Delivery Program Progress Report Jan -June 2024 by Clarence Valley Council

DELIVERY PROGRAM

Progress Report

January - June 2024

ACKNOWLEDGEMENT OF COUNTRY

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

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

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

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

IP&R Framework and the Delivery Program

The purpose of the Delivery Program Progress Report is to enable councilors to understand how council is tracking in the context of the commitment it has made to the community through the Delivery Program

The Delivery Program is one part of the Integration Planning and Reporting (IP&R) Framework, which describes the system of integrated business planning for local government.

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

The Delivery Program is 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

SOCIETY

OBJECTIVE SO1: To be part of a proud and inviting community with opportunities to connect and belong.PL3_ SPL3_DESC}

STRATEGY ACTION

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

Implement an LGA wide community engagement program

Deliver a program of candidate information sessions

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

SO1.2 Strengthen the Clarence Valley identity Support ANZAC celebratory events

Create a partnership with community to host Australia Day citizen of the year Awards

Host citizenship ceremonies

Support the running of the Annual Jacaranda Festival through in kind sponsorship

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

Completed and sessions scheduled for June and July 2024.

The Lawrence CEDP has been developed and further work will be done in 2024/2005 to identify other towns and villages inline with the Destination Management Plan and the Riverway Masterplan II.

ANZAC day events held with Councils support

Australia Day facilitated with Councillors, community vote on Australia Day Award nominees

Three citizenship ceremonies held – January, March, June 2024

The 2023 Jacaranda Festival was a huge success with feedback from the community, tourists, and operators advising of an increase in numbers and positive feedback received this year. The festival showcased Grafton and the wider LGA as an inviting community with a strong identity. Planning for Jacaranda 2024 is underway, with celebrations for the 90th anniversary to showcase more features in Grafton and the wider LGA, with new experiences and activities on offer.

Deliver the annual 'Illuminate Jacaranda' project in See Park

Illuminate 2023 was an enormous success and highlighted See Park as a place where families and communities can connect and socialise. Free entertainment and catering options enhanced the experience for community members attending the event and contributed to a sense of connection and belonging to and for our community. The 2024 illuminate planning is well underway.

OBJECTIVE SO2: A community that supports, encourages and celebrates the rich cultural heritage of the Gumbaynggir, Bundjalung and Yaegl people and provides space for active community participation and strong relationships with local Traditional Owners.PL3_PL_DESC} STRATEGY ACTION

SO2.1 Implement Signage Strategy including recognition of language.

Implement the Signage Strategy First Nation placenames for 16 towns/villages have been completed after two-year consultation process.

LGA Entry signage and Town/Village Entry signage construction and artwork sheets have been completed and pole kits delivered. Installation for 27 locations with TfNSW concurrence aiming to be finalised by 31 July 2024. Installation of remaining 14 locations (currently without TfNSW concurrence) aiming to be finalised by 31 August 2024.

Park identification signage for 37 park/reserve locations throughout Clarence Valley, including 11 Bushfire Affected Communities is underway with artwork design approved. Currently being manufactured with installation to be completed after delivery. Facility identification signage for Cemeteries, Waste Transfer Stations and Council Work Depots has been completed. The installation of signage for Council managed facilities in remote locations to be completed at same time as LGA Entry signage and Town/Village Entry signage. Facility identification, opening hours and condition of entry signs have been completed for all Aquatic Facilities.

SO2.2 Develop and endorse a Reconciliation Action Plan (RAP). Work with the organisation and the community to deliver the actions from the Reconciliation Action Plan

SO2.4 Investigate options for developing a cultural capability framework. As part of delivering the Aboriginal Engagement framework investigate options for developing a cultural capability framework.

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

Deliver the Aboriginal Engagement framework to ensure effective engagement, communication and participation with First Nations communities within the local government area

The CVC RAP celebrates the rich cultural history of the Valley's three First Nations people and sets out how council will work and support First Nation people across the following pillars: ‘Opportunity', 'Relationships', 'Respect' and 'Governance'. The RAP is ready to be returned to RA for 'formal endorsement' prior to being launched. National Reconciliation week was acknowledged through council comms and at the monthly council meeting debrief meeting in May and the Yaegl Elders Preserving Language film was circulated to all staff for viewing.

This goal has not been finalised in 2023/2024 and will continue into 2024/2025.

The First Nation Engagement Schedule has been implemented in Q3 & Q4 including meetings held with Grafton Ngeerie LALC, Birrigan Gargle LAC and community roundtables during Reconciliation Week in Grafton and Yamba. Participation in community roundtables through increased attendance has been observed as community becomes more familiar with the new way of engagement. The Grafton roundtable included a tour of the Prince Street Council office. Community feedback to the new framework is positive. The First Nation Engagement Framework has successfully worked to support and celebrate the rich cultural history of Yaegl, Gumbayngirr and Bundjalung people and provided a culturally respectful space for participation and a climate for the development of mutually beneficial relationships.

Prepare a business case for the new Yamba Community Centre

Precinct after redevelopment

Continue Indigenous Land Use Agreements discussions related to Holiday Parks

A Yamba Community Precinct Management Plan has been drafted in collaboration with internal stakeholders and is being reviewed. A facility marketing plan has been commenced to market the facility to community groups, local organisations and commercial hirers.

Executive is meeting with Land Councils and First Nations community groups

OBJECTIVE SO3: A safe and active community where healthy lifestyles and better health outcomes are encouraged and supported with accessible infrastructure for residents of all ages and abilities.PL3_

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

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

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

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

Council has been working with police & stakeholders to combat safety issues in a range of ways. These include:

• Working with Maclean High School to target antisocial behaviour from young people at the Maclean Showground. CVC & MHC plan to restart the Lower Fit Cross Fit program which targets at risk young people with a focus on Year 8 and commitment from school to provide teacher support.

• Coordinating a response to the rough sleeping issue in the Truck Drivers Memorial Park, South Grafton which includes input from local police & relevant agencies/NGOs that can assist

• Trialing of CCTV at Calypso Caravan Park, Yamba to collect data and assist with ongoing crime issues.

• Attended the Community's of practice forum which focused on changing the negative around youth crime

• Meetings with Coffs/Clarence Police to review Alcohol Free Zones & Alcohol Prohibited Zones in the Clarence Valley

• Partnering with The Alcohol and Drug Foundation (ADF) to work with Local Drug Action Teams (LDAT) to deliver a fitness and wellbeing mentoring program.

• Application made in partnership with Yamba Rotary for a DV awareness raising banner to provide community education

• The Clarence Valley Domestic and Family Violence Committee holds monthly meeting and CVC has provided secretariat support on two occasions

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

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

Mayoral Minute 05.23.013 19 December Ordinary MinuteThat Council

1.write to the NSW Premier, the Hon. (Chris) Christopher Minns, MP and the Hon. Ryan Park MP, Minister for Health and Minister for Regional Health:

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

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

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

Oversee the engagement and governance of the advisory and s355 committees

Support the administration of the CV Access Committee

a. seeking an urgent meeting to confirm that the redevelopment of the Grafton Base Hospital will proceed as planned and that the redevelopment remains a priority for the NSW Government,

b. confirming Clarence Valley Council and the local community’s strong support for the proposed redevelopment.

c. thanking the NSW Government for their ongoing commitment to improving health services in the Clarence Valley.

The Clarence Valley Council Active Transport Strategy (2024-2044) was adopted by Council on 28 May 2024.

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

Support the Clarence Regional Library Advisory Committee

Support the administration and governance of the CV Community and Cultural Committee

Administer the Clarence Valley Biodiversity Advisory Committee

Support the administration and funding to the two Sports Committees

Support the operation of aquatic facilities and sports centres

Section 355 committees are being overseen in alignment with the Delivery Program Strategy SO3.4, objective SO3 and SO7 enabling access and use of Council infrastructure. Committees are provided with adequate training. Advisory committees are supported by a minute taken and staff member with subject matter expertise.

The access committee meets monthly and committee members are highly engaged and passionate about their role on the committee. There are some great relationships that have been established amongst members and internal stakeholders. Supporting internal stakeholders to engage with the access committee to inclusively inform their projects and planning has been very successfully and one of the key outcomes this year was the completion of the Accessible Beaches Audit by Accessible Beaches Australia and planning for a media campaign to raise awareness of access issues. A number of smaller outcomes have also been achieved including increased number of accessible car parks and planning for a media campaign to increase community awareness in relation to the issues that PwD experience. The access committee's achievements this year have contributed greatly to ensuring healthy lifestyles and better health outcomes are encouraged and supported with accessible infrastructure for residents of all ages and abilities across the Clarence Valley.

CRL Committee Agendas, reports and minutes completed on time. News from NSWPLA and North East Zone meetings forwarded.

The Committee has met regularly throughout the year to support cultural activities in the Clarence Valley including adaptive re-use of the Old Grafton Gaol.

Biodiversity Advisory Committee has been very active throughout the year. Minimum meeting target exceeded.

The Sports Committee has been supported by Open Spaces staff attendance and minutes recorded.

Management reports received monthly and reviewed.

Support and keep community informed of delivery of the Regional Aquatic Centre redevelopment

Prepare a facilities operational management plan to promote the use of the new Yamba Community Centre Precinct after redevelopment

Information has been sent to Community Focus group and website project page maintained. Reports have been sent to Council to keep Councillors and the community informed.

This plan has commenced and will continue to be developed into 2024/2025 and be completed prior to the completion of the Centre.

OBJECTIVE SO4: A community in which cultural assets and public art is valued and plays a role in celebrating local arts as well as bringing innovative opportunities to the Valley.PL3_

STRATEGY ACTION STATUS UPDATE

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

Implement the Philanthropy Plan to increase support for Gallery Programs

Present the 2023 JADA and secure secured touring venues

GRG Philanthropy Plan has led to the development of a number of successful philanthropic outcomes to support Grafton Regional Gallery programs including fundraising to support artwork acquisitions and exhibition outcomes. In total, GRG has received $100,000 to support gallery programs (2023 calendar year) and funds totaling $55,000 have been committed for artwork acquisitions.

The 2022 JADA exhibition has toured to 5 of 5 touring venues across Northern NSW and Southern QLD including Manning Regional Art Gallery, Tamworth Regional Gallery, Redcliffe Art Gallery, Nulla Nulla Gallery Kempsey, and Gympie Regional Gallery Total visitation to date: 29,964. The tour has showcased the cultural identity of the Clarence Valley.

SO4.2 Partner, participate and support cultural and artistic activities being coordinated by communities across the Valley.

Conduct a collection copyright & online portal project

Deliver public art and culture in line with the Public Art Policy that recognises local artists and culturally heritage

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

Develop the commercial revenue generating opportunities for the Regional Art Gallery

Deliver Plunge and cultural activity across the LGA

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

Nine public art projects have been realised across the Clarence Valley LGA featuring the work of 75 local artists and celebrating the stories, communities, and cultural heritage of the Clarence Valley. The Flood Memorial Project received a silver medal in the national Street Awards Monuments & Memorials category.

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

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

The 2024 Plunge Festival supported and promoted the delivery of 120 arts and cultural events across the Clarence Valley, with 45 artists/community groups featured in the program. The Plunge Festival supports and promotes local community involvement in arts and culture across the Clarence Valley.

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

Review and develop the Clarence Valley Cultural Plan for 2023-2027

Create a rolling program of public art projects including maintenance of public art works

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

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

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

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

OBJECTIVE SO5:

SO5.1 Review of accessible parking in towns.

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

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

Review accessible parking in towns identified through customer feedback, the Safe Systems Working Group, Local Traffic Committee and State and Federal funded road safety programs

Plan and design road safety and traffic improvement projects identified through customer feedback, the Safe Systems Working Group, Local Traffic Committee and State and Federal funded road safety programs

Existing accessible parking spaces are being mapped and reviewed in response to customer requests and broad consultation with the community and access committee.

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

Support the community through the annual event and sports tourism sponsorship program

Successfully delivered Jan-June 2024

2 raised pedestrian crossing in Fitzroy Street, Grafton, $150K funded by TfNSW High Pedestrian Activity program. Designs are complete and construction is about to commence:

Angourie- traffic calming project $250K funded by TfNSW High Pedestrian Activity program.

The Special Events and Sports Tourism Program continues to offer community members, tourists and competitors an opportunity to be involved in events and activities that meet their individual needs, promote healthy lifestyles and activate local places and spaces. In Q3/Q4, two Sports Tourism events were completed: with an estimated economic benefit of $2,881,035.00. Eight Special Events were completed: with an estimated economic benefit of $4,763,280.00.

In Q4, Council successfully won $150,000 from the NSW Government to organise five free community events in Grafton, South Grafton, Ulmarra, Wooli, and Maclean. These events are carried out with the assistance of local community groups and businesses, and each event is tailored to its specific location.

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

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

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

Providing information and support to community groups and organisations about both internal and external funding opportunities supports capacity building and skill development in the community sector and supports our community partners to implement activities, programs and events that address needs and issues in our local community. In Q4 the Cowan Pond Maintenance Volunteers, Pelican Playhouse, Yamba Community Garden and the Child and Family Network were all supported to seek external opportunities. In addition, the Lower Clarence Interagency was presented with a grant information session. Active support is currently being provided to Pelican Playhouse, Eatonsville Hall restoration, Cathedral Church homelessness and housing, Yamba Businesses CCTV, Social futures toilets, showers and washing machines.

Round 1 CIP open and promoted. Actively searching for suitable external grants to support the projects of The Pelican Playhouse, Eatonsville Hall restoration, Cathedral Church homelessness and housing, Yamba Businesses CCTV, Social futures toilets, showers and washing machines, GDSC Womens Bowls infrastructure, and Wooli Tennis Club refurb. 1 DA fee waiver process. Donations Policy reviewed. Drafted an assessment criteria sheet for assessing CIP applications received, panel convened, applications assessed, and recommendations made to a value of $59,772.75. Processed 9 Cultural & Sports Trust Fund applications.

Support the administration and funding to the two Sports Committees

The Sports Committee has been supported by Open Spaces staff attendance and minutes recorded. OBJECTIVE

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

SO6.2 Improve youth engagement and involvement

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

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

Young people have been supported to engage in a range of events, programs and activities across the LGA that support young people, their safety, growth and development and their participation in decision making that affects them. From Close the Gap to Youth Week events and state government health consultations, opportunities have been inclusive, relevant and engaging.

With a focus on supporting youth engagement across the Clarence Valley, we have worked with a diverse range of stakeholders including the education sector to advocate, deliver, partner and collaborate to ensure the delivery of an inclusive youth program that promotes healthy lifestyle activities and opportunities for growth and development including engaging in school holiday and after school drop programs, in kind support deliver an inclusive playgroup and mental health programs including the One Stop Shop and the provision of funding to support valuable community programs like Play N Yarn and annual Youth Week celebrations.

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

A successful Seniors Week event in partnership with the Grafton Library team was implemented this year with a focus on music. We continued to attend monthll meetings of the Children & Family Network and two working group meetings to debrief the Children's Event we partnered with CFN on in September. Set planning in place for 2024 event. Ensuring events delivered are inclusive and accessible promotes opportunities for seniors and young people to engage with their community in healthy, fun and age appropriate events and activities that promote connection and a sense of belonging.

OBJECTIVE SO7: Affordable housing and living standards with health, education and employment opportunities that support a resilient community.PL3_ SPL3_DESC}

STRATEGY ACTION

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

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

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

Commence reform of Residential Zones Development Control Plan

Streamline approval pathways for complying minor residential development

STATUS UPDATE

The Accelerated DA service went live on 1 July 2024. The service offers 20 day approvals for simple residential development applications that meet Council's planning rules. The service includes new dwellings, secondary dwellings and extensions.

Draft Residential DCP changes finalised to be reported to an upcoming Council meeting in August 2024 to seek approval for exhibition. More substantive changes will occur following the adoption of the draft Local Housing Strategy, with a DCP reform project included in the 2024/2025 Operational Plan

Finalise the Clarenza DCP Project timing changed to allow for $147,000 funding to be secured from the NSW Government's Regional Housing Strategic Planning Fund in February 2024.

Project to progress studies needed to update the draft Clarenza DCP. A consultant will be appointed in July 2024.

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

Deliver Print Manage Project Upgrade of Grafton Library PCs has been rescheduled for 17 & 18 June 2024, with new Print Management Kiosk to be shipped Friday 7 June 2024.

Develop and deliver the Clarence Regional Libraries Strategic Action Plan

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

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

The CRL Strategic Plan 2024-2034 was adopted at the Bellingen Shire and Clarence Valley Council Meetings in May 2024.

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

107 applications were received, assessment centres have been held and new starters are expected to commence in early 2024. Regular mentoring support sessions will be set up to support trainees and apprentices in 2024

OBJECTIVE SO8: An appropriate mix of housing that meets the various stages of lifePL3_ SPL3_DESC}

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

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

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

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

The draft Housing Strategy has been amended in response to a large number of submissions and a recommendation will be made to Council in July 2024 proposing reexhibition, with a final version due to be completed by the end of 2024.

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

Ongoing social media and web presence

Components of the Riverway Master Plan under priority 3 promotion have been successfully implemented over the past 6 months however, staff resourcing issues have impacted on annual updates and the refresh of brochures and associated material.

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

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

Finalise a Housing Strategy for the Clarence Valley

SO9.2 Formalise commitment to local museums.

Oversee implementation of Cultural Mapping Program

Implement the annual Heritage Assistance Grant Program and investigate signage and streetscape entry improvements to Heritage Conservation Areas

Implement the findings of the Museums Service Review

Deliver quarterly Museums skills development workshops

Cultural mapping program has been progressed as far as possible this FY.

Annual Heritage Assistance Grant Program endorsed by Council and grants allocated. Investigation of heritage signage and streetscape improvements from HCAs to progress in Q3 and Q4.

Review completed and findings to be reviewed in 2024/2025

The Museums Skills Development Program was successfully delivered, with the Programming for Your Museum Workshop presented by the Powerhouse Museum, and the commencement of new Museums Advisor for the region. Skills development programs for the Clarence valley's volunteer run museums ensures the region's rich cultural heritage can be cared for into the future.

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

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

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

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

A report to council was submitted to the November council meeting regarding the Historical Goal site, the resolution was that the GM would write a letter to the NSW Department, seeking the ability to purchase the site. At the December meeting, the decision was made not to proceed. No other matters have been raised by the committee.

Council Resolution 08.23.010

That Council does not submit an Expression of Interest to purchase Lot 3 DP1276261, known as the Historic Grafton Gaol, after considering confidential information forthcoming from Property NSW.

Several private and public entities are currently investigating future uses of the site, Council will continue to assist as required.

OBJECTIVE SO10: A resilient community, prepared for natural disaster.PL3_ SPL3_DESC}

SO10.1 Support establishment of a unified Emergency Management Coordination Centre for first responder agencies

SO10.2 Improved disaster resilience: People, Flora & fauna, Environment, Business, Sporting groups

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

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

Implement the actions of the Disaster Resilience Framework

Action Plan with a view to improving disaster resilience

Implement actions in the Clarence Valley Bush Fire Risk Management Plan

Support of RFS Emergency Operations Command Centre delivery ongoing. DA has been approved and works to commence shortly.

Simtables for Community Empowerment project funding ended in 2024. Three of the planned seven sessions could not be delivered in time due to bushfire activity in November 2023.

Action plan priorities reviewed in this period with relevant internal stakeholders. Awaiting the commencement of the Regional Disaster Adaptation Plan consultation to identify potential opportunities to align unfunded projects with the State Disaster Mitigation Plan and funding streams that may result.

Works completed for Asset Protection Zones around villages vulnerable to bushfire threat. Final report and funding claim lodged with NSW Rural Fire Service. Active involvement in discussions relating to next version of the Clarence Valley Bush Fire Risk Management Plans (and will continue into 2024/2025 Operational Plan and year).

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

Plan and deliver emergency response exercises with local emergency services

A multi-agency exercise was held on 4 May 2024. Developed by SES in consultation with Council and Police, the exercise tested multiple emergency management plans & subplans. More than 15 agencies participated in the exercise.

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

INFRASTRUCTURE

A draft of the first Clarence Valley Pre-Event Recovery Plan has been developed. Consultation with relevant stakeholders continues.

OBJECTIVE IN1: A safely maintained transport (road and bridge) network.PL3_Loop.SPL3_DESC}

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

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

Completed. Investigate the use of and renewal/upgrade of road signage, variable message signs and traffic light systems to manage road safety

Vehicle activated signs have been installed at the town entries to Glenreagh and Townsend to slow traffic entering the 50km per hour zones and improve road safety.

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

IN1.3 Investigate options for Viaduct Road South Grafton

Review Snap-Send-Solve platform to determine costing and process for integration into Council’s Corporate System

Consult with Transport for NSW with a view to reclassify and transfer Viaduct Road, along with Armidale Road to State Government

Council is currently utilising the base level functionality of Snap-Send-Solve enabling customers to report issue /information. The full implementation of Snap-Send-Solve, will be reviewed again in line Property & Rating system upgrade scheduled to begin in 2024/2025.

Viaduct Road is reliant upon the transfer of Armidale Road being transferred to the State for management. The transfer of Armidale Road is currently on hold following the decision of the State Government to not proceed with the reclassification process including the transfer of Armidale Road to State management. Council will continue to advocate for the transfer of Armidale Road with TfNSW.

OBJECTIVE IN2: Footpaths and cycleways that are interconnected, functional, well maintained and reach destinations.PL3_Loop.SPL3_DESC}

IN2.1 Implementation of the Pedestrian Access and Mobility Plan (PAMP). Implement the Pedestrian Access and Mobility Plan (PAMP)in line with the Active Transport Strategy

The Clarence Valley Council Active Transport Strategy 2022-2044 now supersedes the PAMP (2015).

Pedestrian and cycle path projects prioritised according to the Strategy for inclusion into the Capital Works Program.

IN2.2 Investigate options for a cycle/pedestrian route from Maclean to Yamba and from Woombah to Woody Head

IN2.3 Advocate for State funding of the Big River Way cycleway/pedestrian route from Grafton to Maclean.

Create a concept design for Prince St Grafton - CBD Redevelopment

Project manage the delivery of strategic projects

Project manage the construction of the Yamba Community Precinct Centre

Project manage the construction of the Maclean Community Precinct Centre

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

Application to be submitted for funding under Australian Government Regional Precincts and Partnerships program in 2024/2025. Funding would be used to undertake investigations (survey, geotechnical, service locations), plan the staging of the project, and progress designs for the first stage(s) of the project to allow Council to seek funding for construction in future years.

Projects allocated to Project Management Office continue to be developed, progressed and delivered.

The construction of the new Yamba Community Precinct is being managed in accordance with funding requirements and the contract.

Project management of the design and approvals for the Maclean Community Precinct Centre project is ongoing. The construction of the project is to occur in 2024/2025.

These routes are included as actions in the Active Transport Strategy 2024-2044 adopted by Council on 28 June 2024.

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

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

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

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

The link from the Glen to Maclean is included in the Active Transport Strategy.

The Active Transport Strategy was adopted in May 2024. Projects are being prioritised for delivery in accordance with the Strategy.

OBJECTIVE IN3: Communities that are well serviced with essential infrastructure (including transport services, water and sewage systems and public amenities).PL3_Loop.SPL3_DESC} STRATEGY ACTION

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

IN3.2 Consider and determine options for Yamba Bypass.

Complete a full revaluation of Sewer Network Assets

Determine options for Yamba Bypass

Revaluation done, reviewed and all documentation has now been submitted to external Audit.

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

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

Prepare a Property Management Plan for Glens Creek Rd property

Partner with Coffs City Council to manage the Regional Water Supply

Manage the Water Network to meet licence / health requirements

Manage the Sewer Network to meet licence requirements

Inflow/Infiltration prevention program to detect illegal stormwater connections and failed pipes

IN3.4 Investigate options for water filtration

Complete the financial modelling for the Rushforth Road Water Filtration Plant

Complete the Environmental Impact Statement for the Rushforth Road Water Filtration Plant

Complete the community consultation for the Rushforth Road Water Filtration Plant

A lease is currently being prepared following completion of fencing and refurbishment to the existing dwelling.

Five RWS Advisory Committee were held. A revised bulk water agreement has been drafted and is scheduled to be reported to Council in July 2024.

The Australian Drinking Water Guidelines and Drinking Water Management Systems Compliance are being met.

The EPA license conditions have been achieved.

The sewer main relining project is the preferred method to reduce inflow and infiltration on Council owned assets.

Financial Modelling will be undertaken in 2024/2025 following determination of the EIS.

Consultant (Epic Environmental) engaged in July 2023. Secretary's Environmental Assessment Requirements (SEARs) received in December 2023. Epic have been drafting EIS, which is scheduled to be exhibited in Q1 of 2024/25 and will be determined by the Department of Planning.

A community drop-in information session was held in Grafton on 21 March 2024, this is a multi-year project.

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

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

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

Create a plan for review of suite of floodplain management plan

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

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

The updated Flood Study was adopted in September 2023. A brief for the consolidated Floodplain Risk Management Study and Floodplain Risk Management Plan is in preparation, and it is anticipated that the tender will be awarded in Q2 (2024/2025).

Funding has been received under the Northern Rivers Resilience Initiative to investigate and implement improvements to drainage in Maclean in times of flood. To date other applications for funding have not been successful.

The Floodplain Management Authority has continued to lobby local State and Federal MP's and Government Agencies for increased funding without success.

OBJECTIVE

IN5: Forward planning for modern, accessible infrastructure upgrades and renewals.PL3_Loop.SPL3_DESC}

STRATEGY ACTION

IN5.1 Adopt a forward capital works program.

Coordinate preparation of a long term Capital Works Program

Develop an annual project under the Local Government Road Safety Program

Deliver Fixing Country Bridges Program

STATUS UPDATE

The coordination and preparation of the Capital Works Program was documented and included in the endorsed IP&R documents including the 2024/2025 Operational Plan & Capital Works Program at the June 2024 ordinary council meeting.

The Local Government Roads Safety Program (LGRSP) has been delivered.

Delivery of the Fixing Country Bridges projects is ongoing. Round 1 projects will be complete mid-2024. Round 2 projects including Bluff Bridge will continue into 2024/2025. Implement Council’s property rationalisation program

Conduct disposals and acquisitions to support the capital works program

Progress Land swap negotiations to realise the Maclean Boardwalk

Implement a dedicated urban stormwater drainage program

Complete the Civil Services capital works program

Complete the Open Spaces & Facilities capital works program

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

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

Fisheries are currently not supportive of a land swap. Council will continue in 2024/2025 to complete a walkway intermediate link from the existing path to River Street.

Urban storm water studies have been completed for Iluka, Wooli, Grafton and South Grafton with Yamba currently in progress. These studies will be used to inform and prioritise future maintenance and capital works programs.

The Capital Works Program (Transport Infrastructure) has been completed. The Maclean safer roads project has been given an extension of time and is planned to be completed by December 2024. Due to NSW Fisheries constraints the culvert upgrade on Coombadja Road has rescheduled to commence in July 2024

Works have commenced on the Yamba Community Precinct with demolition and commencement of work. Construction commenced on the Regional Aquatic Centre. Rescue tubes were installed at eight popular swimming locations. 20 defibrators were installed around the valley. New carpark for Rushforth Sport Field. Remote community halls had backup power systems installed. Jackadgery Hall renovations included a full lift and restump, paint, awnings, and window trims.

Complete the Holiday Parks capital works program

Complete the Watercycle capital works program

Complete the Sewer Services capital works program

Wastewater system upgrade for Brooms Head Holiday Park

A clarify lagoon in construction at Rushforth Treatment Plan; new roof constructed for the Maclean Reservoir. Renewal of water pump stations, water main renewals, continuation of SCARDA upgrade for efficiencies.

Sewer main relining and the Y1 sewer pump station has been completed. The North Grafton Settlement Pond was delayed due to wet weather is now underway. The Coutts Crossing STP and Clarenza STP projects are well advanced with completion forecast in another 12-18 months.

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

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

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

Complete the Waste Services capital works program Action comprises 5 individual projects - Landfill Solar farm, Grafton Waste Transfer Station redevelopment, Maclean WTS redevelopment, Landfill Heavy Plant, and 4th Composting Tunnel. Composting tunnel complete, solar farm planning on track, and new compactor for landfill ordered.

Waste Transfer Station review underway before considering recommendations and implications for the Grafton and Maclean WTS redevelopment projects. New Council will consider in second quarter of 2024/2025 year.

Prepare a Grafton Regional Landfill Expansion concept design

Project deferred to 2024/2025 year and in Op Plan for 2024/2025.

Complete the Cemeteries capital works program Works at Grafton/Clarence Lawn Cemetery were completed per the capital works program. Feasibility of underpinning defective (ie cracked) memorial walls at Maclean Lawn Cemetery has been investigated with the objective to minimise disturbance and community concern. Works deferred at MLC until 2024/2025 and capital works program adjusted to suit.

Investigate and prepare a perpetual maintenance program and associated funding

Develop a strategic plan for future operations of Council owned quarries

Deliver the Active Transport Strategy

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

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

Yet to commence

Tenders have been received from consultants to undertake a review and to prepare a Quarry Strategic Plan for Council. The consultant will be engaged at the beginning of 20205/2025 with the plan completed by December 2024.

The Clarence Valley Council Active Transport Strategy 2022-2024 was adopted by Council on 28 May 2024.

Projects are being prioritised for delivery in accordance with the Strategy.

Collaboration with the RFS and Public Works continue with the design and planning of the FCC to be located at Clarence Valley Regional Airport.

Deferred to 2024/2025

OBJECTIVE IN6: Well maintained facilities and amenities that serve the needs of a growing residential population and visitors to the area.PL3_Loop.SPL3_DESC} STRATEGY ACTION STATUS UPDATE

IN6.1 Review and plan for off leash dog friendly areas. Promote off-leash, dog-friendly areas to the community Rangers promote off-lead areas to the community on a needs basis while completing regular patrols and attending to customer requests. Through out the year many social media posts have been posted to inform the community about off leash dog parks. There is also information on Council’s Website. Corcoran Park dog park has been completed during this period.,

IN6.2 Review of amenities and cleaning contracts.

Undertake review of amenities and cleaning contracts

IN6.3 Improve usage of Council facilities Manage annual lease and licence program

Develop Facilities Management Plans for active and high use community halls

Support community organisation in the Clarence Valley through the operations, maintenance and administration of community halls.

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

Review Alcohol Free Zones and Alcohol Prohibited Area designations

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

Annual renewals are on track with the current focus on water recreation structure agreements.

Deferred to 2024/2025

Community Halls are operated under Section 355 of the Local Government Act through committees of Council

The Facilities section coordinates maintenance to main operations at works depot and administration buildings.

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

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

Develop an annual rolling program for CBD amenity and establish Service Level Agreements.

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

Full review held over to 2024/2025. Interim review completed to enable AFZs to continue in force until 30/6/25 as per Council resolution in June 2024.

All town teams regularly maintain CBD areas with Grafton, South Grafton, Maclean, Iluka, and Yamba teams now completed their annual winter projects. The Streetscape Team is also working on town and village beautification and assisting town teams as required.

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

OBJECTIVE IN7: Beautification of towns and villages to improve amenity and pride of place.PL3_Loop.SPL3_DESC}

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

Develop an annual rolling program for town and village beautification

The Streetscape Team is in place and includes a supervisor, Senior Field Officer, two Field Operators and an apprentice, who will focus on increasing the Town and Village maintenance across the urban areas of the Clarence Valley. Quarterly updates are in the Clarence Magazine.

IN7.2 Develop small village amenity plans.

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

Develop an annual rolling program for small village amenity

Undertake upgrade of entry/arrival signage

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

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

Implement the Public Halls Strategy Proposed action under review

Investigate options for reduction of antisocial behaviour at Yamba Skatepark

The two Yamba skate park safety signs have been amended to include the opening hours of the skate park from 7am to Dusk to assist authorities in moving on people in the park after these times. The Coordinator of Open Spaces has met with several local skaters to establish guidelines for behaviour. Skaters are encouraged to take ownership of maintaining a positive atmosphere in the park. Quotes have been requested for the installation of solar lighting to deter people from entering the facility after opening hours. Improved lighting in and around the skate park will create a safer environment and discourage undesirable activities.

Seek grant funding opportunities for Crown Reserve improvements Wooloweyah 355 committee grant application out for BBQ and shelter upgrades. Grafton Aquatic Centre grant out for assisting in the completion of the redevelopment project.

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

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

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

As a part of the review the Draft Urban Tree Strategy was reviewed, and a draft strategy was endorsed by the Council for public exhibition at the June OCM 2024. It will come back to Council post exhibition period.

The Clarence Valley Council Active Transport Strategy 2024-2044 was adopted by Council on 28 May 2024.

OBJECTIVE IN9: Well serviced digital infrastructure.PL3_Loop.SPL3_DESC}

IN9.1 Advocate for improved telecommunications.

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

Advocate for improved telecommunications standards for new development

A review of current council practices and relevant legislation applicable to the installation and provision telecommunication was undertaken. It is identified that Council’s role is to ensure developers incorporate an appropriate connection point to a service provider (for example, NBN Co.) and that is the extent of Council's involvement. Through the update to Council's conditions of consent, Council has updated as relevant conditions relating to the provision of telecommunications to developments (subdivisions creating additional dwelling entitlements and large scale residential and non-residential developments). Council requires that developers provide Council with a certificate from the service provider that adequate arrangements are in place before the release of lots or an occupation certificate which ensures that this service is provided.

Review and implement the bestpractice telecommunication servicing for new development to support a connected community.

Complete the IT/Corporate system Capital Works Prigram

Complete Wifi Projects for Holiday Parks and Libraries

202023/2024 IT Capital Works program completed

Complete - All caravan parks have been completed with the expansion of the WIFI footprint.

OBJECTIVE IN10: Disaster mitigation planning to reduce the impact of natural disaster on infrastructure.PL3_Loop.SPL3_DESC} STRATEGY ACTION STATUS UPDATE

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

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

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

Inform projects to be included in a long term Capital Works Program

Flood recovery works program delivery 2023/2024

Stakeholder engagement is ongoing with key funding bodies at both state and federal government level.

Consideration of projects for future capital works program is ongoing and will be linked to asset management planning.

All EPARW projects have been submitted to TfNSW four (4) of which are still under assessment. It is anticipated that there will be ten (10) additional EPARW projects.

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

Complete current year Roads Infrastructure Capital Works Program

IN10.4 Review and consolidation of Flood Risk Management Plans

IN10.5 Consider options for improved flood mitigation for Ulmarra

IN10.6 Seek funding to upgrade floodplain assets

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

Prepare Floodplain Risk Management Study and Floodplain Risk Management Plan

Complete the Floodplain capital works program

Funding through the Regional Roads and Transport Recovery Package has been awarded to Council to improve the flood immunity of Yamba Road at the Intersection of Southbank and Yamba Rd. Project is currently being designed with works scheduled to commence 2025/2026. The design has been developed to 80% for improved flood immunity at the Esk River on Iluka Road. Further environmental studies and flood modelling is required to determine the feasibility of the design. Once completed various grants will be applied for to support project delivery.

Critical sections of Yamba Road are currently being designed to achieve improved flood immunity. Other design options are being investigated to incorporate shared paths and on road cycleways from Southbank Road through to Oyster channel. Designs are progressing to determine available funding grants to be targeted to support the delivery of these projects.

The Lower Clarence Flood Model Update (2022) was endorsed by Council in October 2023 with interim flood planning levels adopted in June 2024. A brief is currently being prepared to develop the Floodplain Risk Management Plan and Study. The consultant engagement is anticipated by Q2 2024/2025

The Flood Plain Capital Works Program has progressed throughout 2023/2024 with works on the Alice Street levee now complete. The flood monitoring project at the Esk River is also completed. The North Street Pump station project will continue into 2024/2025 with preconstruction activities including survey and design finalised.

Esk River Flood Monitoring Project Completed.

ECONOMY

OBJECTIVE EC1: An affordable and attractive environment for local business to flourish.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

EC1.1 Establish a Tourism and Economic Advisory Committee.

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

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

Implement a local contractor engagement program

Support and coordinate activities for small business and industry engagement

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

Complete the Saleyards capital works program

Support contractors in the operations of the Clarence Coast Holiday Parks

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

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

Meetings were supported by staff and minutes taken. Minutes reported to Council including any recommendations.

Internal stakeholders engaged and final planning taking place. External communications to begin in June 2024

Engaged with Chambers in the Valley and attended meetings. Promotion of activities for small businesses such as the NSW Procurement Specialist workshops for Small Businesses.

The Open Spaces section coordinates maintenance, operations and administration of the Grafton Regional Saleyards.

Deferred to 2024/2025 Capital Works Program

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

Attending meetings and conducted presentation with relevant chambers. Funding obtained to assist chambers in place making events for towns supporting events with Chambers.

OBJECTIVE EC2: Sustainable tourism that benefits the whole of the local government area, without burdening the coast further.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

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

Deliver an accredited Visitor Information Centre and support visitor information hubs

Develop and deliver CV Tourism Strategy

Complete the Business Development Strategy for Wooli

Holiday Park

Complete the Business Development Strategy for Minnie Water Holiday Park

Engage consultant and undertake detailed design for Brooms Head Holiday Park

Undertake the Business Development Strategy for Iluka

Riverside Holiday Park

Visitor Information Centre operational at Grafton Regional Gallery as well as support for the Hubs. Draft Destination Management Plan completed which will formalise the process for Visitor Hubs and increase the number in 2024/2025

A Destination Management Plan has been put out on public exhibition and is in the process of being reviewed, discussed at a Councillor Workshop and presented to the Council for adoption. A 2024/2025 action plan will be included in the final plan.

Deferred to 2024/2025

On Hold until Brooms Head Reserve PoM is completed

Deferred to 2024/2025

EC2.2 Promote infrastructure and environmental heritage assets.

Prepare and finalise the Holiday Parks Plan of Management

Finalise the Brooms Head Plan of Management

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

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

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

Develop and promote the Dark Skies project

Plan and deliver the urban tree planting program

Consultants have been engaged and internal consultation is complete. Draft Plan of Management is planned to go to a Council meeting later in 2024. This is a continuing project in the 2024/2025 Operational Plan.

At the February 2024 meeting, Council resolved not to endorse the draft Brooms Head Plan of Management and resolved to prepare a new Plan of Management based on amending the 1998 Plan of Management. This project will recommence as part of the 2024/2025 Operational Plan.

A capacity-building project was delivered in Q3 and Q4. This project aims to disperse tourism without burdening the coast further, build capacity and support sustainable tourism in our Hinterland cluster operators.

Not being completed at this time due to location concerns.

The Urban Tree Strategy was reviewed, and a draft strategy was endorsed by the Council for public exhibition at the June OCM 2024. It will come back to Council post exhibition period. The Team has focused on the replacement of various Jacranadas in and around the CBD of Grafton to replace a number of recently removed Jacarandas and infill planting of Jacaranda avenues to future-proof these avenues and continue to have Jacrandas throughout Grafton into the future. The remainder of tree planting will be delivered after the summer period in Maclean and Yamba towns.

OBJECTIVE EC3: RV friendly townsPL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

EC3.1 Incorporate opportunities for RV access in parking strategies. Incorporate opportunities for RV access in parking strategies as identified through customer feedback, the Safe Systems Working Group, Local Traffic Committee and State and Federal funded road safety programs

RV parking will be considered in 2024/2025 as part of the Caravan Road Safety project being delivered under the Local Government Road Safety Program.

OBJECTIVE EC4: Support for the sustainable growth of local industries that are respectful of the lifestyle that exists.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

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

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

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

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

Marine based industry policy released for public exhibition, to support the industry and activation. Continue to work with stakeholders to support water based adventure and nature tourism from Graton to Nymbodia. Council staff have been working with the Northern Rivers Reconstitution Corporation. Working with local First Nations organisations in the development to the first CVC Destination Management Plan.

Reports indicate varied success among businesses, with some experiencing minimal sales. A survey of all participating businesses revealed that 75% of participating businesses deemed the program successful and has highlighted the value of this COVID strategy in supporting local businesses to recovery from the impacts reduced tourism through that period. The sale of new cards has stopped and additional promotion to use the funds on the currently issued card will commence in 2024/2025..

OBJECTIVE EC5: Dispersed and sustainable development ensuring connections to services.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

EC5.1 Review Local Growth Management strategy.

Developer Contribution Reform The first stage of the project is complete, with specialist consultants GLN providing recommendations for how best to progress and update the Contributions Framework for CVC. This provides the basis to prepare a new Developer Contributions Plan as a deliverable in the 2024/2025 Operational Plan.

Review Local Growth Management strategy

The Local Growth Management Strategy consists of the Employment Land Strategy, Rural Lands Strategy and Green Infrastructure Strategy and once adopted, the Local Housing Strategy. The draft Housing Strategy has been amended in response to a large number of submissions and recommendations will be made to Council in July 2024 proposing reexhibition, with a final version due to be completed by the end of 2024.

OBJECTIVE EC6: Diversification of employment and education that provides opportunity for young people and families to stay in the area.PL3_Loop.SPL3_DESC}

EC6.1 Attract new investment and employment growth within the Valley Deliver engagement activities with the development and building industry to inform planning reform

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

Prepare a Marine Based Industry Policy

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

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

Multiple engagement events have been held with the development and building industry as part of the draft Housing Strategy and proposed Flood Planning Levels. Further sessions are planned in 2024/2025, including to advance the new Accelerated DA Service.

The project was on hold due to the focus being on more complex higher organisational priorities including the Yamba Bypass, Brooms Heads PoM and Flood Planning Levels work. The project re-commenced in Q4 and will progress under the 2024/2025 Operational Plan.

The draft Marine Based Industry Policy was on public exhibition until 27 June. Following submission review, the final policy will be recommended for adoption at an upcoming Council meeting.

A Marine Based Industry Policy is being prepared to implement a key action of the Employment Land Study. Updates to Council's Development Control Plans will be prepared as part of the 2024/2025 Operational Plan to assist in implementing key elements of the strategies.

Project timing changed to allow for $147,000 funding to be secured from the NSW Government's Regional Housing Strategic Planning Fund in February 2024. Project to progress studies needed to update the draft Clarenza DCP. A consultant will be appointed in July 2024.

OBJECTIVE EC7: Major events that drive economic activity in the region and make it a more attractive place for people to live and work and visit.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

EC7.1 Market LGA events beyond the LGA.

Liaise and engage with the tourism sector and key stakeholder agencies

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

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

This item is yet to commence and will be completed in 2024/2025.

OBJECTIVE EC8: Support for community and business led innovation that creates a diverse and vibrant community.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

EC8.1 Work with stakeholder to establish roundtable activities that bring representatives of town, village and community progress associations and business chambers together. Deliver the My Clarence Valley website and social media platforms

At the end of this reporting period there were 55,500 followers over both networks, 39,000 on Facebook and 16,500 on Instagram. Promotion of local business showcases our diverse and vibrant community and opportunities for growth.

OBJECTIVE EC9: Adequate telecommunications to service economic growth.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

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

Review and implement bestpractice telecommunication servicing for new development

OBJECTIVE EC10: Recognition of Grafton as a Regional City for State Planning purposes.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

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

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

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

ENVIRONMENT

OBJECTIVE EN1: To protect and enhance our natural environments, ecosystems and native flora and fauna.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

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

EN1.2 Consider policy position to avoid rezoning and use of flood prone wetlands and vulnerable ecosystems.

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

Include seagrass loss risk assessment in Estuary Coastal Management Program Hazard Study

Make known existing policy position that prohibits rezonings of flood prone wetlands and vulnerable ecosystems as and when required

Continue to strengthen with implementation of actions from the Climate Adaptation Strategy

Action being taken through preparation of the Clarence Estuary Coastal Management Program.

A grant for the Coast and Estuary Grant to complete Stages 2- 4 has been secured. A consultant brief is being prepared with engagement anticipated by Q2 2024/2025. A risk assessment for loss of seagrass will be included in the consultant brief.

The Flood Planning Levels support this policy, as has Planning Staff advice about inappropriate rezoning proposals. The updated Flood Planning Levels based on the 2022 flood modelling and NSW Government advice were adopted by Council on 25 June 2024.

Climate Adaptation Strategy deferred until 2024/2025 with associated budget. Hence, this specific action has not commenced. Notwithstanding that, there are a number of recommendations in other CVC strategies and plans (eg Biodiversity Strategy, Green Infrastructure Strategy, existing Coastal Zone Management Plans, Floodplain Risk Management Plan, Bush Fire Risk Management Plan, etc) that would also find themselves in a Climate Adaptation Strategy that are being implemented already.

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

Finalise Coastal Management Program for whole LGA coastline

Investigate land use application options for the Brooms Head Holiday Park Wastewater Treatment Plant

The draft Open Coast Coastal Management Program (Stage 4) is complete with the report now on public exhibition.

Investigation of land use application in progress with consultant Commence implementation of priority administrative actions in Bush Regeneration Strategy

Prepare a koala habitat and population survey for LawrenceBanyabba-Mororo Area

The Bush Regeneration Strategy was not completed during the 2023/2024 year and hence, this action has not commenced. For completion in 202024/2025

Program component for 2023/2024 completed. Contractors (Reconeco) are underway with critical components of project such as ecological assessment with botanist and use of koala detection dog team. Project to continue through 2024/2025

Prepare bush regeneration strategy for CVCowned/managed land

Consultant engaged and draft strategy due 30 June 2024. Final draft strategy in quarter 1 of 2024/2025.

Conduct weed control on Crown reserves Works completed - Bitou bush controlled along coastline at Yamba and Wooli with excellent results, as well as works at Iluka, Brooms Head and Minnie Water undertaken. Implement the Susan Island Flying Fox Habitat Restoration Program

Implement actions of the Biodiversity Strategy 2020-2025

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

Prepare and finalise Site Management Plans for Crown Land

Part of 8-year project to improve flying fox habitat on Susan Island with the objective of reducing risk of invasion of flying fox camps into nearby urban areas (Grafton and South Grafton). Works ongoing through 2024/2025.

Several actions progressed. In particular, enhancing koala habitat on private land, native planting guides prepared and on CVC website, Koala Habitat Mapping project, feral pig control on Council managed land at Brooms Head, and measures to reduce the threat of roadkill to native fauna via koala VMS project with DPE funding. Ongoing implementation of Strategy actions into 2024/2025 Operational Plan.

Final report completed 10 May 2024. Further collaborative work being completed to utilise spray drones in compliance with aviation requirements.

Priority site management plans have been progressed. Additional work on the Brooms Head POM has impacted deliverables in this area.

EN2.1 Collaborate with government departments to promote sustainable agricultural practice. Coordinate education programs to encourage best practice native vegetation, soil and water management

Focus of soil and water management education on CVC staff following recommendations of the Internal Environmental Management Audit. Future plans to expand training to external contractors for both native vegetation and soil management in partnership with relevant NSW agencies.

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

Implement actions of the Green Infrastructure Strategy

Ongoing with initial planning for biodiversity offset audit completed in 2023/2024. Strategy recommendations contribute to Environment and Regulatory Services work planning. Actions flowing from this Green Infrastructure Strategy, eg Review of Urban Tree Management Strategy and pursuing use of CVC land for habitat improvements, have ongoing implications that are potentially significant (and beneficial).

OBJECTIVE EN4: Action that maintains the health of our coastline and waterways and natural environment.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

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

EN4.2 Continue water quality improvements and communications.

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

Lobby NSW Government to recommence Beach

Watch/water quality monitoring in Clarence Valley local government area

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

Implement actions identified in the Water Efficiency Implementation Plan

Coast and Estuary Grant funding has been secured for Stages 2- 4 of the Clarence River Estuary Coastal Management Plan. A brief will be prepared with plans to engage consultants in Q2 for 2024/2025

Liaison with the NSW Government has determined the requirements for participation in the Beachwatch program. Council's participation proposed with an action in the 2024/2025 Operational Plan.

Water Efficiency Officer actively implementing these activities. Action to continue in 2024/2025 Op Plan.

Water Efficiency Officer actively implementing this Plan. Action to continue in 2024/2025 Op Plan.

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

Commence implementation of priority administrative actions in Climate Adaptation Strategy

Continue to progress the development of the proposed Grafton Regional Landfill solar farm.

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

Implement Community Energy and Emissions Reduction Action Plan.

The Climate Adaptation Strategy was not completed during the 2023/2024 year and will be completed in 2024/2025.

External funding applied for to assist with capital costs. Project continues into 2024/2025 year with planning and design phases planned. Tender to engage a consultant to prepare grid connection application under development.

On track and currently working through tender process. Continued progress in 2024/2025 year to secure improved landfill gas capture and emissions reductions.

Council has conducted a study to identify suitable locations for public EV chargers in Clarence Valley. Landfill Solar Farm Project is underway, an application for $2.5M of grant funding submitted (Community Energy Upgrades Fund). Council’s Fleet team choose hybrid or electric vehicles when purchasing a new car, with Council’s first fleet EV being purchased in June. A new contract for the upgrade and management of the landfill Gas Flares has gone to tender. Council’s Climate Change Webpage communicates council’s strategies and targets for climate change mitigation for both council operations and community support. It showcases projects implemented by the council and provides valuable resources for the community wanting to take act, including a take-home Go Electric Plan.

OBJECTIVE EN5: Promotion of sustainable business practices to reduce our region’s ecological footprint.PL3_Loop.SPL3_DESC} STRATEGY ACTION

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

Review telecommunications standards for new development

OBJECTIVE EN6: A community that follows the three Rs of waste: reuse, recycle and reduce.PL3_Loop.SPL3_DESC}

EN6.1 Aim for an increase in community participation in waste recycling through education programs. Implement Solid Waste Management Strategy and Environmental Education Plan

First year of the updated kerbside bulky waste collection service. Environmental Education has taken place via social media and the website, community communication via the Magazine such as changes to the green bin in Volume 8. Living sustainably awards announced and in Vol 8 of the Magazine.

OBJECTIVE EN7: Celebration and promotion of the diverse natural beauty of the area.PL3_Loop.SPL3_DESC}

EN7.1 Promote the Clarence Valley as a destination Implement Hinterland Cluster Development Program to disperse coastal tourism & increase economic benefits to broader area

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

A contractor has been engaged to deliver a capacity-building project in Q3 and Q4. This project will disperse tourism without burdening the coast further, build capacity and support sustainable tourism in our Hinterland cluster operators.

A draft Destination Management Strategy (DMS) was delivered inline with State Government DMS. Community engagement pre and post draft with the document being reviewed for adoption in the first half of 2024/2025. This will replace the CV Tourism Strategy.

OBJECTIVE EN8: Enhanced maintenance of green space in a way that encourages responsible use.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

EN8.1 Review tree varieties and increase tree canopy.

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

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

Complete review of Tree Management Policy and Urban Tree Strategy including tree replacement programs and maintenance of existing street trees

The draft Urban Tree Strategy has been received for review. Key Actions are:

1.Setting a Tree Canopy Target

2.Developing an Urban Tree Canopy Improvement Program

3.Building Organisational Capacity to Support Implementation

4.Engaging with the Community on Tree Canopy Cover

5.Provenance/locally sourced trees and the updated Tree Species List.

A final draft is due to be presented by Council at the end of the 2024 calendar year.

The draft Urban Tree Strategy has been received for review. Key Actions are:

1.Setting a Tree Canopy Target

2.Developing an Urban Tree Canopy Improvement Program

3.Building Organisational Capacity to Support Implementation

4.Engaging with the Community on Tree Canopy Cover

5.Provenance/locally sourced trees and the updated Tree Species List.

A final draft is due to be presented by Council at the end of the 2024 calendar year. Implement the agreed actions from the Open Spaces Service Review

The section was restructured to better manage the breath of responsibility the section oversees.

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

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

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

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

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

The first year implementation for the DIAP has resulted in a number of great outcomes and engagement from internal and external stakeholders to ensure that the council spaces and places are accessible, and all community members have equal access to enjoy the natural environment. From beach access audits to more accessible car parks and consultation with DA applications and the development of awareness campaigns, a number of actions from the DIPA have been achieved and the Access Committee have proven to be a strong advocate in the achievement of these actions.

OBJECTIVE EN10: A community that doesn’t support detrimental mining activities.PL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

Advocate as required

STATUS UPDATE

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

LEADERSHIP

OBJECTIVE LE1:

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

LE1.2 Develop and deliver a community engagement program.

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

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

Plan and implement delivery of water quality education forums

Implement a plan for monthly community engagement sessions across the local government area

Deliver the Council's magazine quarterly

As reported in the previous update – education occurred around National Water Week as outlined in Volume 5 of The Clarence Magazine. Social media updates as required.

This year the Leadership Engagement schedule was developed and implemented based on feedback from the 2022/2023 financial year to be inclusive of before and after business hours sessions in a variety of accessible locations and target audiences. This approach has ensured a strong, accountable, and representative council that engages broadly with the community in a genuine, respectful and meaningful way. Dates, times and locations are posted on the website and advertised on social media.

Volume 6 released in January 2024. 752 total online reads, 25 downloads, 48% of readers read the magazine on their desktop, 52% on their mobile device. 34 individual OP goals identified and reported on - 11 infrastructure, 6 leadership, 7 society, 5 economy & 5 environment.

Volume 7 released April 2024, 503 online reads; 20 downloads; 46% of readers read the magazine on their desktop; 54% read on mobile devices; 71% read through the embed on the Clarence Magazine page on our website; 29% read through Issuu.com. 43 individual OP goals were identified and reported on - 14 infrastructure, 5 leadership, 15 society, 3 economy & 6 environment.

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

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

The Communications Team have delivered The Clarence Magazine – reporting quarterly on actions in the operational plan. Media releases have been written and distributed on key information and updates. Council manages social media effectively ensuring regular posts to keep the community updated eg the Schedule of works such as bridge work and pothole repair published weekly. Noticeboard is sent out weekly to community members who have subscribed

Draft Communication Strategy completed and informed by CVC's CSP, Community Engagement Plan and Communications Policy.

LE1.4 Develop a Councillor Youth Mentor program.

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

Review and scope new Regional Gallery Website design for implementation

Develop a plan to create and implement a Councillor Youth Mentoring Program

The community engagement team has built on the foundation of community consultation in the last 6 months and has significantly increased the support to internal stakeholders. This support has been in-person at engagement events including consultations for a variety of projects across all business units and includes the facilitation of Clarence Conversation, councils’ online engagement portal. This support has ensured our community are having an opportunity to be involved in decisions that affect them and that the information provided is accurate, transparent and timely.

Review and scope for the development of a new Grafton Regional Gallery website complete. A new Gallery website will be launched in October 2024 ensuring community access to arts and cultural activities in the Clarence Valley.

A Councillor Youth Mentoring Program has been developed and will implement post election (September 2024). This will be actioned in the 202024/2025 financial year.

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

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

Support the Councillors Listening Tours

Quarterly meetings planned with local State and Federal Members

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

Meetings held in December, March & July (July rescheduled from June) OBJECTIVE

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

Review the Community Strategic Plan 2032 pending Council Election Sept 2024

Prepare the 2024/2025 Operational Plan

Deliver all required 2024/2025 IP&R documentation

This item is required to be completed and adopted prior to the end of June 2025, post Council election. Included in the Operational Plan 2024/2025.

Completed and adoption at June 2024 OCM

Delivered - Annual Report, 6 monthly Delivery Program Outcome reports, Operational Plan and Budget and Resourcing Strategy

Deliver six monthly Delivery Program report to Council Planning and collation in progress to present July OCM

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

LE4.3 Prepare the Annual Financial Statements within legislated timeframes

Ensure compliance with Integrated Planning and Reporting Framework 2021 and requirements delivered

Develop the annual budget & Long Term Financial Plan for 2024/2025

Update the 10 year Long Term Financial Plan and 4 year rolling Capital Works Program

Facilitate annual review of Asset Management Strategy and associated Asset Management Plans

Implementation of 2023/2024 actions from the Workforce Management Strategy (WMS) and update for next financial year

Deliver the 2022/2023 Annual Report

All IP&R documents for 2023/2024 completed. Council adopted 2024/2025 Operational Plan, Budget and Resourcing Strategy at the June OCM.

Completed - Annual Budget & LTFP 2024/2025 adopted by Council 25/6/2024

Completed - Updated in line with the preparation of the 2024/2025 IP&R documents which were adopted by Council 25/6/2024

The Asset Management Strategy was completed as part of the IP&R Documents exhibited for 2024/2025 and adopted 25/6/2024.

The Workforce Management Strategy 2024/2025 adopted by Council in June 2024 Council meeting as part of the resourcing strategy.

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

Completed in the first half of the 2023/2024 plan.

Coordinate and report complaint management Monitored and recorded as noted in quarterly Governance Report

Complete the Annual Financial Statements

Completed - Final extension for lodgement was granted to 29 February 2024. Statements were lodged with OLG on this due date.

Complete Annual Rating Returns Annual Rating Returns completed in line with legislative requirements

Create and implement robust end of quarter financial control processes

Deliver the improvements of the 2022/2023 service review program

Project is progressing and continuing to be reviewed.

Civic Events - driven by strong community pride and belonging. Process now updated to ensure consistent delivery.

Customer service and records - recommendations for registering incoming communication to ensure consistency across the organisation. Updates required within corporate systems CIA with P&R will bring efficiency. Customer charter updated.

Tourism - Destination Management Plan currently under development. Service Review also recommends deaccrediting the VIC to build a HUB model within the valley.

Public Libraries - Wider marketing within the Valley is needed to ensure the community has knowledge of all the services offered by Council Libraries.

Museums – Outcomes to be planned in 2024/2025 Operational Plan.

Parks and Reserves – Recommend establishment of a mobile crew to attend towns and villages to increase service output.

Complete the Service Review program:

- Internal Audit

- Information Technology

- Governance

- Safety & Risk

- Community Engagement

- Parks & Reserves

- Sporting & Aquatic Facilities

- Holiday Parks x 6

- Design & Survey

- Quarries

- Regional Roads

- Flood

Finalise the Information Technology Service Review

Implement the Capability Framework across organisation

Implement the agreed recommendations of the FY 2022/2023 Customer Service & Records Service Review as required

Refine and streamline the People & Culture content on Intranet for greater access

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

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

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

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

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

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

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

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

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

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

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

Some work has been done with this and an initial meeting has been held with USU Union. Plan to get consultation notice to staff and unions June 2024 and create an implementation plan

Services have been reviewed and the implementation plan has to be developed. Further work to be completed to achieve additional efficiencies.

Intranet content is subject to continuous improvement. Processes are in place to regularly review and update intranet content in line with review of our policies and procedures.

The new module in CiA was tested and processes reviewed in order to streamline recruitment to make it more user friendly for applicants and staff. Module being used in quarter one of 2024/2025.

The review of human resources related policies and procedures is progressing. A schedule has been set up to track the progress and measure completion to ensure improved service levels in this area. It is expected that review will be finalised by August 2024.

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

Promote and deliver the annual STRIVE Awards for staff excellence

Review onboard and offboarding engagement in line with the My Employee Journey Framework

Develop an Employee Value Proposition (EVP) as per recruitment strategy

Continue to implement the Employee Performance Framework including the capability framework

Deliver the recommendations of the Public Libraries Service Review

Review the operating model of the Yamba and Maclean Libraries to support future growth

Implement the Regional Library Strategic Plan (Action Plan)

Conduct the review of the Fleet Replacement program

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

Current processes have been reviewed and improved within the capability of systems currently available to the team, for example the face to face inductions, people manager inductions, onboarding forms and exit checklists.

The EVP is being developed in line with the salary system review. This review is being undertaken by a third party and has been delayed. It is expected to be finalised by December 2024.

There is a pilot group within Council currently that is under the capability framework. Positive feedback has been received from the pilot group. This is currently being reviewed in line with feedback from USU and is taking longer than expected to implement to ensure an agreed approach with all stakeholders.

Draft recommendations have been found with further work extending into 2024/2025 to gain any efficiencies.

A draft Management Plan has been developed for Yamba Library and is awaiting review by Manager and Executives

Implementation to commence from the 28 May 2024 now that the Plan has been formally adopted by both regional councils.

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

Coordinate meetings of the Fleet Management Working Committee Meetings are occurring as scheduled

Finalise the Natural Resource Management Service Review

NRM Service Review completed.

Finalise the Cemeteries Service Review Review completed and a need for future focus identified. Legislative changes in the cemeteries space are driving change in operations (administration and maintenance) and has taken focus.

Deliver the Internal Audit Plan

Create robust budget management processes and report to the ARIC

Implement the Annual Management Letter recommendations

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

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

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

The project commenced in February 2024 and is expected to be completed in November 2024.

This is an ongoing item – two current year matters scheduled for completion at the end of 2024 per the ARIC agreed action plan

LE4.6 Determine future uses for Grafton Regional Airport.

Complete the GIS Audit Action Plan

Undertake quarterly corporate system database security & integrity audits and report to the Audit Risk and Improvement Committee

Complete a WHS StateCover audit and deliver on the three priority areas from the audit

Implement and deliver WHS legislative required Health Monitoring programs (immunisation & lung bus program)

Implement the WHS planning, report and monitor program and undertake site audits

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

Currently completing delegation audit for Q1 2024/2025.

All Priority actions have been completed and evidence submitted to Statecover before the due date. Planning for the next audit is underway in anticipation of the release of audit requirements by StateCover in July.

Health monitoring has been completed in accordance with WHS legislative requirements.

The KPI program has been implemented with training provided to responsible officers, with regular support provided. Regular reporting both monthly and 6 monthly to Exec is provided and all responsibilities are included in the WHS Planning, Reporting & Review procedure. Regular workplace inspections are undertaken on a weekly basis by the two Safety Officer and regular internal audits on procedures and processes are undertaken. Deliver the outcomes for the WHS Internal Audit Action Plan

Implement recommendations from CVC Internal Environmental Audit relevant to 2023/2024 year

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

The majority of actions have been completed. There are minor items to complete based on implementation of recruitment module, emergency preparedness and WHS Training Matrix.

The Internal Environmental Audit working group has been progressively working through the agreed management recommendations and Action Plan relevant to the 2023/2024 year. Progress has been regularly reported to the Audit and Risk Improvement Committee.

Deferred to 2024/2025

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

Increased payment options for those doing business with Council.

This action is dependent on CiA Property &Rating implementation timelines which will be determined during 2024/2025

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

LE3.3 Deliver Corporate systems upgrade.

Commence implementation of priority administrative actions identified in the Environmental Auditing and Compliance Strategy

Complete a strategic corporate system review

Implement Strategic Asset Management corporate system module to informing asset management services

Commence upgrade of Property & Rating Software - Phase 1 (CRM, ECR, Customer Interactions (NAR)

Upgrade corporate system platform to cloud-based technology to enhance accessibility and automation of corporate systems

Implement NSW Government DA planning portal Stage 3 and integration with corporate systems

Deliver corporate system dashboards for improved information management and reporting

Create & implement robust end of quarter financial system reporting for budget managers

Implement Corporate Knowledge Base software

Implement corporate system interactive forms and associated workflow for identified business processes

Implement corporate system recruitment module

Complete data migration to singular document management system

The Environmental Auditing and Compliance Strategy was not completed during the 2023/2024 year, and this will be completed in 2024/2025.

Delayed until 2024/2025

Project is to commence in the second part of the 2024/2025 financial year.

This item is moved into the 2024/2025 Operational Plan for the commencement of the upgrade.

Successfully migrated TechnologyOne to the cloud.

Implemented

Some dashboards already in use in ECM, PPLGS, Works and Compliance Modulesfurther dashboards under development.

Meeting arranged with Budget Managers for 2024/2025

Some sections are using this and trialing use with other areas – full implementation in 2024/2025.

Currently trialing with some work order forms for risk assessment and Take 5 activities.

The recruitment module is undergoing testing and will be in place at the beginning of the 2024/2025 financial year.

Scoping of work that is required to move data off old systems and into the current document management system.

LE3.4 Promote Customer Service Charter.

Implement software to ensure efficient and effective management of delegations and legislative compliance register

Continued migration of the WHS management system on VAULT (online safety module)

Implement the risk management corporate system module to manage and review risks and report as per the Risk Management Framework

Implement and promote the Learning and Development Plan

2023/2024 including eLearning module

Continue roll-out of Automated Water Meter reading

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

Develop the 2023/2024 annual Learning and Development training plan

The register has been created and the first phase of training will be completed in 2024. API needs to be written by the third party provider and internal systems team to finalise automation of updates to legislation but will not impact the implementation of the register itself. Training is scheduled to be completed early 2024/2025 financial year.

Migration to Vault/BeSafe is complete with staff now trained. An online learning module has been created to compliment ongoing refreshers and training for new starters.

The risk register has been created in Ci Anywhere. All risks needed to be updated again following migration of our corporate system to the cloud part way through the year. A training package has been developed. The Executive Team received training in the 2023/2024 year with remaining risk owners to receive training early in the 2024/2025 Financial year.

Learning and Development Plan 2023/2024 has been finalised and is available to all staff on our intranet. We have now completed a draft for 2024/2025, which is in the final stages of review.

Project has been removed from the capital works program due to a review and cost benefit analysis was negative, so project did not go ahead.

Draft version of Charter is under review, yet to be published. Call Centre Data is available and regular reports are provided to Manager Organisational Development weekly. The quarterly report is with Coordinator Corporate and Customer Experience to finalise the format of these before provision to the Executive Team on an ongoing basis from the 202024/2025 financial year. LE3.4

The 2023/2024 plan has been completed. The draft 2024/2025 plan is drafted and under review.

Deliver the staff engagement survey

Review policies as required as per Policy Framework

Complete a strategic procurement review and create a Strategic Procurement Action Plan

Complete Revenue Debt Management processes as per policy

3. Onboarding - strategy developed and completed

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

Staff engagement survey completed with increased participation.

Policy plan in place and completed for 2024.

Ongoing into 2024/2025.

Debt management processes completed during Q4 in line with policies.

Review and update the Revenue Policy Revenue Policy finalised and adopted by Council as part of the IP&R suite of documents on 25/6/2024

Create and implement an overarching Financial Management Strategy

Complete bi-annual depot WHS compliance review

Conduct a sale of land for unpaid rates review

Engage with State Records to ensure compliance and complete audit requirements as per legislative compliance

Deliver governance compliance as outlined in the OLG compliance calendar

Develop and implement clear policies and processes for all insurance related matters, including audit opportunities

Ensure all polices and related documents are reviewed in line with Policy Framework

Ensure the new PID legislation is embedded within the organisation and related policy and practices are updated by 1 Oct 2023

Draft completed and reviewed, and implementation will continue into 2024/2025.

WHS Inspections of depots have been completed as requested. Outcomes published in BeSafe and actioned accordingly.

Review Completed in 2023/2024

The records management assessment tool was completed on time and an action plan has been developed to support improvement over the next 12 months.

Council is guided by the compliance calendar and actions accordingly.

A draft policy and procedure have been developed and is currently being reviewed in consultation with other stakeholders.

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

Council has adopted the Public Interest Disclosure policy with training rolled out to embed the policy within the organisation.

Delivery of the Return to Work program Council has a successful return to work program in place and regularly received discounts on the premium impacting cost by returning staff to work within StateCover recommended time frames.

Develop documentation to address psychosocial hazards and support a mental fitness program

Prepare environmental auditing and compliance strategy

The documentation and risk register are complete. The next steps are to guide People Managers through the processes to complete risk assessments. Regular information and events are organised to support mental fitness across the organisation, including health expos, access to EAP services, R U OK day and regular articles distributed to staff providing tools for wellbeing.

Project scope for the Environmental Auditing and Compliance Strategy is being developed. This may be considered as a stand alone strategy or be a part of a complete enforcement and compliance strategy once scope has been considered.

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

Complete the Climate Adaptation Strategy

Prepare Environmental Levy business case

Review On-Site Waste Water Management Strategy

Finalise Animal Control and Animal Shelter Strategy

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

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

LE5.3 Promote transparency of access to information. Promote access and transparency to information in accordance with information legislation and policy

Action on this Strategy deferred to 2024/2025 year due to resourcing needs.

Notwithstanding that, a range of existing CVC strategies and plans contain actions that would be continued through completion of this Strategy. Additionally, this Strategy is expected to result in a range of additional new actions to enhance compatibility of CVC assets and services with future climate and effects.

Deferred for consideration by the new Council

The scope of the Strategy review has been assisted by the completion of the Internal Onsite Wastewater Management Audit earlier this FY. Notwithstanding that, this revised Strategy may not be finalized this FY, however it is expected to be complete and will need some carry over to 2024/2025

Strategy delayed and extension to external funding has been sought without advice of decision to Council. Proposed to complete in 2024/2025 subject to funding.

Unable to commence as the relevant Strategy is not completed. Deferred to 2024/2025.

Complete - Refer to August 2023 Council Item CM10.23.001 for a summary of independent review findings.

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

Manage the Unreasonable Complainant Register Register has been created and regularly reviewed.

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

Coordinate Public Interest Disclosure activity and implementation of new legislation

Implement organisational training in governance process as outlined in governance framework

Deliver the communication plan for closure of Treelands Drive Community Centre and relocation of services pending demolition of the building

Public Interest Disclosure policy has been adopted; designated staff have had training provided. Training material has been supplied for both designated persons and staff by Ombudsmen. Annual public interest disclosures were submitted to Council.

Training is provided at onboarding and then proactively provided ongoing during the employees tenure.

Communications include Clarence Magazine Volume 7, Jan - Mar 24. The front cover has "Yamba Community Hub Construction Underway" as one of the main headlines. Corresponding article on page 23. Additional article on page 24, "Not Gone, Just Repurposed." Article details the efforts made to reuse and recycle material from the old building. Volume 8 magazine article page 10 - 'Aaliyah's Emus to feature in Youth space' and another article outlining the construction is on schedule. In Q3 and Q4 there were 6 Social media posts – 172 reactions, 50 comments and 88 shares - Total reach: 44,514. The provision of information on the progress of the Yamba Community Precinct project is an important component of the project ensuring that council are transparent in their actions and providing up-to-date relevant and informative information to the community on infrastructure projects.

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

Deliver and promote the bridge upgrade mapping layer for community access

Review and implementation of improved Planning Certificate service

Facilitate an elected member review of the Delivery Program

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

Works completed to make changes to planning certificates to ensure regulatory compliance. The review of the Planning Certificate Service will continue in 2024/2025 as part of a larger project in the new financial year to further streamline Development related services.

Councillors have been updated on the status of the Delivery Program strategies. A presentation will be completed to Councillors prior to the end of term with the State of the City report (outlining the achievements over the terms) will be presented to the new Council in November 2024 with the Annual Report. A new delivery program will be completed with the newly elected Council at the end of 2024.

Deliver a councillor newsletter The Councillor Newsletter is distributed monthly

Coordinate the elected member professional development program

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

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

Prepare the monthly business paper Monthly Business Papers delivered in accordance with the Act and Code of Meeting Practice.

OBJECTIVE LE7: A strong relationship between all levels of government and partnerships with community to deliver outcomes that benefit residents.PL3_Loop.SPL3_DESC}

STRATEGY ACTION STATUS UPDATE

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

Quarterly meetings planned with local State and Federal Members

Meetings held in December, March & July (July rescheduled from June)