Operational Plan and Budget 2024/2025 by Clarence Valley Council

Clarence Valley Council

Operational Plan and Budget

2024/2025

Enquiries

Published by Clarence Valley Council

2 Prince Street Grafton Phone 02 6643 0200 council@clarence.nsw.gov.au www.clarence.nsw.gov.au

Acknowledgment

We acknowledge the Bundjalung, Gumbaynggirr and Yaegl people as the Traditional Owners of the land on which we live and work. We honour the First Nations peoples culture and connection to land, sea and community. We pay our respects to their Elders past, present and emerging.

Foreward

Laura Black

Laura Black General Manager

This Operational Plan 2024/2025 (the Plan) is the final in a series of three that aims to meet the strategies developed by the 2021 elected Council, as identified in the 2022/2025 Delivery Program.

Each quarter we report our achievements against the Plan in the Clarence Magazine, this is where you can see what we are delivering right across the local government area. You can grab a copy at our Customer Service Centres in July, October, January and April or search for it at www.clarence.nsw.gov.au.

To view Clarence Magazine online scan this QR code

We also report against the Quarterly Business Review Statements and Delivery Program to Council as required under the Integrated Planning and Reporting Framework after quarters 1, 2 and 3 in October, February and April, and every six months in February and July, respectively. To ensure the Council and community are well informed of our sound financial management, additional monthly financial updates are provided throughout the year, which are not required by legislation.

The Plan, which has been publicly exhibited and discussed at community drop in session in Grafton, Maclean and Yamba prior to adoption, details the activities and actions that will be delivered or commenced before 30 June 2024. We have allocated responsibilities and budgets for projects, programs and actions, identified what services will be reviewed and included a Capital Works Program valued at $97M and a Statement of Revenue Policy that incorporates the 4.7% Ordinary Rate Peg and a 6% increase in the Water usage charge to ensure our long term strategies for infrastructure upgrades can be met.

On the back of a record breaking Capital Works Program in 2023/2024, we will be delivering a substantial $97M Capital Works Program in 2024/2025. The program includes a $20.1M road and bridge infrastructure program the highlights of which are upgrades of various sections of Yamba Road at Angourie Road and Freeburn Street intersections and the section of road from Romiaka Bridge to Oyster Channel, River Street Maclean rehabilitation and timber bridge replacements including one of the biggest to date, Bluff Bridge on Orara Way. Many of the contractors engaged in recent years to deliver flood recovery works will be continuing with us to complete the second year of Essential Public Asset Repairs (EPAR) following the 2022 flood

and storm event. This program include a spend of $27.4M, highlights of which include much needed road upgrades in the Maclean pool and Bowling Club area and landslip repairs on Kangaroo Creek and Old Glenn Innes Road.

The Capital Works Program also includes $9.7M community facility and building projects including completion of the Yamba Community Centre incorporating a new Library space for Yamba, as part of the Yamba Community Precinct and commencement of the new cultural and community facility in Maclean, a premier 278 seat and raised stage auditorium and café, almost $20M on water and sewer infrastructure projects, including major works to repair headworks infrastructure at Nymboida, completion of the Regional Aquatic Centre in Grafton, parks and reserves improvements including construction of an all abilities access to Pippi Beach in Yamba and design of an Changing Places amenity in Grafton and footpath connections throughout the Valley.

The Plan also details recurrent activities that are undertaken every year, such as managing corporate governance arrangements, compliance activities and maintenance programs. We also aim to engage community in decision making by facilitating a number of Advisory Committees, which the new Council will establish early in its term. We will deliver the Housing Strategy and Affordable Housing Policy, which sets the vision or housing supply and increased opportunity for home ownership and continue our annual trainee and apprenticeship intake program providing secure jobs with opportunities to develop skills for locals. Other activities included in the Plan are the Public Art Program, which provides opportunity and support to local artists to showcase their works, implement a Youth Voice Pilot Program to enable participation in

public life, commence implementation of the Clarence Valley Reconciliation Action Plan, which aims to establish a culturally safe and inclusive Valley for First Nations communities, deliver a new Development Contributions Plan to support delivery of essential public assets to meet growing community needs and implement the first year of the Destination Management Plan, which aims to maximise the benefits of tourism while preserving the assets we all love.

The celebration of significant dates and achievements is important to us. In 2024/2025, we will celebrate citizenship ceremonies, Youth Week, Seniors Week, NAIDOC and our end-ofyear staff achievement and development day, to name a few. We will host and support exhibitions and festivals and implement a community engagement program. 2024/2025 will also see us completing our biannual Customer Satisfaction Survey which allows us to better understand how we are perceived by our customers, measure satisfaction with the delivery of services and facilities, and identify the things that matter to our community.

Underpinning all of this, is our continuous improvement program to upgrade our corporate systems to increase our efficiency and make doing business with us easier for customers. Local government is like no other business; it is complex and diverse, and as you can see, we have another huge year ahead of us. A community of opportunity is what we are working towards, and we value the partnerships that we form as we achieve the goals of the Community Strategic Plan. We aim to make a positive difference to those who choose to live, work or visit the Clarence Valley. Have a read of our Plan and see what we have in store to meet the aspirations identified in the Community Strategic Plan for 2024/2025.

About the Clarence

The Clarence Valley is located in the Northern Rivers region in NSW. The LGA covers an area of 10,441 square kilometres and has three major centres, Grafton, Maclean and Yamba.

Total population: 54,662

Population by 2041: 64,121

49 median age

71.4% residents aged over 18 and eligible to vote

8.1% of our population identify as Aboriginal or Torres Strait Islander

26,141 dwellings

3 towns 60 villages

2,476 kilometres of roads

100 kilometres of coastline

8 rivers 36 beaches

2,262 square kilometres of National Parks, State Forest and Reserves

Source: id profile, 2021 Census, NIEIR

Brisbane 300km

Sydney 600km

Maclean

Grafton

Yamba

Clarence Valley Council

Council employs more than 500 staff and is responsible for providing services and facilities to more than 54,600 people

What we provide and manage

Roads and bridges

Pet registration and animal control

Parking strategy and enforcement

Strategic and long-term planning

Community engagement

Public and environmental health

Water and sewer

Tourism and economic development

Lifeguard patrols at our beaches

Community and cultural facilities and programs

Development assessments

Events and licensing

Biodiversity management

Cemeteries

Waste management and recycling

Street and park trees

Weeds and bush regeneration

Playgrounds and skate facilities

Sports facilities and grounds

Aquatic centres and an ocean pool

Pathways

Our Vision

The Clarence Valley is a community full of opportunity. Our communities are connected; service needs are met; local economies are balanced and thriving; we live in harmony with our environment and; we continue to strive collectively for a better future.

Our Values

We S T R I V E for our values.

Safety

We have a safety focused workplace culture to ensure the wellbeing of our staff and the community

Teamwork

We work together as one council towards shared goals and for the greater good of the community

Respect

We are inclusive, treat people with courtesy and fairness, and ensure each individual is valued and heard

We behave in a way that is honest, open, and transparent. We will take responsibility for our actions and strive for excellence We deliver services efficiently, effectively, and in an environmentally and financially sustainable manner

Integrity Value Engagement

We engage with our staff and community to inform our decision making, and create awareness of our activities

Our Organisational Structure

Our services

Office of General Manager

The Office of the General Manager provides organisational leadership and support to the elected members to deliver the below services.

Corporate and Community Directorate

The Director Corporate and Community oversees organisational governance and compliance activities which are delivered to our community through the following services: Service

Finance Control and Compliance

Financial Analysis and Business Support

Information Services and Corporate Systems

Corporate and Customer Experience

People and Culture

Safety and Risk

Community Engagement

Communications

Economic Development and Tourism

Library Services

Cultural Services

Works and Civil Directorate

Communications and Engagement

The Director Works and Civil oversees a coordinated approach to Council’s works and civil services and strategic infrastructure operations which are delivered to our community through the following services:

Strategic Infrastructure and Planning Coordination

Quarries

Emergency Services

Property Services

Roads and Drainage Infrastructure Delivery

Parks and Open Spaces

Buildings and Facilities

Saleyards

Regional Airport

Holiday Parks

Watercycle

Sewer Services

Floodplain and Estuary Management

Environment and Planning Directorate

The Director Environment and Planning oversees a coordinated approach to Council’s community, planning, environment, waste and regulatory services.

Natural

Cemeteries

Building and Planning Services

Land Use Planning

Integrated Planning and Reporting

The Integrated Planning and Reporting (IP&R) Framework guides the way Councils in NSW develop, document, report and deliver long term plans for their community.

The IP&R Framework begins with the community’s aspirations for a period of least 10 years, considered by each newly elected council. It includes a suite of integrated plans that set out a vision with objectives and specific strategic actions to achieve those aspirations.

It allows councils and their communities to have conversations relating to funding priorities, service levels, preserving local identity and planning in partnership for a more sustainable future. The essential elements of

the IP&R Framework are shown in the diagram on the following page. It involves a reporting structure to communicate progress to council and the community as well as a structured timeline for review to ensure the goals and actions are still relevant. This Operational Plan forms part of the reporting and review phase shown.

The IP&R Framework is a legislative requirement which forms part of the Local Government Act 1993. Clarence Valley Council has utilised this framework in collaboration with our local community to ensure our strategic planning and reporting delivers our communities vision for the future of the Clarence Valley.

Our Planning Framework

Community Engagement Strategy

The Community Engagement Strategy is based on social justice principles and details how we engage with our community to prepare the Community Strategic Plan.

Community Strategic Plan –THE CLARENCE 2032

The Community Strategic Plan is the overarching document for all plans and policies of the Council. It identifies the community’s aspirations and priorities for the future of the local government area. It creates the vision we are working toward.

Delivery Program

The Delivery Program is the key directional document for the term of the elected council. It is developed by a newly elected council and adopted before the end of June in the year following the election. It presents as a statement of commitment to the community by outlining the focus the council intends to contribute toward achieving the long term aspirational goals of the community as identified in the Community Strategic Plan.

Resourcing Strategy

Without sufficient resources - money, people and assets, the objectives of the Operational Plan cannot be achieved. The Resourcing Strategy consists of three components:

Long Term Financial Plan

A ten year financial plan, often presented as more than one scenario that informs decision making and planning.

Workforce Management Strategy

A minimum four year strategy that addresses the human resourcing needs and challenges of the organisation in achieving goals.

Asset Management Strategy

A minimum ten year strategy that is supported by Asset Management Plans that details the management and maintenance strategies for assets within the ownership of Council.

Operational Plan

Supporting the Delivery Program is an annual Operational Plan prepared by the General Manager and staff.

The Operational Plan defines quite specifically how the commitments of the Delivery Program will be achieved by detailing what the organisation will deliver where, how delivery will be resourced, at what cost and who is accountable for action as well as how performance is measured.

The Operational Plan is a document of organisational accountability. The Operational Plan is intrinsically linked to staff performance with outcomes reflected in individual workplans.

The Clarence Valley Council’s Operational Plan is prepared by the organisation’s leadership team in consultation with coordinators of teams and staff who delivery services and activities.

Included in the Operational Plan is the actions planned for 2024/2025 to achieve the strategies in the Delivery Program, the Capital Works Program, Revenue Policy and Budget 2024/2025.

Capital Works Program (CWP)

Capital works are projects that build renew or upgrade infrastructure. They include such things as road improvements, resurfacing, intersection upgrades, shared pathways, drainage improvements, new facilities such as community centres, playgrounds and libraries.

This year the CWP is $97M.

The CWP is projected over four years. Capital works can take a number of years to progress from planning to completion.

Revenue Policy

As outlined in Section 405 of the Local Government Act 1993, Council presents its Revenue Policy. The Revenue Policy ensures fair and equitable levying of rates and charges in order to provide sufficient funding to carry out services for the benefit of all ratepayers of the Clarence Valley Local Government Area.

Budget

Council generates income to fund services and assets for the LGA through rates on property, developer contributions, interest on investments, government grants, users charges and business activities.

The Five Strategic Themes

The Operational Plan actions are organised within five Strategic Themes of the Community Strategic Plan (CSP) - The Clarence 2032, linked to an objective from the CSP and strategies from the Delivery Program.

Society

Creating a place where people are healthy, safe, connected and in harmony with the natural environment to retain and improve the quality of community life.

Infrastructure

Maintaining our diverse infrastructure base to serve the needs of the Clarence.

Economy

Strengthening and diversifying the region’s economic base in a way that complements the environmental and social values of the Clarence.

Environment

Valuing, respecting and actively participating in the care and management of the Clarence’s natural environment for current and future generations.

Leadership

Setting the overall direction and long-term goals for the Clarence in accordance with community aspirations.

How to read this Plan

The planning framework is organised under the five Community Strategic Plan (CSP) themes and related Delivery Program Strategies

Objectives

are the community’s long-term priorities and aspirations for the valley.

Strategies

are the activities and plans Council has committed to delivering within the 20222025 Council term. Each strategy relates to a CSP long-term objective.

Actions (along with the Capital Works Program)

are the projects and initiatives Council aims to achieve in 2024/2025.

Primary Responsibility

is the Council section or team that will oversee and report on the relevant action.

Our Plan

The actions in this Operational Plan are projects and initiatives that Council will undertake in 2024/2025 to achieve our commitments outlined in the Delivery Program 2022/2025 and the Community Strategic Plan, The Clarence 2032.

Strategic Theme 1: 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.

Society Objectives

SO1 To be part of a proud and inviting community with opportunities to connect and belong.

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.

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.

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.

SO5 An inclusive community where diversity is respected and Clarence Valley residents, regardless of age or ability, have equal access to quality services, events and opportunities.

SO6 A community supportive of its young people and their safety, growth and development and their participation in decision making that affects them.

SO7 Affordable housing and living standards with health, education and employment opportunities that support a resilient community.

SO8 An appropriate mix of housing that meets the various stages of life.

SO9 Preservation of the heritage and historic buildings and other significant assets across the area.

SO10 A resilient community, prepared for natural disaster.

Objective SO1 To be part of a proud and inviting community with opportunities to connect and belong.

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

Action

Deliver a Community Economic Development Plan for Clarence Valley Towns/Villages Economic Development and Tourism

Implement an LGA wide Community Engagement Program Community Engagement

Strategy SO1.2 Strengthen the Clarence Valley identity.

Support the running of events and activities through the annual Events and Sports Tourism sponsorship program

Deliver the annual 'Illuminate Jacaranda' project in See Park

Support ANZAC commemorative events

Host Clarence Valley Citizen of the Year Awards

Host citizenship ceremonies

Economic Development and Tourism

Office of the General Manager

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.

Strategy SO2.1 Implement Signage Strategy including recognition of language.

Implement Annual Signage Program

Strategy SO2.2 Develop and endorse a Reconciliation Action Plan (RAP).

Spaces and Facilities

Finalise the CVC Reconciliation Action Plan and oversee the implementation of actions. Report on outcomes annually Community Engagement

Strategy SO2.3 Re-establish the Clarence Valley Aboriginal Advisory Committee. COMPLETED

Strategy SO2.4 Investigate options for developing a cultural capability framework.

Action

Prepare a business case for a Cultural Capacity Framework

Community Engagement

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

Action

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

Continue Indigenous Land Use Agreements discussions related to Holiday Parks

Finalise a Facilities Operational Management Plan for Yamba Community Centre Precinct

Community Engagement

Holiday Parks

Community Engagement

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.

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

Action

Review any opportunities for funding to deliver actions from the Crime Prevention Strategy. Complete actions outlined for 2024/2025:

Partner with NSW Police to develop a community education and awareness campaign focusing on changing the culture of home security eg: ‘Lock it or Lose it’. Create content and materials to support campaign.

Deliver community information and education campaign (as outlined in point 1. e.g. ‘Lock it or Lose it’)

Partner with internal and external stakeholders to coordinate a response to emerging community safety issues

Community Engagement

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

Action

Advocate as opportunities arise

Office of the General Manager

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

Plan and deliver projects in accordance with the Active Transport Strategy

Strategic Infrastructure and Planning Coordination

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

Administration of the Clarence Valley Access Committee

Oversee the engagement and governance of the advisory and s355 committees post September election with updated terms of reference and committee handbook

Administration of the Clarence Valley Community and Cultural Committee

Administration of the Clarence Regional Library Advisory Committee

Review current term advisory committees and make recommendations to committees for next term of Council in October 2024

Community Engagement

Corporate and Customer Experience

Cultural Services

Library Services

Organisational Development

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

Engage with internal stakeholders to promote Council sporting, cultural and community facilities with various forms of communications including the Clarence Magazine

Administration of the Clarence Valley Sporting Committee

Support the operations of Council owned aquatic and sporting facilities

Provide clear communication on the development of the Regional Aquatic Facility

Communications

Parks and Open Spaces

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.

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

Deliver collection valuation and online search engine to provide community access to the CVC collection

Cultural Services

Strategy SO4.1 Continued.

Deliver the 2024/2025 Grafton Regional Gallery Artistic Program to provide community access to arts programs

Support local artists to participate in public art projects in line with the Public Art Policy

Cultural Services

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

Implement the Grafton Regional Gallery Retail Plan

Deliver Plunge Art and Culture Festival and support cultural activity across the LGA

Develop programs in consultation with Traditional Owners that facilitate cultural awareness and understanding Cultural Services

Support the implementation of actions from the Clarence Valley Cultural Plan to promote cultural activity in the Clarence Valley

Support internal and external stakeholders to develop public art projects in line with the Clarence Valley Council Public Art Policy

Deliver the Get Connected programs for targeted groups including; On Record – Celebrating our Seniors and Live ‘n’ Loud at your Library

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

Implement the Clarence Artist Program to provide skills development opportunities for local artists

Cultural Services

Library Services

Objective SO5 An inclusive community where diversity is respected and Clarence Valley residents, regardless of age or ability, have equal access to quality services, events and opportunities.

Strategy SO5.1 Review of accessible parking in towns.

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

Strategic Infrastructure and Planning Coordination

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

Strategic Infrastructure and Planning Coordination

Strategy 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 Economic Development and Tourism

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

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

Community Engagement

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

Administration of the Clarence Valley Sporting Committee

Open Spaces and Facilities

Objective SO6 A community supportive of its young people and their safety, growth and development and their participation in decision making that affects them.

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

Establish a Youth Voice Pilot Program to give young people an opportunity to engage in decision making that affects them

Strategy SO6.2 Improve youth engagement and involvement.

Partner with internal and external stakeholders to deliver events and programs, and build community capacity to respond to issues affecting young people

Community Engagement

Engagement

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

Objective SO7 Affordable housing and living standards with health, education and employment opportunities that support a resilient community.

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

Action

Update staff delegations for development applications to streamline decision making

Progress actions to implement CVC Affordable Housing Policy

Building and Planning Services

Land Use Planning

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

Revise and renew Development Control Plans and Development

Engineering Standards to implement key actions from current strategies (Local Housing, Green Infrastructure, Employment Land, Rural Land, and Community and Energy Emissions Reduction strategies)

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

Advocate as opportunities arise

Land Use Planning and Environmental Services

Office of the General Manager

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

Deliver CVC Traineeship Annual Program, including development of an annual engagement plan

People and Culture

Objective SO8 An appropriate mix of housing that meets the various stages of life.

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

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

Continue to implement streamlined approval pathways for minor residential development

Building and Planning Services

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

Progress actions to implement CVC Affordable Housing Policy

Land Use Planning

Objective SO9 Preservation of the heritage and historic buildings and other significant assets across the area.

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

Implement the annual Heritage Assistance Grant Program Land Use Planning

Investigate signage and streetscape entry improvements to heritage conservation areas

Prepare a Heritage Colour Scheme Guide to streamline minor development in Heritage Conservation Areas

Strategy SO9.2 Formalise commitment to local museums.

Land Use Planning

Support the Museum Advisor Program and deliver Museum Skills Development Workshops to support Clarence Valley museums Cultural Services

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

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

Communications and Industry Engagement

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

Advocate as required

Office of the General Manager

Objective SO10 A resilient community, prepared for natural disaster.

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

Action

Support the planning and delivery of the Rural Fire Service Emergency Operations Command Centre

Strategic Infrastructure and Planning Coordination

Strategy SO10.2 Improved disaster resilience: people, flora and fauna, environment, business and sporting groups. Action

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

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

Participate in review of the Clarence Valley Bush Fire Risk Management Plan and assist in implementation of relevant actions

Emergency Management and Resilience

Natural Resource Management

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

Action

Plan and deliver emergency response exercises with local emergency services

Prepare community profiles for 18 communities identified by LEMC to support development of the NSW Reconstruction Authority led Clarence Valley Recovery Support Plan

Angourie / Wooloweyah

Ashby

Blicks / Dundurrabin / Tyringham

Brushgrove

Diggers Camp

Glenreagh

Goodwood Island

Hillcrest Aboriginal Community

Kangaroo Creek

Malabugilmah / Baryulgil

Minnie Water

Ngaru Aboriginal Community

Nymboida

Pillar Valley

Ulmarra

Woodford / Ilarwill

Wooli

Woombah

Emergency Management and Resilience

Strategic Theme 2: Infrastructure

Maintaining our diverse infrastructure base to serve the needs of the Clarence.

Infrastructure Objectives

IN1 A safely maintained transport (road and bridge) network.

IN2 Footpaths and cycleways that are interconnected, functional, well maintained and reach destinations.

IN3 Communities that are well serviced with essential infrastructure (including transport services, water and sewage systems and public amenities).

IN4 Floodplain and drainage infrastructure that is maintained in a way that improves amenity and liveability.

IN5 Forward planning for modern, accessible infrastructure upgrades and renewals.

IN6 Well maintained facilities and amenities that serve the needs of a growing residential population and visitors to the area.

IN7 Beautification of towns and villages to improve amenity and pride of place.

IN8 Passive and active recreational infrastructure that is well planned and well maintained.

IN9 Well serviced digital infrastructure.

IN10 Disaster mitigation planning to reduce the impact of natural disaster on infrastructure.

Objective IN1 A safely maintained transport (road and bridge) network.

Strategy IN1.1 Review and establish service levels for road and transport infrastructure maintenance. ActionJul-DecJan-JunPrimary Responsibility

Implement rolling asset condition rating process across all infrastructure asset classes

Financial Analysis and Business Support

Strategy IN1.2 Develop snap send solve integration with Council’s corporate systems. ActionJul-DecJan-JunPrimary Responsibility

Implement Snap-Send-Solve platform in line with Property and Rating Software upgrade dependencies

Information Technology and Corporate Systems

Strategy IN1.3 Investigate options for Viaduct Road South Grafton. ActionJul-DecJan-JunPrimary Responsibility

Investigate reclassification of Viaduct Road with TfNSW Road and Drainage Infrastructure Delivery

Objective IN2 Footpaths and cycleways that are interconnected, functional, well maintained and reach destinations.

Strategy IN2.1 Implementation of the Pedestrian Access and Mobility Plan (PAMP).

ActionJul-DecJan-JunPrimary Responsibility

Plan and deliver projects in accordance with the Active Transport Strategy

Progress the planning and concept design for Prince Street GraftonCBD redevelopment

Coordinate community consultation and a concept design for a High pedestrian Activity Zone and pedestrian crossing on Skinner Street, South Grafton

Strategic Infrastructure and Planning Coordination

Strategy IN2.2 Investigate options for a cycle/pedestrian route from Maclean to Yamba and from Woombah to Woody Head. ActionJul-DecJan-JunPrimary Responsibility

Plan and deliver projects in accordance with the Active Transport Strategy

Strategic Infrastructure and Planning Coordination

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

Advocate as opportunities arise Office of General Manager

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

Plan and deliver projects in accordance with the Active Transport Strategy

and Planning Coordination

Strategy 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

and Planning Coordination

Objective IN3 Communities that are well serviced with essential infrastructure (including transport services, water and sewerage systems and public amenities).

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

pending Council decision Watercycle

Strategy IN3.2 Consider and determine options for Yamba Bypass.

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

Manage the Sewer Network to meet licence requirements Sewer Services

Inflow/Infiltration Prevention Program to detect illegal stormwater connections and failed pipes Sewer Services

Complete the Property Management Plan for Glens Creek Road property Watercycle

Partner with Coffs City Council to manage the Regional Water Supply Watercycle

Manage the Water Network to meet licence / health requirements Watercycle

Strategy IN3.4 Investigate options for water filtration.

Complete the financial modelling for the Rushforth Road Water Filtration Plant Watercycle

Complete the Environmental Impact Statement for the Rushforth Road Water Filtration Plant (Department of Planning is determining authority) Watercycle

Complete the community consultation for the Rushforth Road Water Filtration Plant Watercycle

Objective IN4 Floodplain and drainage infrastructure that is maintained in a way that improves amenity and liveability.

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

Create a plan for ‘review of suite’ of Floodplain Management Plan Floodplain and Estuary Management

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

Continue engagement with State and Federal government for funding to improve floodplain infrastructure opportunities

and Estuary Management

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

Continue engagement with LGNSW and Floodplain Management Authority to lobby for increase in funding Floodplain and Estuary Management

Objective IN5 Forward planning for modern, accessible infrastructure upgrades and renewals.

Strategy IN5.1 Adopt a forward capital works program.

Progress the Building and Facilities capital works projects

Progress the Holiday Parks capital works projects

Progress the Open Spaces and Facilities capital works projects

Implement Council’s property rationalisation program

Conduct property disposals and acquisitions to support the Capital Works Program

Develop a detailed design to link from the existing riverside walkway to River Street via Munro Lane

Develop a 4 year long term forward Capital Works Program

Complete the Civil Services Capital Works Program

Complete the Sewer Services Capital Works Program

Develop an annual project under the Local Government Road Safety Program

Deliver Fixing Country Bridges Program

Prepare concept design for Cell 5A at Grafton Regional Landfill

Review the Clarence Valley Waste Transfer Station network

Complete the Watercycle Capital Works Program

Prepare Grafton Regional Landfill Masterplan, including feasibility of re-use shop and additional materials recovery facility

Project manage the construction of the Yamba Community Precinct Centre

Building and Facilities

Holiday Parks

Parks and Open Spaces

Property Services

Parks and Open Spaces

Financial Analysis and Business Support

Road and Drainage

Infrastructure Delivery

Sewer Services

Strategic Infrastructure and Planning Coordination

Waste Services

Watercycle

Waste Services

Strategic Infrastructure and Planning Coordination

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

Develop a strategic plan for future operations of Council owned quarries and commence implementation of actions identified in the Strategic Plan

Quarries

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

Plan and deliver projects in accordance with the Active Transport Strategy Strategic Infrastructure and Planning Coordination

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

Engage the community in future use options of the Ulmarra Fire Control Centre

Building and Facilities

Support the delivery of the Rural Fire Service Emergency Operations Command Centre Regional Airport

Objective IN6 Well maintained facilities and amenities that serve the needs of a growing residential population and visitors to the area.

Strategy IN6.1 Review and plan for off leash dog friendly areas.

Finalise the Animal Shelter and Animal Control Strategy and implement non capital works actions

Strategy IN6.2 Review of amenities and cleaning contracts. COMPLETED

Strategy IN6.3 Improve usage of Council facilities.

Develop Facilities Management Plans for active and high use community halls

Support community organisations 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

Manage annual lease and licence program

Monitor use of Council-managed land and uphold legislation and policy to ensure appropriate activity in public spaces

Services

and Facilities

Services

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

Develop and implement an annual program for town and village beautification

and Open Spaces

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

Develop and implement an annual program for town and village beautification

and Open Spaces

Objective IN7 Beautification of towns and villages to improve amenity and pride of place.

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

Implement an annual Town and Village Beautification Program Parks and Open Spaces

Develop a program for the Streetscape team for town and village maintenance Parks and Open Spaces

Strategy IN7.2 Develop small village amenity plans.

Develop and implement an annual program for town and village beautification

and Open Spaces

Objective IN8 Passive and active recreational infrastructure that is well planned and well maintained.

Strategy IN8.1 Review and adopt the Open Space and Recreational Management Strategy to inform asset maintenance and renewal plans.

Implement the Community Halls Strategy Building and Facilities

Investigate and install passive lighting at Yamba Skatepark Parks and Open Spaces

Strategy IN8.1 Continued

ActionJul-DecJan-JunPrimary Responsibility

Seek grant funding for Crown Reserve improvementsParks and Open Spaces

Review the Open Spaces Strategic Plan and Aquatic and Sports Facilities Sub-Plans

Review decommissioning of South Grafton Pool post Regional Aquatic Centre opening

Investigate options for preservation of Schwong Slipway

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

Parks and Open Spaces

ActionJul-DecJan-JunPrimary Responsibility

Plan and deliver projects in accordance with the Active Transport Strategy

Strategic Infrastructure and Planning Coordination

Objective IN9 Well serviced digital infrastructure.

Strategy IN9.1 Advocate for improved telecommunications.

ActionJul-DecJan-JunPrimary Responsibility

Advocate as requiredOffice of the General Manager

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

ActionJul-DecJan-JunPrimary Responsibility

Complete IT/Corporate system Capital Works ProgramInformation Technology and Corporate Systems

Objective IN10 Disaster mitigation planning to reduce the impact of natural disaster on infrastructure.

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

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

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

Flood Recovery Works Program delivery 2024/2025

Emergency Management and Resilience

and Drainage

Delivery

Inform projects to be included in long term Capital Works Program Floodplain and Estuary Management

Strategy 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

Deliver regional roads betterment projects

Strategy IN10.4 Review and consolidation of Flood Risk Management Plans.

Complete Floodplain Risk Management Study and Floodplain Risk Management Plan

Update Glenreagh Flood Model to incorporate climate change

Strategy IN10.5 Consider options for improved flood mitigation for Ulmarra.

Complete Floodplain Risk Management Study and Floodplain Risk Management Plan

Strategy IN10.6 Seek funding to upgrade floodplain assets.

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

Road and Drainage Infrastructure Delivery

Floodplain and Estuary Management

Strategic Theme 3: Economy

Strengthening and diversifying the region’s economic base in a way that complements the environmental and social values of the Clarence.

Economy Objectives

EC1 An affordable and attractive environment for local business to flourish.

EC2 Sustainable tourism that benefits the whole of the local government area, without burdening the coast further.

EC3 RV friendly towns.

EC4 Support for the sustainable growth of local industries that are respectful of the lifestyle that exists.

EC5 Dispersed and sustainable development ensuring connections to services.

EC6 Diversification of employment and education that provides opportunity for young people and families to stay in the area.

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

EC8 Support for community and business led innovation that creates a diverse and vibrant community.

EC9 Adequate telecommunications to service economic growth.

EC10 Recognition of Grafton as a Regional City for State Planning purposes.

Objective EC1 An affordable and attractive environment for local business to flourish.

Strategy EC1.1 Establish a Tourism and Economic Advisory Committee.

Action

Responsibility

Administer the Tourism and Economic Development Advisory Committee Economic Development and Tourism

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

Action

Responsibility

Support contractors in the operations of the Clarence Coast Holiday Parks Holiday Parks

Support and coordinate activities for small business and economic and tourism development

Hold bi-annual local contractor / supplier information sessions

Economic Development and Tourism

Finance Control and Compliance

Support emergency services and business in the Clarence Valley through the operations, maintenance and administration of the Grafton Regional Airport Regional Airport

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

Progress the Grafton Regional Saleyard’s capital works projects Saleyards

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

Action

Engage with Clarence Valley chambers of commerce to support local businesses – Grafton, Yamba, Maclean and Iluka

Responsibility

Economic Development and Tourism

Objective EC2 Sustainable tourism that benefits the whole of the local government area, without burdening the coast further.

Strategy

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

Action

Deliver the 2024/2025 actions of the Destination Management Plan

Commence the Business Development Strategy for Wooli Holiday Park

Commence the Business Development Strategy for Minnie Water Holiday Park

Commence the Business Development Strategy for Iluka Riverside Holiday Park

Strategy EC2.2 Promote infrastructure and environmental heritage assets.

Action

Progress the Holiday Parks Plan of Management

Prepare the Brooms Head Reserve Plan of Management

Economic Development and Tourism

Holiday Parks

Land Use Planning

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

Action

Deliver actions outlined in the Destination Management Plan 20242030 that focus on hinterland cluster development for current financial year

Strategy

Economic Development and Tourism

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

Action

Plan and deliver the Urban Tree Planting Program

Parks and Open Spaces

Objective EC3 RV friendly towns.

Strategy EC3.1 Incorporate opportunities for RV access in parking strategies.

Action Jul-Dec Jan-Jun Primary Responsibility

Strategic Infrastructure and Planning Coordination

Objective EC4 Support for the sustainable growth of local industries that are respectful of the lifestyle that exists.

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

Action Jul-Dec Jan-Jun Primary Responsibility

Implement actions from the Clarence Valley Regional Economic Development Strategy

Economic Development and Tourism

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

Action Jul-Dec Jan-Jun Primary Responsibility

Support and coordinate activities for small business and economic and tourism development Economic Development and Tourism

Objective EC5 Dispersed and sustainable development ensuring connections to services.

Strategy EC5.1 Review Local Growth Management Strategy.

Action Jul-Dec Jan-Jun Primary Responsibility

Prepare a new Developer Contribution Plan Land Use Planning

Objective EC6 Diversification of employment and education that provides opportunity for young people and families to stay in the area.

Strategy EC6.1 Attract new investment and employment growth within the Valley.

Action Jul-Dec Jan-Jun Primary Responsibility

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 an Implementation Plan for Council's adopted planning strategies

Progress the Clarenza Development Control Plan

Development and Building Services

Land Use Planning

Objective EC7 Major events that drive economic activity in the region and make it a more attractive place for people to live, work and visit.

Strategy EC7.1 Market LGA events beyond the LGA.

Action Jul-Dec Jan-Jun Primary Responsibility

Liaise and engage with tourism sector and key stakeholder agencies. Market events on CVC and My Clarence Valley websites and facebook pages to push beyond the LGA

Build on digital strategies as outlined in the Destinations Management Plan 2024 - 2030 to draw events to the Clarence Valley

Economic Development and Tourism

Objective EC8 Support for community and business led innovation that creates a diverse and vibrant community.

Strategy EC8.1 Work with stakeholders to establish roundtable activities that bring representatives of town, village and community progress associations and business chambers together.

Action Jul-Dec Jan-Jun Primary Responsibility

Deliver the My Clarence Valley website and social media platforms in line with the Clarence Valley Destination Management Plan actions

Economic and Tourism Development

Objective EC9 Adequate telecommunications to service economic growth.

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

Objective EC10 Recognition of Grafton as a Regional City for State Planning purposes.

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

Action Jul-Dec Jan-Jun Primary Responsibility

Support the redevelopment of the Grafton Base Hospital, the Historic Grafton Goal and the approved Grafton Private Hospital Land Use Planning

Strategic Theme 4: Environment

Valuing, respecting and actively participating in the care and management of the Clarence’s natural environment for current and future generations.

Environment Objectives

EN1 To protect and enhance our natural environments, ecosystems and native flora and fauna.

EN2 Encourage sustainable and innovative agricultural processes that preserve what we have.

EN3 Promotion of sustainable development that integrates with the environment.

EN4 Action that maintains the health of our coastline, waterways and natural environment.

EN5 Promotion of sustainable business practices to reduce our region’s ecological footprint.

EN6 A community that follows the three Rs of waste: Reuse, Recycle and Reduce.

EN7 Celebration and promotion of the diverse natural beauty of the area.

EN8 Enhanced maintenance of green space in a way that encourages responsible use.

EN9 Opportunities for equal access to enjoy the outdoors.

EN10 A community that doesn’t support detrimental mining activities.

Objective EN1 To protect and enhance our natural environments, ecosystems and native flora and fauna.

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

Subject to grant funding for Stage 2, include seagrass loss assessment in Stage 2 of the Clarence River Estuary Coastal Management Program

Floodplain and Estuary Management

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

Implement Coastal Management Program actions related to updating planning instruments

Land Use Planning

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

Develop an LGA wide Flying-fox Plan of Management

Complete Stage 4 of the Open Coast Coastal Management Program and submit for gazettal

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

Prepare Site Management Plans for prioritised Crown land reserves

Implement the Bush Regeneration Strategy

Continue Koala Habitat Mapping and Population Survey Project to provide local scale data for future strategic planning to improve management of important koala habitat areas

Continued implementation of Weed Action Program 2020-2025, including inspection of high risk pathways and treatment of high priority species

Continue the Susan Island Flying Fox Habitat Restoration Program

Natural Resource Management

Floodplain and Estuary Management

Holiday Parks

Land Use Planning

Natural Resource Management

Objective EN2 Encourage sustainable and innovative agricultural processes that preserve what we have.

Strategy EN2.1 Collaborate with government departments to promote sustainable agricultural practice.

Implement improved weed detection and mapping program using drones in collaboration with relevant government agencies

Natural Resource Management

Objective EN3 Promotion of sustainable development that integrates with the environment.

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

Revise and renew Development Control Plans and Development Engineering Standards to implement key actions from current strategies (Local Housing, Green Infrastructure, Employment Land and Rural Land strategies)

Promote value of retaining dead trees/timber and hollows, nest boxes and local provenance plantings to the community to implement Actions 18.5, 18.6 and 19.2 of Council's Biodiversity Strategy

Land Use Planning and Environmental Services

Natural Resource Management

Objective EN4 Action that maintains the health of our coastline and waterways and natural environment.

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

Action

Apply for grants and review other funding options to undertake Stage 2-4 of the Clarence River Estuary Coastal Management Program

Strategy EN4.2 Continue water quality improvements and communications.

Action

Implement an updated Water Efficiency Rebates Scheme

Continue to implement the Water Efficiency Implementation Plan and water efficiency education

Implement Beachwatch Water Quality Monitoring program at 12 sites between November and February

Floodplain and Estuary Management

Undertake 5 yearly review of Water Efficiency Strategic Plan Waste Services

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

Investigate a community bulk buys program to support the uptake of renewable energy and energy efficiency technologies in residential homes Waste Services

Update Council’s annual operational carbon emissions profile and review emissions reduction and renewable energy targets

Continue to progress solar farm and landfill gas to energy projects at Grafton Regional Landfill

Prepare a Climate Adaptation Strategy

Waste Services

Services

Objective EN5 Promotion of sustainable business practices to reduce our region’s ecological footprint.

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

Objective EN6 A community that follows the three Rs of waste: Reuse, Recycle and Reduce.

Strategy EN6.1 Aim for an increase in community participation in waste recycling through education programs.

Implement Solid Waste Management Strategy and Environmental Education Plan

Collect baseline data and conduct education and compliance program targeting illegal dumping and littering

services

Services

Objective EN7 Celebration and promotion of the diverse natural beauty of the area.

Strategy EN7.1 Promote the Clarence Valley as a destination.

Deliver actions outlined in the Destination Management Plan 2024/2030 for current financial year

Economic and Tourism Development

Objective EN8 Enhanced maintenance of green space in a way that encourages responsible use.

Strategy EN8.1 Review tree varieties and increase tree canopy. Action

Implement the Tree Management Policy and Urban Tree Strategy Parks and Open Spaces

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

ActionJul-DecJan-JunPrimary Responsibility

Implement the Tree Management Policy and Urban Tree StrategyParks and Open Spaces

Implement the Open Spaces Strategic PlanParks and Open Spaces

Objective EN9 Opportunities for equal access to enjoy the outdoors.

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

ActionJul-DecJan-JunPrimary Responsibility

Incorporate the Disability Inclusion Action Plan recommendations in capital upgrades/projects Parks and Open Spaces

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

ActionJul-DecJan-JunPrimary Responsibility

Report on the delivery of the actions outlined for 2024/2025 within the Disability Inclusion Action Plan

Implement education and awareness raising campaign actions outlined within the Disability Inclusion Action Plan 2023 – 2026

Community Engagement

Objective EN10 A community that doesn’t support detrimental mining activities.

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

ActionJul-DecJan-JunPrimary Responsibility

Advocate as required

Office of the General Manager

Strategic Theme 5: Leadership

Setting the overall direction and long-term goals for the Clarence in accordance with community aspirations.

Leadership Objectives

LE1 A strong, accountable, and representative government that engages broadly with the community in a genuine, respectful and meaningful way.

LE2 To provide representation and advocacy where it counts.

LE3 To provide high standard of customer service to the community.

LE4 To be an effective and efficient local government that operates in a financially responsible and sustainable manner.

LE5 An accessible local government with improved responsiveness and transparency in its actions.

LE6 Decision making that is informed by diverse views and broad representation.

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

Objective LE1 A strong, accountable, and representative government that engages broadly with the community in a genuine, respectful and meaningful way.

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

Plan and implement delivery of water quality education forums

Strategy LE1.2 Develop and deliver a community engagement program.

Implement a plan for community engagement sessions across the LGA

Water Cycle

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

Conduct a companion animal education program to encourage compliance with legislation and policy Regulatory Services

Deliver the Council's 'Clarence Magazine’ quarterly to report on achievements from the Operational Plan

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

Update STRIVE branding. Review and update internal policy and procedure templates including the CVC Style Guide

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

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

Strategy LE1.4 Develop a Councillor Youth Mentor program.

Finalise the Councillor Youth Mentoring Program and plan for program commencing with new Council from September 2024

Communications

Community Engagement

Objective LE2 To provide representation and advocacy where it counts.

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

Support the Councillor Listening Tours Office of the General Manager

Quarterly meetings planned with Local, State and Federal Members Office of the General Manager

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

Quarterly meetings planned with Local, State and Federal Members Office of the General Manager

Objective LE3 To provide high standard of customer service to the community.

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

Strategy LE3.3 Deliver Corporate systems upgrade.

Commence phased implementation of Strategic Asset Management module to inform asset management processes

Property and Rating Software Upgrade – Phase 1 (Identified Modules)

Implement the next NSW Government DA planning portal stage and integrate with corporate systems

Deliver corporate system dashboards for improved information management and reporting

Implement robust end of quarterly financial control processes including reporting and review mechanisms

Rollout Corporate Knowledge Base software to Council Business Units

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

Continue to embed the new recruitment module to build in seamless service delivery including the development of training packages for all stakeholders

Implement and promote the Learning and Development Plan 2024/2025 including eLearning module

Develop the 2025-26 annual Learning And Development Training Plan

Investigate and implement Asset AI to assist with defect identification

Financial Analysis and Business Support

Information Technology and Corporate Systems

People and Culture

Information Technology and Corporate Systems

Objective LE4 To be an effective and efficient local government that operates in a financially responsible and sustainable manner.

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

Review the Community Strategic Plan 2032 with the community post the election in September 2024 Office of the General Manager

Prepare and deliver the 2025/2026 Operational Plan

Ensure compliance with IP&R Framework 2021 and requirements delivered

Develop the Annual Budget and Long Term Financial Plan for 2025/2026 financial year

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

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

Implementation of 2024/2025 actions from Workforce Management Strategy and review prior to updated Resourcing Strategy for 2025/2026

Office of the General Manager

Corporate and Community Directorate

Financial Analysis and Business Support

People and Culture

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

Coordinate and report complaint management

Deliver the 2023/2024 Annual Report

and

Deliver the State of the City Report as per IP&R guidelines Office of the General Manager

Strategy LE4.3 Prepare the Annual Financial Statements within legislated timeframes.

Complete the Annual Financial Statements

Complete Annual Rating Returns

Implement robust end of quarter financial control processes

Financial Control and Compliance

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

Ensure the effectiveness and full implementation of The Capability Framework

Continue to implement and embed the actions from the Customer Service and Records Service Review 2022/2023

Manage the Delegations and Legislative Compliance Register

Develop a suite of standardised reports in relation to Customer Service Statistics for delivery to Council Executive Management Team monthly, including a summary for Councils Annual Report

Review and maintain up to date Intranet and internet content in relation to the Corporate and Customer Experience Team

Commence review of the Light Fleet Replacement program

Coordinate quarterly meetings of the Fleet Management Working Committee

Review the Biodiversity Offset Policy, associated procedures and offsetting outcomes

Deliver recommendations of the Public Library Service Review

Implement the operating model for the Yamba and Maclean Libraries

Implement the Clarence Regional Library Strategic Action Plan

Deliver the improvements of the 2023/2024 Service Review Program

Promote and deliver the annual STRIVE Awards for Staff Excellence

Complete the Service Review Program

Financial Accounting and Compliance

Procurement and Contractor Management Services

Revenue Management

General Purpose Revenue Management

Organisational Development

Communication and Sponsorship

Regional Library Service

Review and update People and Culture content on the Intranet

Further develop Councils Employee Value Proposition and continue to implement actions from the Recruitment Strategy 2023-2025

Review the Employee Performance Framework for 2025-26

Develop a suite of standardised reports, including a schedule for delivery to the Leadership Team on a regular basis

Develop and deliver a schedule of employee surveys to support measuring performance against People and Culture strategies, including meaningful reports and plans to action findings

People and Culture

Corporate and Customer Experience

Financial Control and Compliance

Natural Resource Management

Library Services

Office of the General Manager

People and Culture

Strategy LE4.4 Continued

Prepare organisational Environmental Management System and continue implementation of Internal Environmental Audit recommendations

Prepare a multi-year Environmental Action Plan to be supported by an Environmental Levy

Environmental Services

Environmental Services Review Council's Onsite Wastewater Strategy (2019)

Environmental Services

Strategy LE4.5 Demonstrated commitment to the functions of the Audit Risk Improvement Committee (ARIC).

Deliver the Internal Audit Plan

Implement the Annual Management Letter recommendations

Report on budget management process to ARIC

Complete rollout of upgraded Geographic Information System (GIS) system including provision of end user access and required training

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

Complete a Work Health and Safety (WHS) StateCover Audit and complete actions on the three priority areas from the audit

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

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

Deliver the outcomes for the WHS Internal Audit Action Plan

Strategy LE4.6 Determine future uses for Grafton Regional Airport.

Complete a masterplan review including a cultural and environmental assessment for the Grafton Regional Airport

Office of the General Manager

Financial Control and Compliance

Information Technology and Corporate Systems

Safety and Risk

Regional Airport

Objective LE5 An accessible local government with improved responsiveness and transparency in its actions.

Strategy LE5.1 Investigate options for developing a Cultural Capability Framework and establishing a robust Aboriginal community engagement framework.

Embed and implement the actions in the First Nations Employment Strategy for 2024/2025

People and Culture

Strategy LE5.2 Develop transparent and robust policy framework to ensure current and best practice policies and procedures.

Review policies as required as per Policy Framework

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

Deliver governance compliance as outlined in the Office of Local Government compliance calendar

Ensure all relevant policies are updated with Council post September 2024 election from October 2024 to July 2025

Disclosures as outlined by legislation and policy of Council. Ensure new staff received training and disclosure officers understand their role in the process.

Implement Strategic Procurement Action Plan items

Complete Revenue Debt Management processes as per policy

Review and update the Revenue Policy

Implement overarching Financial Management Strategy objectives

Complete bi-annual depot WHS compliance review

Conduct a sale of land for unpaid rates review

Finalise the Environmental Auditing and Compliance Strategy and commence the implementation of priority recommendations

Update Council’s Riparian Action Strategy

Finalise the OSM Strategy review and commence the implementation of priority recommendations

Develop a risk reporting package for delivery to the Leadership Team to better enable monitoring and management of corporate risks and opportunities

Corporate and Customer Experience

Financial Control and Compliance

Environmental Services

Natural Resource Management

Environmental Services

Safety and Risk

Strategy LE5.2 Continued

Complete and audit of Councils WHS documents and provide recommendations

and Risk

Review and update the WHS Management System Safety and Risk

Deliver of the Return To Work Program

Implement and embed the psychosocial hazard management procedure, including training, completing risk assessments, and monitoring and investigating incident reports through Besafe.

Continue to delivery outcomes from the Staff Engagement Survey

Complete and report on the independent Customer Satisfaction Survey in August/September 2024

Finalise the Climate Adaptation Strategy and commence the implementation of priority recommendations

Strategy LE5.3 Promote transparency of access to information.

Promote access and transparency to information in accordance with information legislation and policy

Continue to improve integration of Planning Portal with Council's Systems

Manage the Unreasonable Complainant Register

Coordinate Public Interest Disclosure activity and staff education

Deliver training in governance processes as outlined in the Governance Framework

Implement online reporting for Development Applications and associated approvals

Safety and Risk

Office of the General Manager

Environmental Services

Corporate and Community Directorate

Building and Planning Services

Corporate and Community Directorate

Corporate and Customer Experience

Building and Planning Services

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

Facilitate the elected member development of the Delivery Program 2025-2030

Deliver a councillor newsletter

Strategy LE5.5 Support and equip Councillors as ‘brand’ ambassadors.

Office of the General Manager

Coordinate the Elected Member Professional Development Program Office of the General Manager

Objective LE6 Decision making that is informed by diverse views and broad representation.

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

Objective LE7 A strong relationship between all levels of government and partnerships with community to deliver outcomes that benefit residents.

Strategy LE7.1 Coordinate a schedule of meetings with Local, State and Federal Members.

Clarence Valley Council

Information Services and Corporate Systems

Works and Civil Management

Parks and Open Spaces

- Regional Aquatic Centre "Renew, upgrade and Add Facilities - Stage 1 Site Prep and Demo, Splash Pad, indoor heated 25m pool, Indoor Program pool, Ancillary Substation/Plant Room,shade, Refurbish Existing Entry.

Stage 2 - 50m Outdoor Pool, New Grandstand (Pending Approved Grant Funds)

Stage 3 - Water Slides (Pending Approved Grant Funds)"

Wooli Tennis Club House Structurals Works Sports Buildings - Structural Works

Buildings and Facilities

Iluka

Nymboida - James Cartmill Amenities

Floodplain Infrastructure and Estuary Management

Marsh's DrainBridge Floodplain Bridge F-2700-BT-0001-01

Reedy Creek Drain - Bridge Floodplain Bridge F-2860-BT-0002-01

Library Services

Roads and Drainage Infrastructure Delivery

Wooli

Bent

22699

- 25221 - Gwydir Hwy (Btwn MCln and Ryan)

Eatonsville - 25819 - South Street

Ashby - 23786 - Old Ferry Road

South Grafton22589 - Mcfarlane St 1 (Btwn Moorhead and Johnson)

South Grafton25641 - Mcfarlane St (Btwn Moorhead and Roberts)

- 23743Adam Street

Palmers Island23661 - South Bank Road (Amos to Camerons)

South Grafton22847 - Tyson St

IslandMulti - SouthBank Road (End)

Sewer Services

- Wooli River Holiday Park Fly Screens in amenities

Head - Brooms Head Holiday Park New Cabins x 6

Iluka - Iluka Holiday Park New Cabins x 2 each year

Iluka - Iluka Holiday Park Road Upgrades Camping Area

Clarence Valley Council

1. Proposed Borrowings

General Fund

The general fund borrowed $24.72 million during 2023/2024 over a term of 15 years as part of the funding strategy for investing in the upgrade of the Regional Aquatic Centre and the Yamba Community Centre. Works on these projects have commenced with construction finalised in 2024/2025. There are no further proposed loan borrowings between 2024/2025 and 2033/2034. All loans will have been repaid in full by 30 June 2039.

Water Fund

Water fund is proposing to borrow $50 million during 2025/2026 over a term of 20 years as part of the funding strategy for future water infrastructure network improvements. Current loans will have been repaid in full by 30 June 2033.

Sewer Fund

There are no proposed loan borrowings between 2023/2024 and 2032/2033. All loans will have been repaid in full by 30 June 2033.

Information included in the Long Term Financial Plan

Loan Repayments (Principal and Interest) by Fund from 2024/2025 to 2033/2034:

Principal Outstanding (Loan Liability) by Fund from 2024/2025 to 2033/2034:

2. Rates Income

General Fund

Council levies property rates in accordance with the provisions of the Local Government Act. Each property that is rateable has a rate levied which is either a minimum rate or a base charge plus ad valorem rate. The Act allows a number of variations on how rates can be levied and to understand the difference it is handy to understand the following terms:

Unimproved Capital Value (UCV)

This is the value of a parcel of land, as determined by the NSW Valuer General, not taking into account any improvements such as houses, landscaping, pools, etc.

Ad Valorem (On the Value) Rate

This is the rate in the $ based on a property’s UCV. For instance, a rate in the $ rate of 0.5184 means a property is rated 51.84 cents for every $100 UCV.

Minimum Rate

Council can also charge a minimum rate, which means that if the rate applicable under the ad valorem rate is less than the minimum, then the minimum will be charged.

Base Rate

In addition to an ad valorem rate, Council can also charge a base rate which when added to the ad valorem rate gives the applicable rate. The levying of a base rate tends to moderate the effects of wide variations in the movement of the property values. It assumes that all properties benefit equally from the availability of services and facilities provided by the Council.

Categorisation

The Local Government Act requires that all rateable properties be categorised as one of four categories of ordinary rates based on the dominant use of the property.

 Residential  Business

 Farmland

 Mining

Properties that are subject to a Mixed Development Apportionment Factor (MDAF) as supplied by the Valuer General are rated part Residential and part Business on the percentage basis of that MDAF and are not categorised according to the dominant use of the property.

Valuations

Rates are calculated on the land value of a property, multiplied by a ‘rate in the dollar’. The land value is determined by the NSW Valuer General who issues a Notice of Valuation at least every three years. The Valuation of Land Act 1916 requires that Council assess rates using the most recent values provided. For the 2024/2025 rating year, the valuation base date will be 1 July 2022.

2024/2025 Rate Peg

The rate peg is the maximum percentage Councils can increase their income from ordinary rates. Revenue from rates represents one of the main sources of income for Councils in NSW. The rate peg protects ratepayers from excessive rate increases, while ensuring Councils receive a fair amount of income from rates which enables them to provide quality services for their communities.

The Independent Pricing and Regulatory Tribunal (IPART) have determined that Council’s general ordinary rate income may be increased by 4.7% in accordance with Section 506 of the Local Government Act 1993 for the rating year commencing 1 July 2024.

2024/2025 Rate Levy

Business B – Maclean/Townsend

Maclean CBD has been defined as the business properties located within the following area – from the river up Taloumbi Street to River Street east along River Street to Short Street, down Short Street to Stanley Street, south along Stanley Street to Alexander Street then into McLachlan Street to Howard Street, Howard Street to the river. A map showing this CBD boundary is attached, refer Appendix A.

Business C – Iluka

Iluka industrial area has been defined as all businesses located within the industrial estate off Henry Searle Drive. A map showing this Iluka industrial area boundary is attached, refer Appendix A.

Business D – Yamba

Yamba Town CBD has been defined to include the business properties within the following area – from Ford Park up Claude Street across to the Yamba Golf Club to Queen Street, Queen Street up to Clarence Street, Clarence Street to Ritz Street and then down Ritz Street to the coastline. A map showing this CBD boundary is attached, refer Appendix A.

The Treelands Drive business area has also been identified as a CBD area for Yamba and has been defined as follows. The business properties on the western side of Treelands Drive and the business properties on the eastern side of Treelands Drive between Yamba Road and Roberts Close. A map showing this CBD boundary is attached, refer Appendix A.

2024/2025 Rate Levy

Business E – Grafton and South Grafton

Grafton CBD (north side of the river) defined as business properties within the following area – from the river up Mary Street to Bacon Street, down Bacon Street to Queen Street, Queen Street to Oliver Street, down Oliver Street to Villiers Street, Villiers Street to Clarence Street and then down Clarence Street to the river. A map showing this CBD boundary is attached, refer Appendix A.

South Grafton CBD defined as business properties within the following area – from the river down Cowan Street to Ryan Street, then east along Ryan Street to Bligh Street, along Bligh Street to Vere Street, Vere Street to Kelly Street, Kelly Street to the Pacific Highway, along Schwinghammer Street to Heber Street and then back to the river. A map showing this CBD boundary is attached, refer Appendix A.

Business F – Grafton and South Grafton Other

Business will include all business properties located outside the boundaries of the Grafton and South Grafton CBD areas including the business properties located at Junction Hill and Trenayr. A map showing the Junction Hill and Trenayr business boundaries is attached, refer Appendix A.

Pensioners

In accordance with Section 575 of the Local Government Act 1993, ratepayers that hold a current Pensioner Concession Card may be eligible to receive a rebate on rates for a property that is their sole or principal place of residence. The rebate varies from one property to another and will be calculated at the time the application is made.

The rebate for a full year from 1 July to 30 June will be based on 50% of the residential rate levy to a maximum of $250, 50% of the water levy to a maximum of $87.50, 50% of the sewerage levy to a maximum of $87.50. Where 50% of the water levy is less than $87.50 in one year, the remaining pension entitlement will be applied to the water consumption account until the maximum of $87.50 has been granted.

Pro rata rebates are available and will be calculated for each full quarter following the quarter in which the pensioner becomes eligible.

Rate Structure

The Rate Levy tabled on the next page is a summary of the recommended Rate Structure for 2024/2025 which includes an increase of 4.7% to the general income as originally suggested by The Independent Pricing and Regulatory Tribunal (IPART) under section 506 of the Local Government Act. The number of properties, total yield and rates in $ have been updated to reflect the most recent land valuation/ property adjustments as supplied by the Valuer Generals Department.

The rate structure for 2024/2025 also contains the following:

 Yamba, Maclean and Townsend Residential Categories Base Amount increases from $540 to $560.

 All Business Rating Categories (except Grafton and South Grafton) Base Amount increases from $540 to $560.

 Residential – “Outside Town Areas” and Residential A – “Coastal Villages”.

 Minimum increases from $712 to $739.

 Farmland Category as a Base Amount increases from $350 to $363.

 Jetties Category will be charged a minimum rate of $68.

Rate Structure

Residential – Ashby, Chatsworth, Copmanhurst, Brushgrove, Gulmarrad, Harwood, Ilarwill, Lawrence, Palmers Island, Coutts Crossing, Woombah, Cowper, Glenreagh, Swan Creek, Tucabia, Ulmarra, Waterview, Seelands, Eatonsville, Illarwill, Tyndale plus rural residential areas. This includes residential flood prone land (9 properties)

Residential A – Angourie, Brooms Head, Diggers Camp, Iluka, Sandon River, Minnie Water, Wooloweyah, Wooli

3. Water Charges

Council’s water charging structure is made up of two components, a fixed annual access charge levied on properties with access to the water supply and a usage charge based on the volume of water consumed.

Water Access Charge – Annual Charges (Section 501 LGA)

Fixed water access charges for both Residential and Non-Residential properties are charged depending on water meter connection size and the number of services connected to the property.

To properly reflect the water load a water connection can place on the system, annual access charges are proportional to the square of the size of the customer’s water supply service.

An annual water access charge will apply to all properties (including strata titled lots and vacant land) that are able to connect and are within 225 metres of Council’s water mains.

Vacant land which does not have a water meter connected will be charged the unconnected charge.

Council will not levy a water access charge for standalone fire service water meters unless the

service is consuming water for anything other than firefighting or testing purposes.

For properties that have a master water meter connection and individual water meters downstream of the master meter, access charges will be levied based on the sizes of the connected downstream meters. The master meter will not attract an access charge.

Council will provide a water allowance for customers requiring home dialysis treatment that may require additional water consumption by the resident and as advised by the North Coast Area Health Service, with the allowance provided on a tri-annual basis.

Water Usage Charge – Annual Charges (Section 502 LGA)

A volumetric water usage charge will be levied based on the water usage recorded as passing through the water meter/s servicing each property. Water meters are read and billed on a tri-annual basis.

The charges for 2024/2025 are shown in Table 1 where an increase of 6% has been applied.

Fire Service consumption - water usage registered on fire service meter that was not for the purpose of the fire service, charged per kl

Non-residential High Consumption Charge (for developments that were approved after 01/07/21) for average daily water consumption above 1.233kl/day per billing period.

Table 1: 2024/2025 Water Consumption Charges

Table 2 represents the application of NSW Department of Planning and Environment guidelines where the Fixed (Access) Water Charge is charged using each residential and non-residential customer’s actual meter and is known as a “pure meter” based approach.

All customers pay based on their meter size.

Meters greater than 20mm are scaled up using the follow formula:

Service availability charge

(meter size in mm)2 x charge for a 20mm meter

400

Table 2: Fixed (Access) Water Charges for 2024/2025

*The access charge for meter sizes greater than 20mm is calculated on the square of the meter size compared with a 20mm meter.

Untreated water consumers supplied direct from trunk mains prior to treatment are charged at half of the above access charges. Council does not approve any additional untreated water connections.

NSW Department of Planning and Environment requires a single charge for both residential and non-residential consumers. Charges for 2024/2025 will be in accordance with Table 3.

Table 3: Proposed consumption charge for 2024/2025

4. Sewerage Charges

Council’s sewer pricing structure for residential, non-residential and properties exempt from Ordinary Rates is outlined on the following page.

An annual Sewer Residential Connected Charge applies to all properties (including strata titled lots) that are connected to the Council’s sewer main.

Residential properties are charged the annual Sewer Residential Connected Charge per connection or separate occupation, within the Sewerage Access area and connected to the sewer. In respect of Residential Flat Buildings or properties under separate occupation, the Sewer Residential Connected Charge will be equal to the number of residential flats or separate occupation multiplied by the Sewer Residential Connected Charge for a single connection.

Properties within a pressure sewer zone are charged $25 less than properties in a gravity sewer zone to reflect the average cost of pressure pump electricity consumption which is paid for by the property. This charge is to be known as the Sewer Residential Connected Pressure System charge.

The non-residential sewer charge is the sum of the access charge and the generation charge, with a minimum charge of the residential charge ($1,327 for 2024/2025). As meters are read three times per year, the minimum non-residential charge will be calculated on an equivalent charge of $3.63 per day.

Properties exempt from Ordinary Rates in accordance with the Local Government Act are charged the Non-Rateable Sewer Connection Charge per connection or separate occupation, within the Sewerage Access area and connected to the sewer. In respect of Residential Flat Buildings or properties under separate occupation, the Non-Rateable Sewer Connection Charge will be equal to the number of residential flats or separate occupation multiplied by the Non-Rateable Sewer Connection Charge for a single connection.

Vacant land with no connection to Council’s sewer main but within 75 metres of Council’s sewer main and able to connect in the future, will be charged the Residential Sewer Availability Charge.

There is no fixed sewer access charge on standalone fire services.

Table 1 below shows the sewerage charges for 2024/2025 and Table 2 shows the access charge for non-residential properties

Table 1: Charges for 2024/2025

exempt from Rating under Sec 556 Sewer Connection Charge (per

Non-residential High Consumption Sewerage Generation Charge (for development approved after 1 July 2021) for sewerage generation above 0.74kL/day per billing period – and connected to Clarenza, North Grafton and Coutts Crossing sewerage treatment plants

Non-residential High Consumption Sewerage Generation (for development approved after 1 July 2021) for sewerage generation above 0.74kL/day per billing period – and connected to Woodford Island, Yamba and Iluka sewerage treatment plants

1. Properties within a pressure sewer zone are charged $25 less than properties in a gravity sewer zone to reflect the average cost of pressure pump electricity consumption which is paid for by the property

2. The non-residential sewer charge is the sum of the access charge and the generation charge, with a minimum charge of the residential charge ($1,327 for 2024/2025). As meters are read three times per year, the minimum non-residential charge will be calculated on an equivalent charge of $3.63 per day.

3. Residential properties are charged the Sewer Residential Connected Charge per connection or separate occupation, within the Sewerage Access area and connected to the sewer. In respect of Residential Flat Buildings or properties under separate occupation, the sewer residential connected charge will be equal to the number of residential flats or separate occupation multiplied by the Sewer Residential Connected Charge for a single connection.

Table 2: Fixed (Access) Sewer Charges for 2024/2025

*The access charge for meter sizes greater than 20mm is calculated on the square of the meter size compared with a 20mm meter. Liquid trade waste fees and charges are shown in the fees and charges section.

5. Waste Management Charges

The Domestic Waste Management (DWM) charge must be determined each year pursuant to Section 496 of the Local Government Act, 1993. This charge is audited by Council’s external auditors to ensure that the rate is reasonable and that the cost of collecting and processing domestic waste throughout the Council area is relative to the charge for providing the service.

Council resolved at its meeting held on the 23 August 2022 to accept a tender from JR Richards and Sons to provide domestic waste collection and waste processing services for the next 10 years. Due to savings from the new domestic waste contract, there will be no increase in the domestic waste charges for the 2024/2025 financial year.

At the Council meeting held on the 28 March 2023, it was resolved to commence a new bulky waste collection model from 1 July 2023 that aligned with the new 10 year Domestic Waste Management Contract.

Council levies a waste management charge pursuant to Section 501 of the Local Government Act 1993 on all rateable properties. The levy contributes to the cost of developing waste management infrastructure such as waste transfer stations, landfills, composting facilities, recycling centres and other services such as litter collection. The 2024/2025 levy has increased from $70 to $72.

6. On-Site Effluent Disposal Systems

Council levies an annual “Residential – Onsite Wastewater Management” charge on Rates and Charges Notices that partly funds a range of services provided by Council in regard to the management of on-site sewage management systems such as impartial advice, inspections, administration and education. The annual charge funds the required level of auditing of the 9,439 on-site sewerage management systems and has been indexed by 4% from $46 (2023/2024) to $48 (2024/2025). The charge is levied on all properties with on-site effluent disposal systems and the charge is known as “Residential – Onsite Wastewater Management” Charge

7. Backflow Prevention Device Annual Charge

The annual charge to fund the administration of the backflow prevention device program including the auditing of the backflow devices has been indexed by 6% from $65 (2023/2024) to $69 (2024/2025). The charge is levied on properties that have containment backflow prevention devices that are required to be annually tested and

certified in accordance with Council’s Backflow Prevention and Cross Connection Control Policy. The charge known as “Non-Residential Backflow Prevention Device” Charge, is per annum and per containment device. There are currently 103 Backflow Prevention Devices to administer.

8. Stormwater Annual Charge

In accordance with Section 496A of the Local Government Act 1993 and regulation 125A of the Local Government (General) Regulation 2005 (LGR) Council will levy a Stormwater Management Service Charge against rateable properties for which the service is available. Council has identified the residential and business properties that are within Council’s urban stormwater catchment areas that will be subject to this charge.

The following charging methodology will be used by Council using the guidelines released by the Office of Local Government as well as considering Section 510A of the Local Government Act 1993 and regulation 125AA of the LGR.

The guidelines provide Council with the opportunity to levy charges on a catchment area or global basis, while ensuring that the total income generated does not exceed the level of expenditure for new and additional stormwater management services.

Council has a stormwater capital works program and as a result, a global approach will be used to enable significant works to be funded at a given time using all revenue levied, rather than waiting to collect enough funds in individual catchments. In accordance with these guidelines, Council still needs to ensure equitable distribution of stormwater management services over time.

Eligible Properties categorised as Residential (Not being Strata Titled) – LGR 125AA (1)(a)

A flat charge of $25.00 for a “Stormwater Management Charge – Residential” is to be charged against each eligible assessment categorised as Residential within the urban stormwater catchment. This charge is uniform across all urban catchment areas to minimize administration costs.

Eligible Properties categorised as Residential (Strata Units) – LGR 125AA (1)(c)

The cost of managing stormwater runoff from impervious surfaces is usually substantially less per residential strata lot than per standard residential property. It is for this reason that a flat charge of $12.50 for a “Stormwater Management Charge –Strata Unit” is to be levied against each eligible residential strata unit within the urban stormwater catchment. This charge is uniform across all urban catchment areas to minimize administration costs.

Eligible Properties categorised as Business (Not being Strata Titled) – LGR 125AA (1)(c)

A “Stormwater Management Charge – Business” is to be charged against each eligible assessment (not being strata titled) and categorised as business, within the urban stormwater catchment area. This charge is based on the total impervious area of the property. A charge of $25.00 for each 350 square metres of impervious land or part thereof will be levied up to a maximum of $500.00. The criteria for charging business properties by using property impervious areas had been recommended using the guidelines provided by the Office of Local Government.

Eligible Properties categorised as Business (Strata Units) – LGR 125AA (1)(d)

A Stormwater Management Service Charge will be levied a $12.50 charge on each eligible business strata unit within the urban stormwater catchment area.

9. National Competition Policy – Business Activities

In accordance with Pricing and Costing for Council Businesses – A Guide to Competitive Neutrality Council has declared the following activities as business activities.

Category 1

(where gross operating turnover is over $2 million)

Clarence Valley Council Water Supply

 Provision of Water Supply Services

Clarence Valley Council Sewerage Services

 Provision of Sewerage Augmentation

 Reticulation and Treatment

Clarence Coast Holiday Parks

 Camping and Holiday Park Accommodation

Category 2

(where gross operating turnover is less than $2 million)

Council has no category 2 businesses

10. Fees and Charges for 2024/2025

Clause 201 of the Local Government (General) Regulation 2005 provides that Council’s Revenue Policy must include a statement of the types of fees proposed to be charged by Council, the amount of each fee, estimated yield and the proposed pricing methodology for each fee.

A schedule of Fees and Charges for 2024/2025 has been prepared and is available on Council’s website at www.clarence.nsw.gov.au. Council’s schedule of Fees and Charges has 1,532 fees including 32 new fees.

Each fee or charge has been categorised as follows:

U - User Pays Council pricing reflects the nature of service and costs.

R - Regulatory The price is set by Council for a goods/service which Council has a regulatory right or obligation to provide.

S - Statutory The price charged for this goods/ service is a statutory charge set by government regulation.

Details of those fees and charges subject to GST and exempt from GST are identified in the schedule of Fees and Charges. The GST status of each charge/fee depends on whether there is consideration for a supply. Some fees and charges are exempt from GST in accordance with the Federal Treasurer’s Determination under Section 81-5 of the A New Tax System (GST) Act 1999 as amended, and as assessed under the Tax Laws Amendment (2011 Measures 2 No. 2) Bill 2011: exempting taxes, fees and charges from the GST. Generally, where permissible, the majority of Council’s fees and charges have been increased by an estimated CPI amount of 4% and rounded. Some prices vary outside CPI based on specific issues impacting the operations, costs, or pricing parameters of the particular service. Regulatory or statutory fees will increase in line with government pronouncements.

The following pricing categories have been used in determining the fees, which are summarised below:

 Full Cost Pricing - Fees are set to enable the recovery of all direct and indirect costs involved in the provision of a service.

 Subsidised Pricing - Fees and charges are set at a level that recovers less than the full cost incurred in service delivery. In effect some level of subsidisation is factored into the price.

 Market Pricing - Fees and charges are based on current market fee structures. The market price is usually determined by examining competitors’ prices and may have little relationship to the cost of providing the service.

 Statutory Pricing - Fees and charges are set to comply with statutory legislation.

Sewer and Water Connection Fees

Sewer and water connection fees are calculated as outlined in Council’s Policy “Sewer and Water Capital Contribution Credits for Properties not paying availability charges as at 28 June 2005”.

This policy specifies that the connection fee for properties not paying sewer and/or water availability charges as at 28 June 2005 will include a capital component. The capital component for sewer is equivalent to the capital contribution for 1 sewer Equivalent Tenement (ET) and the capital component for a 20mm water meter is equivalent to the capital contribution for 1 water ET. The

capital component for larger size water meters is based on an ET assessment of the meter capacity.

The sewer and water contributions for 1 ET were initially set in the Development Servicing Plans for Sewer and Water adopted by Council on 28 June 2005, with revised Development Servicing Plans adopted by Council in June 2017. Sewer and Water contribution for 1 ET are adjusted annually using the methodology specified in the Department of Primary Industries - Water Guidelines. The sewer and water contributions for 1 ET are listed in the Fees and Charges as “Section 64 contributions”.

11. Hardship Ordinary Rates and Annual Charges Policies

The purpose of these policies is to establish guidelines for the General Manager and staff on providing appropriate assistance to ratepayers suffering financial difficulties with the payment of Ordinary Rates and Annual Charges in both normal times and in times of natural disaster and health pandemics.

The intent of these policies is to ensure that ratepayers facing financial hardship, but with the will to make payments against their Ordinary Rates and Charges, have a clear and simplified

way of doing so. Where there is no willingness to make payments against outstanding Ordinary Rates and Annual Charges, the right of Council to take legal action is well-defined.

These policies recognise that ratepayers may at times encounter difficulty in the payment of rates and charges. The Local Government Act 1993 allows Council to provide assistance to those ratepayers. Application for hardship must be made on the appropriate form which is available from Council’s website www.clarence.nsw.gov.au.

Financial Summary

1. 2024/2025 Budget and Long-Term Financial Plan

Assumptions and factors affecting the budget result have been incorporated into the 2024/2025 Budget and 2024/2025 to 2033/2034 Long Term Financial Plan (LTFP) are as follows:

1 Rates

The general rate revenue Rate Peg determined for 2024/2025 is 4.7% p.a. It is then based upon the Reserve Bank Australia CPI forecast to be 3% from 2025/2026 onwards.

For the next 5 years (2024/2025 to 2028/2029), the estimated yield from the now built in SRV component of our rate base will be restricted and then subsequently used to improve infrastructure as per the SRV requirements. The estimated yield in 2024/2025 is $5.8mil per the original SRV application. This built-in SRV is now referred to as the Infrastructure Renewal Value.

2 Pensioners

The percentage of pensioners claiming a rebate on their rates is increasing each year. This is impacted by the current residents reaching the pension age but also by pensioners moving to the Clarence Valley. Based upon current trends it is predicted that the overall number of pensioners will increase 1% pa.

3 Revenue streams and future service requirements

Revenue streams and future service requirements will be adjusted for population growth forecasts where a direct relationship can be determined. Population forecasts will be based upon the Forecast Id consultant’s population projections for the Clarence Valley (currently + 0.65% p.a.).

4 Operating Expenditure

From 2024/2025 onwards recurrent operating expenditure will need to be indexed at least by 4% pa as inflation is now predicted to remain high until early 2025 before slowly declining in subsequent years. The RBA November Monetary Policy Statement predicts a CPI for 2024/2025 of 4% dropping to 3% by June 2025.

5 Operating Revenue

2024/2025 onwards will initially be increased in line with service deliverables and as evidenced through discussion with management. A general indexation rate of 4% p.a. will be applied on all general revenue streams where no other evidence is available to support a specific revenue increase.

6 Interest and investment income

Interest and investment income is forecast at a conservative average rate of 3.75% per year, based on the running yield of Council's investment portfolio (value average $125 million per month) which takes into account the large Capital Works Program projected from 2024/2025 to 2027/2028.

7 Water Charges

Water Charges will be indexed by 6% pa from 2024/2025 to 2033/2034 as impacted by recent changes to EPA requirements and to support large water infrastructure renewal projects in future years.

8 Sewer Charges

Sewer Charges will be indexed by 4% pa from 2024/2025 to 2033/2034 allowing for future capital works.

9 Domestic Waste Management Charges

Domestic Waste Management Charges will be calculated based upon the reasonable cost requirements. The specific Domestic Waste Charge income funds the operating and maintenance costs associated with providing the service.

10 Operating Grants

Council has assumed it will continue to receive operating grants in relation to ongoing operations (where evidenced by management) and that these will generally increase annually in line with estimated indexation of 4%. Operating grants received for specific project related purposes have been included in the year Council anticipates they will be received.

11 Capital Grants

The capital grants applied in the model will be based on the pre-covid capital grants for 2021/2022 as indicated in the original 2021/2022 capital works program. These assumptions have been carried out into latter years.

12 The Financial Assistance Grant

The Financial Assistance Grant value is estimated at $13,644,000 which is an increase of approximately 4%. This assumes the current prepayment arrangements will stand however it is noted that the actual value and payment will be determined by the Federal Government in late May 2024. Council has assumed over the 10 years of the LTFP that the "in advance" tap has not been turned off, and therefore Council does not have to report a drop in Financial Assistance Grant income.

13 Tax equivalent dividends

Tax equivalent dividends will be based upon the maximum allowable rate of $3 per assessment (which equates to approximately $70K from the Water Fund and $80K from the Sewer Fund). These figures will be adjusted by each estimated charge increases, and population increases.

14 Return on Capital

In addition to the tax equivalent dividend, council can charge a Return on Capital invested from the Water and Sewer Fund if operating surpluses are achieved. Due to recent changes being imposed by the EPA and the extent of future capital works required, no dividends are proposed for the next two years commencing 2024/2025. From the 2026/2027 the amounts will be determined once the updated LTFP has been completed.

15 Organisational Structure

All positions on the adopted organisation structure to be funded unless otherwise indicated.

16 Wage increases

Wage increases are forecast as per the 2023 to 2026 NSW Local Government State Award. 3.5% 2024/2025, 3% 2025/2026 then forecasted at 2.5% each year from 2026/2027. It is predicted that wages will continue to increase by 2.5% based on the fact that the wage increase is generally less than the actual CPI which is predicted to be 3%. In addition, in 2024/2025 the award includes a $1,000 additional Award payments for each employee. This is estimated to total $450K per year.

17 Leave Entitlement

Leave Entitlement accruals will be based upon the assumption that all positions in the organisation structure will be filled.

18 Workers Compensation

Workers Compensation premiums will be based upon 3% of the estimated wages from 2024/2025 onwards which allows for the adjustment to the basic tariff for claims history. The historical Basic Tariff Premiums as a % on wages is as follows:

 2019/2020 = 2.594%

 2020/2021 = 2.594%

 2021/2022 = 2.8%

 2022/2023 = 2.37%

Over the last three years claims performance history percentage continues to significantly increase, (calculated as the Claims Amount divided by the Basic Tariff) this has nearly tripled from a percentage of 3.23% in 2020/2021 to a current YTD 9.06% in 2023/2024. This will have an impact of higher premiums over the next three years especially if this trend continues and even to a greater extent if the trend worsens.

Council historically receives a Work, Health and Safety rebate this is now called the Safety and Wellbeing Incentive. For 2023/2024 this is estimated to be up to a maximum of $121,767.

19 Superannuation

Employees are generally in one of either of two schemes being:

a. The Defined Benefits scheme, are calculated as per employee elected contribution

b. The Super Guarantee Scheme (SG), Council is legislatively required to contribute 11.5% of the employee's gross wages for 2024/2025. The SG rate will then be increasing to 12% from July 2025 which at this stage will then remain fixed at this rate into the foreseeable future.

20 Electricity expenditure

Electricity expenditure varies by fund and historically have been up and down from year to year. On that basis an average amount for 2024/2025 has been determine which will then be indexed 3% from 2025/2026 as follows.

 General Fund $525K

 Water Fund $360K

 Sewer Fund $800K

 Holiday Parks $300K

21 Electricity expenditure

Street lighting charges have historically been up and down based upon this the forecast for 2024/2025 will be indexed by CPI of 4% and then 3% from 2025/2026.

22 Insurance

Due to the current hard insurance market, all insurance will continue to increase higher by than just CPI. Council Insurers are predicting the following conservative percentage increases but the final premiums will not be known until next year.

 Property 7.5%

 Public Liability 7.5%

 Councillors and Officers Liabilities 10%

 Cyber Liability 20%

 Personal Accident and Corporate Travel 5%

 Environmental Liability 7.5%

 Motor Fleet 5% plus any increase in unit numbers

 All other General Insurances 5%

23 State Emergency Levies

State Emergency Levies historically have been up and down from year to year excluding rebates that were provided in 2020/2021 and 2021/2022. On that basis an average amount of $242K for 24-25 has been determine which will then be indexed 3% from 2025/2026.

24 Rural Fire Contribution

Rural Fire Contribution historically have been up and down from year to year excluding rebates that were provided in 2020/2021 and 2021/2022. On that basis an average amount of $1,250,000 for 2024/2025 has been determine which will then be indexed 3% from 25-26.

25 Surf Life Saving contributions

Surf Life Saving contributions to Minnie Water and Yamba have not increased in the last 3 years on that basis assume an increase of 10%.

26 Surf Life Saving Contracts

Surf Life Saving Contracts have increased by 2.5% pa for the last 3 years. From 2024/2025 forecast the increased by the predicted CPI increase. 2024/2025 4% and then 3% from 2025/2026.

26 Borrowing

New Loans which maybe required to part fund the Regional Aquatic Centre renewal and upgrade, Yamba Community Precinct renewal and upgrade and possibly water network infrastructure will be based upon an estimated interest rate of 6% over 20 years. The amount required will depend on the success of current grant submissions.

*Whilst these assumptions provide a general guideline there are items in the budget that are predetermined, for example services that are subject to tender.

2. Best practice dividends from Water and Sewer Funds

Department of Climate Change, Energy, the Environment and Water’s ‘Regulatory and Assurance Framework’ for local water utilities provides that a dividend can be paid from water and sewer surpluses to General Fund provided the utility has in place effective, evidence-based strategic planning in accordance with sections 3 and 4 of the framework.

The criteria that must be satisfied for a dividend to be met are:

1 Calculate any dividend payment in accordance with the methodology in section 4.2 of the framework.

2 Be able to demonstrate there is a surplus.

3 Demonstrate full cost-recovery pricing and developer charges.

4 Have in place effective, evidence-based strategic planning in accordance with section 3 of the regulatory and assurance framework.

5 Demonstrate financial reports are a true and accurate reflection of the business.

6 Demonstrate that the overhead reallocation charge is a fair and reasonable cost.

To be eligible to make a dividend payment from a surplus, a local water utility must:

 Demonstrate best-practice management compliance through an independent compliance audit report; and

 Obtain an unqualified financial audit report for its water supply and/or sewerage business(es).

 Resolve in a council meeting open to the public that it has achieved “substantial compliance” with each criterion in the guidelines.

As per the Water Fund and Sewer Fund 2024/2025 to 2033/2034 Long Term Financial Plans, due to planned capital works programing and updated best practice compliance requirements, neither fund will meet the eligibility criteria in 2024/2025 and as such council is not intending to pay any best practice dividends from Water and Sewer Funds to General Fund.

Appendix A. Business Boundary Maps

Business C – Iluka (Iluka Industrial Area)

Business D – Yamba (Treelands Drive, Yamba)

Business E - Grafton and South Grafton (Grafton CBD)

Business E - Grafton and South Grafton (South Grafton CBD)

Business

F - Grafton and South Grafton Other (Junction Hill)