 2023 – 2027. This is due for release in Q3. Council has partnered with Transport for NSW, SERCO and a range of local community groups and businesses to deliver the Rediscover Grafton project, which is being delivered by the Department of Environment and Planning Streets as Shared Spaced grant program.

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

Council continues to deliver the Load Local Love project which is a 3-year project with a completion date of Nov 2024. The Load Local Love Program over the reporting period has seen the following: From 1 July 2022 to 31 Dec 2022

Cards loaded in that time: 74

To the Value of $5060

Card redemptions during this time 123

Total Redemption Value $5199

The council promotes local markets on our social media and has a dedicated brochure with the dates/times. Council has recently created a page on our website that has been search engine optimized to assist people who are looking for markets in the Clarence Valley.

OBJECTIVE 5: STRATEGY STATUSUPDATE

Dispersed and sustainable development ensuring connections to services.

5.1. Review Local Growth Management strategy.

The development of our local growth management strategy is well underway, will be made up of four key strategies:

• Employment Lands Strategy (Adopted by Council in June 2022) – Complete

• Rural Lands Strategy (Adopted by Council in June 2022) – Complete

• Draft Green Infrastructure Strategy is advancing (Public Exhibition from Friday 3 March to Friday 21 April 2023)

– Underway

• Draft Housing Strategy is currently being developed. This strategy is supported by the Department of Planning and Environment’s Regional Strategic Planning Fund. Council was successful in being granted $150,000 in December 2022 to commence this strategy – Underway

Once completed, these strategies will comprise our local growth management strategy and inform decision making for land use planning, development applications, investment, advocacy, future project prioritisation and resource allocation over the next 20 years.

OBJECTIVE 6: STRATEGY STATUS UPDATE

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

6.1. Attract new investment and employment growth within the Valley

The Employment Lands Strategy (Adopted by Council in June 2022) provides an up-to-date assessment of our employment generating areas and provides short, medium and long term actions that can be used to inform investment attraction and economic development.

OBJECTIVE 7: STRATEGY STATUS UPDATE

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

7.1. Market LGA events beyond the LGA.

Council engaged with Regional NSW, RDA and ATDW and the wider Tourism and hospitality sector to promote events to the widest possible audience outside of the LGA. The promotional activities to support the Jacaranda Festival, the Archibald Exhibition and most recently Groove on the Grass are all examples of the effectiveness of these promotional activities through CVC social media, MyClarenceValley, Grafton Regional Gallery and the CVC website. These platforms have extensive reach both nationally and internationally.

The recent introduction of The Clarence magazine has also supported marketing events and activities within the community as well as CVC noticeboard which has increased subscribers over the reporting period.

OBJECTIVE 8: STRATEGY STATUS UPDATE

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

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

Council continues to work with the respective Business Chambers, stakeholders and community groups to support economic development and collaboration. Attendance at Chamber activities such as business breakfast briefings, chamber meetings and support for grant applications has been a feature of Q1 and Q2 engagement. The establishment of the Economic Development and Tourism Advisory Committee as also been well supported by the business community.

OBJECTIVE 9: STRATEGY STATUS UPDATE

Adequate telecommunication s to service economic growth.

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

Not progressed in year one of the Delivery Program.

OBJECTIVE 10: STRATEGY STATUS UPDATE

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

10.1. Advocate the reinstatement of Grafton as a Regional City.

A submission to the draft North Coast Regional Plan in August 2022, submitting that Grafton be recognised as a regional city, rather than a strategic centre. This submission was endorsed by the Council at the August meeting, signed by the General Manager and forward to the Department of Planning and Environment (DEP). Further correspondence was sent to the Deputy Secretary and with the DEP. The final North Coast Regional plan, released in December 2022, retained Grafton (and Ballina) as a strategic centre and the Regional Cities of Tweed Heads, Lismore, Coffs Harbour and Port Macquarie remained unchanged.

ENVIRONMENT

OBJECTIVE 1: STRATEGY STATUS UPDATE

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

1.1. Review management of Lake Wooloweyah to prevent further loss of seagrass.

1.2. Consider policy position to avoid rezoning and use of flood prone wetlands and vulnerable ecosystems.

1.3. Improved ecological management of Council reserves and corridors.

State Government agencies are responsible for Lake Wooloweyah management; seagrass kiss highlighted as issue in Coastal Management Program (Estuary) Scoping Study adopted by Council in October 2022.

Not progressed in year one of the Delivery Program.

Internal Environmental Audit conducted in Q2 and findings (due in Q3) will inform delivery of education to internal staff. Collaboration with relevant State agencies is planned to ensure consistent, best practice messaging to internal and external stakeholders, while ensuring efficient use of budget.

Revised contract with DPE signed to increase total funding to $300,000 in Q2 with commensurate adjustment in detail of survey method that results in this project needing to extend over the 23/24 year. Study area confirmation and issue of project brief to request quotations planned in Q3.

Works to clean roofs and trim trees on private properties substantially complete. Street tree pruning successfully completed in Q2 in consultation with Essential Energy and residents. Flying foxes have not revisited the residential precinct in Q2.

OBJECTIVE 2: STRATEGY STATUS UPDATE

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

2.1. Collaborate with government departments to promote sustainable agricultural practice.

Support agriculture in the Clarence Valley through the operations, maintenance and administration of the Grafton Regional saleyard is on-going with operations and maintenance services provided which are critical to running and maintaining Grafton Regional Saleyards. Saleyard/Committee meetings held regularly.

The Rural Lands Strategy (adopted by Council in June 2022) provides an up-to-date assessment of our rural industries and provides short, medium and long term actions, including about promoting and protecting sustainable agricultural practices and productivity through planning and policy. A key recommendation is a ‘Sustainable Agriculture Officer’ within Council to improve collaboration with State Government agencies, industry and rural land holders.

OBJECTIVE 3: STRATEGY STATUS UPDATE

Promotion of sustainable development that integrates with the environment.

3.1. Increased transparency and improved methodology for DA related ecological assessments.

Council's website has been updated to include current information for lodging development applications and construction certificates using the NSW Planning Portal. A new development application matrix has been created to require ecological assessments consistently be prepared and provided when a proposed development has an ecological impact. Our website also links to the Department of Planning's guide for small scale housing developments. This package provides best-practice information to our community.

OBJECTIVE 4: STRATEGY STATUS UPDATE

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

4.1. Investigate funding options to undertake riverbank restoration and rejuvenation.

4.2. Continue water quality improvements and communications.

4.3. Demonstrate leadership on climate change through education and action.

Estuary Stage 1 (Scoping) Study adopted at 27 September 2022 Council meeting (Resolution 07.22.221) is this on web/link to council minute

An advanced draft of a strategy to review the green infrastructure outcomes for Development has been prepared during Q2 after community and stakeholder consultation in Q1. The draft strategy will be reported to Council to seek approval to publicly exhibit in Q3.

Investigate options to streamline the administration of aerated wastewater system servicing are underway with quotation for new software/program received in Q2 with a plan to purchase program in Q3 and plan for introduction and onboarding of private on-site wastewater system\servicing agents.

Review of professional advice regarding the feasibility of a solar farm and landfill gas to energy scheme at Grafton Regional Landfill commenced to inform reporting to Council in Q 3 to determine best path forward The conversion of streetlights to LED across the Clarence Valley was completed in this period, reducing emissions ny approximately 40%$ with a cost saving of $357,000 per year.

Recruitment is underway for the position of Environmental Officer (Climate Change) who will lead the implementation of the Community Energy and Emissions Reduction https://www.clarence.nsw.gov.au/Council/Ourperformance/Plans-and-strategies/Renewable-Energy-and-Emissions-Reduction-Strategies

The Climate Change Advisory Committee has been inducted and is meeting regularly.

https://www.clarence.nsw.gov.au/Council/Governance-and-transparency/Committees/AdvisoryCommittees/Climate-Change-Advisory-Committee

OBJECTIVE 5: STRATEGY STATUS UPDATE

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

5.1. Investigate options for optical fiber connections to premises for new developments.

Not progressed in year one of the Delivery Program.

OBJECTIVE 6: STRATEGY STATUS UPDATE

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

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

Implementation of solid waste management and education plan commenced New waste collection and processing contractor engaged and preparations underway for 1 July 2023 commencement

OBJECTIVE 7: STRATEGY STATUS UPDATE

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

7.1. Promote the Clarence Valley as a destination

The Valley is promoted through the Tourism Website MyClarenceValley

A successful Jacaranda Festival was held in November 2022

The Destination North Coast Tourism Symposium was held in the Clarence Valley in July 2022.

OBJECTIVE 8: STRATEGY STATUS

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

8.1. Review tree varieties and increase tree canopy.

8.2. Review tree replacement programs and maintenance of existing street trees

UPDATE

Biodiversity Advisory Committee has provided a definition of local provenance native plants for consideration in the review of this Policy concurrent with review of the CV Urban Tree Management Strategy. Outcomes of the above Strategy and the Green Infrastructure Strategy (in preparation) will influence this Policy review.

The Urban Tree Policy is currently being reviewed.

OBJECTIVE 9: STRATEGY STATUS UPDATE

Opportunities for equal access to enjoy the outdoors.

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

9.2. Promote current opportunities available that facilitate equal access.

Council adopted to extend the Disability Inclusion Action Plan (DIAP) through to 2022/2023 and has commenced a full review of the plan. Planning for consultation and co-design engagement session has been completed and will commence in the second half of the 2022/2023 year. One of the key areas for the DIAP is to create livable communities.

Continued support for Access Advisory Committee meeting

https://www.clarence.nsw.gov.au/Council/Governance-and-transparency/Committees/AdvisoryCommittees/Access-Advisory-Committee

Council adopted to extend the Disability Inclusion Action Plan (DIAP) through to 2022/2023 and has commenced a full review of the plan. Planning for consultation and co-design engagement session has been completed and will commence in the second half of the 2022/2023 year. One of the key areas for the DIAP is to create livable communities promoting equal access to all.

Continued support for Access Advisory Committee meeting

https://www.clarence.nsw.gov.au/Council/Governance-and-transparency/Committees/AdvisoryCommittees/Access-Advisory-Committee

OBJECTIVE 10: STRATEGY STATUS UPDATE

A community that doesn’t support detrimental mining activities. 10.1. Advocate the position of Council in submissions to State and Federal governments as required.

Council submitted the following motions to the 2022 LGNSW Conference and all were supported.

Motion 57 Clarence Valley Council - Increase maximum penalties for water offences –That Local Government NSW lobbies the NSW State Government to:

a) increase maximum penalties for sewer and water offences under the Local Government Act to a similar level as applies to state government owned water utilities, including higher offences for corporations compared with individuals.

b) add an additional offence “wrongfully take, use or divert any water” to Section 636 of the Local Government Act, noting that this is currently an offence which applies for state government owned water utilities, and

c) modify schedule 1 of the Local Government (General) Regulation to extend the issuing of Penalty Infringement Notices (PIN) to all sewer and water offences, again noting that state government owned water utilities can issue PINs for most offences under their legislation.

Motion 66 Clarence Valley Council - Issuing of fines for environmental damage - Roads Act That Local Government NSW requests the NSW Government to complete a review of the Roads Act 1993 and Roads Regulation 2018 to provide the opportunity for local Councils to issue penalty notices of appropriate value ($2200 min) and increase maximum penalties imposed via Local Court for offences related to the failure to obtain consent for actions under section 138 of the Roads Act 1993.

Motion 95 Clarence Valley Council – Issuing of fines for environmental damage That Local Government NSW requests the NSW Government to complete a review of the Local Government Act 1993 and Local Government (General) Regulation 2021 to increase the opportunity for local Councils to issue penalty notices of appropriate value for offences causing environmental damage to public places, including but not limited to, willful damage to trees pursuant to section 629(1) of the Act and increase penalty notice value for the offence of unlawfully remove a plant under section 629(2) of the Act.

LEADERSHIP

OBJECTIVE 1: STRATEGY STATUS UPDATE

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

1.1. Deliver a program of water quality education forums.

1.2. Develop and deliver a community engagement program.

Conduct National Water Week activities and deliver the Waterwise Schools program and water efficiency activities during this quarter.

Council continues to engage as per our Community Engagement Strategy. The Executive and Management Team attended the following locations as per of the Community Engagement Program, Malabugilmah and Baryugil – 11 August

Copmanhurst - 8 September

Brooms Head – 13 October

Ewingar – 10 November

Harwood - 1 December

The Councillors Listening Tour will commence in the second part of 2022/2023

1.3. Improve Communication, engagement and response to and with the Community.

A new call centre went live in August 2022 to increase initial automation to customers to direct enquiries to the appropriate customer service offcer. Callers are greeted with options eg press 1 for Waste, press 2 for Building Enquiries. This new system will enable us to update messages and conduct real time training during calls.

Council has updated the Community Participation Plan. A key change is extending advertising times for complex or controversial development applications from 2 weeks to 4 weeks.

1.4. Develop a Councillor Youth Mentor program. Not progressed in year one of the Delivery Program.

OBJECTIVE 2:

STRATEGY

OBJECTIVE 2:

To provide representation and advocacy where it counts

STRATEGY STATUS UPDATE

2.1. Gain an understanding of stakeholder position to inform advocacy role.

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

Councillors listening tours have been planned.

Not progressed in year one of the Delivery Program.

OBJECTIVE 3:

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

3.1. Increased payment options for those doing business with Council.

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

3.3. Deliver Corporate systems upgrade.

Not progressed in year one of the Delivery Program.

Unreasonable Conduct by Complainant Policy adopted in first half of 2022/2023

Corporate Systems are on a continual upgrade / process improvement path. Over the past 6 months, the following work has been completed:

- Transition of our Corporate System Platform to cloud-based technology to enable further accessibility, efficiencies and automation has been scoped and technical configuration currently underway with software provider.

- Grants Management System enabling end to end visibility of grant applications, grant fund allocation and grant funded works has configured and currently being tested

- eLearning training platform has implemented and rolled out to our staff for use in delivering induction and corporate training requirements. Further work will be completed in this product to extend its functionality to other online learning aspects within Council.

- Implementation of the NSW Government DA planning portal Stage 2 requirements has commenced and progressing well with a view to implement by June 2023.

- Implementation of an end-to-end project management software solution enhancing visibility in how we manage projects from design through to delivery is well underway with key user training and testing scheduled for March 2023.

- Cyber Security continues to be a focus for Council with continual updates and reviews occurring in this space to ensure best practice system security processes are applied and our systems are protected - Corporate system reports and dashboards are continually being designed, enhanced, and written as further system upgrades are completed ensuring access and transparency across data that can inform decision making processes. Some dashboards created to date include asset defect completion reporting, plant utilisation analytics, Operational Plan Action status reporting, and correspondence KPI reporting

3.4. Promote Customer Service Charter. Electronic planning reforms to improve customer service and access to information

On Track - Staff are currently reviewing the Development and Building Services webpage to improve usability of the webpage for customers by rationalising the location and type of information available.

The update to the DA tracker on the webpage to make Development Application plans and supporting information publicly available is progressing.

OBJECTIVE 4:

STRATEGY

A high standard of customer service to the community.

4.1. Report achievement of Delivery Program every six months.

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

4.3. Prepare the Annual Financial Statements within legislated timeframes

4.4. Demonstrated commitment to reviewing services and service levels.

STATUSUPDATE

This report is the first update of progress for the Delivery Program 2022/2025 – based on the updated operational for 2022/2023

The CVC Annual Report for 2021/2022 was adopted by Council in November 2022, send to OLG and place on the CVC webpage.

4.5. Demonstrated commitment to the functions of the Audit Risk Improvement Committee.

Natural disasters (floods) has impacted council’s ability to access and account for impaired assets and delayed completion of the Statements. CVC was granted an extension to submit the annual financial statements. They will be completed and submitted in the second half of 2022/2023

The 2022/2023 service review program is underway

· Information & Technology

· Customer Service & Records

· Tourism

· Public Libraries

· Museums

· Local Roads

· Stormwater

· Parks and Reserves

Council completes an annual WHS Audit with StateCover to ensure legislative requirements are met and best practice methods are in place. The Audit was completed in Q1 and actions are ongoing for the rest of the 2022/2023 year.

Annual review of Strategic Risks reviewed and being updated to a risk management corporate system module to ensure risks are reviewed and managed regularly. Risks are reported to the Executive, ARIC and the Council as required.

Environmental and WH&S Management internal audits were commenced in November 2022 with key findings presented to Audit Risk Improvement Committee (ARIC)on the 8th of December 2022.

The Audit Risk Improvement Committee met twice during the period. Environmental and WH&S Management internal audits were commenced in November 2022 with key findings presented to ARIC on the 8th of December 2022.

4.6. Determine future uses for Grafton Regional Airport.

Council resolved not to enter a contract with FlyPelican to deliver a passenger service.

The airport was identified as the preferred site for the location of the Emergency Management Control Centre and a project team to construction was established involved Council and RFS personnel.

OB STRATEGY

OBJECTIVE 5: STRATEGY STATUS UPDATE

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

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

5.2. Transparent and robust policy framework to ensure current and best practice policies and procedures.

5.3. Promote transparency of access to information.

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

5.5. Support and equip Councillors as “brand “ambassadors.

Not progressed in year one of the Delivery Program.

Policy framework review commenced.

Council receives quarterly reports on Governance matters including the Government Information Public Access requests.

An extensive program including briefings, professional development and hot topic sessions has been provided to the Councillors.

An extensive program including briefings, professional development and hot topic sessions has been provided to the Councillors to equip Councillors as brand ambassadors.

OBJECTIVE 6: STRATEGY STATUS UPDATE

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

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

17 deputations were made to Council meetings during the periods. All new and updated policies, strategies and plans are put before Council to ensure they are made public for submissions which are reviewed.

OBJECTIVE 7: STRATEGY STATUS UPDATE

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

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

Councillors met with local State and Federal members quarterly.

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