IP&R Progress report by Clarence Valley Council

Delivery Program

June 2026

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.

Purpose of the Delivery Program Progress Report

This report presents the progress on Council’s performance against the Delivery Program (4-year). It enables councillors and the community to understand how we are tracking in relation to specific actions outlined in the Operational Plan (1year).

The Delivery Program is part of the Integrated Planning and Reporting Framework (IP&R) which guides the way councils in NSW develop, document, delivery and report on long term plans for their community. For more information on the IP&R Framework, visit clarence.nsw.gov.au/IPR

Executive Summary

This report provides an overview of Clarence Valley Council's progress in delivering the commitments outlined in the 2025–2029 Delivery Program and the 2025/2026 Operational Plan for the reporting period 1 January 2026 to 30 June 2026

The Delivery Program translates the long-term aspirations of the Clarence 2036 Community Strategic Plan into practical actions, projects and services that Council is responsible for delivering. This report demonstrates Council's commitment to transparency and accountability by outlining progress made against the strategic objectives that contribute to a connected, prosperous, sustainable and well-governed Clarence Valley.

Highlights

During this reporting period, Council continued to deliver a broad range of initiatives and essential services across the Clarence Valley, with strong progress achieved across all five strategic objectives of the Community Strategic Plan.

Key achievements included:

• Continued investment in community wellbeing through the delivery of grants, community development programs, accessible services and support for local organisations.

• Significant progress in promoting economic development, tourism and business capability, including expanded marketing initiatives, business workshops and support for regional industries.

• Ongoing investment in strategic planning, infrastructure planning and environmental management to support sustainable growth and improve community resilience.

• Continued delivery of essential infrastructure projects, maintenance programs and asset renewal activities across the local government area.

• Strengthened governance, advocacy, community engagement and communications, with increased opportunities for residents to participate in decision making and remain informed about Council's work.

• Focus on responsible financial management, service delivery and organisational improvement while responding to emerging opportunities, changing community needs and external funding opportunities.

Performance Snapshot

During the reporting period Council has:

• Supported local community organisations through grant funding, advice and partnership opportunities.

• Expanded community engagement through Clarence Conversations, digital communication platforms and face-to-face consultation.

• Delivered programs supporting accessibility, inclusion and community participation.

• Increased the reach and effectiveness of tourism and economic development marketing campaigns.

• Continued strategic advocacy on behalf of the Clarence Valley across infrastructure, health, housing and regional development priorities.

• Progressed major strategic planning projects to support future housing, economic growth and environmental sustainability.

• Continued to improve organisational capability, governance and service delivery across Council operations.

Many initiatives have delivered measurable benefits for the community through increased participation, improved access to services, stronger partnerships, enhanced communication and ongoing investment in the region's future.

Looking Ahead

While the majority of actions remain on schedule, several complex projects will continue into the next reporting period due to their scale, consultation requirements, funding availability or dependency on external agencies. These projects continue to progress and remain important priorities for Council.

During the rest of 2026, Council will continue to focus on delivering the commitments contained within the Delivery Program while maintaining financial sustainability, improving organisational performance and responding to the evolving needs and expectations of the Clarence Valley community. Council remains committed to delivering services efficiently, making informed decisions, and working collaboratively with our community, government agencies, businesses and stakeholders to achieve the shared vision of a vibrant, sustainable and connected Clarence Valley.

Get involved in Council business

Council is focused on providing timely and transparent communications with the community in relation to Council business. Here are a few ways that you can learn more, stay up to date and participate in informing decisions that impact you.

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Strategic Themes

The Delivery Program is aligned to five strategic themes as set out in the Community Strategic Plan.

Community

a community that is safe, connected and inclusive.

Infrastructure

infrastructure and facilities that are safe, accessible and serve the needs of the Clarence.

Economy

a diverse economy that complements the environmental and social values of the Clarence.

Environment

a natural environment that is protected from local and global pressures.

Leadership

open and transparent leadership that effectively sets and delivers the long-term goals of the Clarence.

COMMUNITY

OBJECTIVE CO1: A proud and inviting community with opportunities to connect, belong and feel safePL3_ SPL3_DESC}

STRATEGY ACTION

CO1.1 Promote access to services, information, employment and the rights of people with disability

Report annually on actions of the Disability Inclusion Action Plan as required by legislation to NSW Government

Partner with the community to celebrate International Day of People with Disability

Partner with community-based organisations to deliver free accessibility workshops for businesses, tourism operators and local Chambers of Commerce

Enhance Council communications with accessible and inclusive content to raise awareness about the valuable contribution people with a disability make to our community

STATUS UPDATE

Council has delivered two workshops including Council staff:

- Accessible Exhibition Design

- Accessible Tourism.

Completed and reported in July – Dec 2025 report.

Partnered with Business Yamba, Maclean and Grafton Chambers to deliver two free accessibility workshops, equipping 20 businesses with practical tools and resources to improve accessible and inclusive tourism experiences.

Council continued to promote accessibility and inclusion through its ongoing communications, ensuring community information was presented in accessible formats and highlighting inclusive services, facilities and community initiatives where appropriate. Accessibility considerations remained an integral part of Council's communication planning and delivery, supporting equitable access to information for all members of the community.

Increase access to information by producing it in a variety of accessible formats for different needs and capabilities

Increase community awareness about Council's services that support access and inclusion

Communications produced in a variety of accessible formats including digital and hard copy. Website applies to the principles of Website Content Accessibility Guidelines (WCAG) for local government. Website testing for accessibility completed on corporate, gallery and new library website with recommendations implemented. All the communications and engagement teams have been working with an internal staff member with lived experience, to learn, review/audit, and provide recommendations for accessibility improvements. This has also improved the team’s awareness of how people with disability navigate and experience our content and programs.

Council continued promoting services and facilities that improve accessibility across the Clarence Valley. In March, Council promoted a free accessibility workshop to encourage community participation and increase awareness of inclusive practices.

CO1.2 A community with equal access to services, events and opportunities

Investigate options to make exhibitions more accessible and inclusive to a range of disabilities

The Clarence Regional Aquatic Centre also received external recognition, winning the IPWEA 2026 Engineering Excellence Award in the Projects Greater Than $5 Million category.

These initiatives were promoted through Council's social media channels (18,270 followers), website (average 37,436 monthly visits) and weekly Noticeboard e-newsletter (2,549 subscribers).

Produced and launched the Art Cart engagement kits for aged care and community groups for public loan.

Fourteen staff participated in Accessible Exhibition Design training delivered by Accessible Arts NSW at Grafton Regional Gallery in on 9 June 2026.

Contracted 2 exhibitions with 2 public programs featuring disabled artists

GRG Website Accessibility improvements: font, sizing, information updates, audio labels, image descriptions.

Administer the Community Initiatives Program under the Donations Policy

Administer the Sports and Cultural Trust Fund

Support the local community sector and stakeholders by participating in external interagencies

A total of $43,490.54 was distributed to a range of community groups and organisations across the Clarence Valley in round two to ensure our community has equal access to services, events and opportunities.

19 community groups were funded for:

- cash (12)

- fee waiver (3)

- rates (1)

- DA fee waiver (1)

- education awards (2)

Seven young people were supported under the Sports and Cultural Trust Fund to access a range of national and international sporting, cultural and civic opportunities totalling $3,300.00.

Nine community services networks and interagencies were supported with attendance, support and advocacy:

- Clarence Valley Domestic and Family Violence Committee

- Lower Clarence Welfare Interagency

- Grafton Liquor Accord

- Lower Clarence Liquor Accord

- Grafton Services Interagency

- Clarence Valley Child & Family Network

- Clarence Valley Case Coordination

- Clarence Valley Club grants

- Mental Health Month Planning

CO1.3 Prepare precinct plans or character statements for prioritised towns and villages to increase community connection, enable sustainable growth and enhance their identity

Promotion of events that connect the community

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

Supported the promotion of community events through My Clarence Valley by delivering digital marketing campaigns, event listings, social media promotion, newsletters and visitor information, helping connect residents and visitors with local events across the region.

25 organisations were provided with support / advice on external funding opportunities.

13 organisations shared almost $200k in Community Building Partnership funding this year.

3 organisations were among the 13 successful applicants to the Northern Rivers Community Foundation grant.

4 organisations shared almost $50k in FRRR Small and Vital funding this year.

41 community members participated in 4 grant workshops. Support stakeholders and event organisers to deliver and promote accessible events and programs

Delivered an accessible workshop in Grafton in March 2026 in partnership with Inclusive Tourism Co., supporting event organisers across the LGA to improve accessibility and inclusion practices with 10 attendees.

Deliver the annual Illuminate Jacaranda project in See Park This item is complete.

Support ANZAC Day commemorative events

Host citizenship ceremonies and Citizen of the Year Awards

Complete character statements to advance Local Housing Strategy actions in Grafton and Yamba

Supported and delivered 15 commemorative events across the Clarence Valley.

Three citizens ceremonies were held from January to June (January, March and June). 58 total citizenships were awarded.

Citizens of the Year awards were held at Yamba Bowling club with a total of 98 attendees.

Yamba Hill Intervention Character Statement has been drafted considering the existing and future character with the proposed change in land use zoning from R1 to R3. Targeted consultation is planned with land holders within the identified intervention area for Yamba in Q1 of the 2026/2027reporting period.

Grafton Character Statement incorporates three separate planning interventions for Grafton and assesses the different local character for each area based on built form, landscape character and urban pattern to determine appropriate areas to increase building height and density.

The character statements and community consultation will inform a Planning Proposal and associated planning controls required to implement proposed changes to the LEP.

CO1.4 Maintain a library network to support growth, learning and a sense of community

Engage with local towns and villages to understand their community aspirations and ideas to identify economic opportunities and support future planning

Administration of the Clarence Regional Library (CRL) Advisory Committee

Deliver recommendations of the Public Library Services Review

The preparation of a Planning Proposal to progress the Local Housing Strategy will continue under the Operational Plan 2026/2027.

Engagement was undertaken in previous reporting period.

CRL Committee Agendas, reports and minutes completed on time and onboarding of New Council Delegates undertaken. News from NSW Public Library Association and North East Zone meetings forwarded.

Data from surveys and workshops with community, library staff and council officers have been analysed, statistics and operations have been reviewed, and a report is being prepared detailing the findings of the review and identifying key recommendations for action for the 2026/2027 financial year.

CO1.5 Enhance public safety, health and liveability though partnerships and the use of Council’s regulatory controls and services

Implement the Clarence Regional Library Strategic Action Plan

Highlights include development of the new library website, more than 120 new First Nations books including local First Nations authors purchased, fibre installation at Yamba and Dorrigo Libraries, wifi upgrades for other libraries, NBN Upgrades scheduled for Iluka & Maclean. Growth in Anime/Manga and Wonderbooks collections. Successful programs for Youth (Live n Loud) children (Storytime, Baby Bounce & Toddler Time), Seniors (Vintage Film Club & Getcha Game On) and First Nations (film for Reconciliation Week in Yamba).

Implement the operating model for the Yamba Library Growth in use of the Yamba Library, under new operating model, includes:

• memberships increased by 23% (3,787 to 4,656)

• loans (excluding renewals) increased by 51.4% (26,676 to 40,391)

• total issues increased by 52% (26,867 to 40,768)

• reservations placed increased by 82.2% (2,505 to 4,565)

• programs delivered increased by 70.4%

• program attendance increased by 183.7%

Deliver community information and education campaigns (Lock it or Lose it and Look, Lock, Leave)

A communications schedule for promotion of the following programs was delivered as follows:

• Look Lock Leave – reach 11,338 and 72 interactions.

• If you See Something Say Something – reach 14,013 and 129 interactions.

• Domestic Violence Prevention month – reach 10,217 and 210 interactions.

• 14 Days of Activism – reach 6,428 and 88 interactions.

• International Day of Persons with Disabilities – reach 10,886 and 244 interactions.

Work in partnership with Clarence Valley Domestic and Family Violence Committee to support events and activities

Investigate funding and resources to develop local partnerships with high schools to deliver a healthy relations program

Look Lock Leave was further supported through provision of collateral to Holiday Parks for further promotion.

Council continued to support community awareness and action on domestic and family violence through ongoing collaboration and advocacy. This included attending monthly network meetings and contributing to local awareness activities. Council showed visible support for these campaigns through street banner displays and special lighting of the Clocktower, including purple lighting during Domestic and Family Violence Prevention Month in May.

No new funding programs have been identified for new projects, however 5 One Stop Shops to 377 year 9 students in collaboration with stakeholders involved in the Clarence Youth Network were delivered. Partners include but not limited to Bulgarr Ngaru Aboriginal Service, New School of Arts, Serco, Clear Minds, headspace Grafton and the Buttery.

Implementation of Assets Protection Zone maintenance across 24 sites as per the Clarence Valley Bush Fire Risk Management

Works completed on the 13 funded sites, with the Open Spaces team to take on the remainder of APZ under existing mowing program.

OBJECTIVE CO2: The rich cultures of the Gumbaynggirr, Bundjalung and Yaegl people are celebratedPL3_ SPL3_DESC}

STRATEGY ACTION

CO2.1 Develop strong and productive relationships that empower and engage our First Nations communities

In partnership with local First Nations groups, prepare and implement the First Nations Engagement Framework

STATUS UPDATE

During 2025/2026 financial year, community consultation was undertaken to develop the Three Nations One River Aboriginal Cultural Insights and Engagement Guide. Community members expressed a strong preference for prioritising relationship-building and working in partnership during consultations. In response, a revised First Nations Engagement Framework (Schedule) was endorsed by council in June 2026.

Facilitate roundtable meetings between First Nations groups and nominated Councillors to build relationships, trust and collaboration in the things that matter

During 2025/2026 financial year, implementation of the First Nations Engagement Framework (Schedule) was paused whilst community consultation was undertaken to develop the Three Nations One River Cultural Insights and Engagement Guide. Six engagement sessions were conducted with fifty participants from Yaegl, Gumbaynggirr and Bundjalung communities to inform the development of the Three Nations One River Cultural Insights and Engagement Guide. This was complemented by three targeted external stakeholder meetings and four internal meetings to support the document’s proofing and finalisation. An intranet page has been drafted for staff to access the new guide.

CO2.2 Develop knowledge and awareness of First Nations Cultural Heritage and protocols, recognising First Nations peoples value and integrity

Acknowledgement of Yaegl Country, Gumbaynggirr Country and Bundjalung Country in My Clarence Valley promotion

Acknowledgement of Yaegl Country, Gumbaynggirr Country and Bundjalung Country in communications, meetings and signage

Council leadership conducted one meeting with the Yaegl Traditional Owners Aboriginal Corporation.

Council have acknowledged Yaegl Country, Gumbaynggirr Country and Bundjalung Country across all My Clarence Valley promotions by including traditional custodial acknowledgements in our publications, digital content, presentations and visitor communications

Acknowledgement of Yaegl Country, Gumbaynggirr Country and Bundjalung Country has been incorporated across Council communications, meetings and signage. Acknowledgement will always be given when communications are location or culturally significant, ensuring respect for Traditional Owners is consistently maintained.

Implement and report on actions of the Reconciliation Action Plan

CO2.3 Celebrate events and significant dates of importance in the First Nations Community

Build relationships through celebrating National Reconciliation Week (NRW) and recognising significant dates

A 2025/2026 action update plan will be presented to the July Council 2026 meeting. This outlines progress towards RAP actions for the 2025/2026 financial year. Highlights include the Three Nation One River Cultural Insights and Engagement Guide, Native Title Audit and National Reconciliation Week All In staff video.

Council staff attended the Yaegl Elders Reconciliation Week gathering held at the Argyle Hotel, hosted by Yaegl matriarch Aunty Lenore Parker.

58 staff participated in a “one word” video project reflecting on what the 2026 theme “All In” means to them. This initiative encouraged staff to engage in conversations about reconciliation and to further explore information through Reconciliation Australia resources. Awareness was also supported through the distribution of posters across Council workplaces and a special edition of the STRIVE newsletter which had 324 opens and 75 clicks. The All-In video link had 38 unique clicks.

Council delivered engagement activities across four local high schools—Maclean, Grafton, South Grafton and CVAS—as part of the Youth Voice Program. Sessions focused on discussing reconciliation with students participating in a one-word rock art activity that could be displayed within their school grounds.

The annual Close the Gap event was attended by community members and representatives from Council’s leadership team and the elected body, with attendance promoted through social media channels. The Libraries and Community Engagement teams delivered interactive engagement activities to over 1,700 students and community members.

Celebrate NAIDOC week with a flag raising ceremony in Grafton and Lower River

Recognise significant dates and events via Council's internal and external communications channels

Clarence Valley Council recognised National Sorry Day, Mabo Day, and National Reconciliation Week through coordinated communications across its primary social media platforms. • Close the Gap – 18,781 people reached | 297 interactions.

The Yamba Library hosted a screening of Lousy Little Sixpence, which featured local Elders who have since passed. The screening was followed by a reflective workshop, where participants were invited to write messages for Aunty Lenore as part of a shared prayer activity.

Completed in previous period.

Council promoted NAIDOC Week 2026 during the final two weeks of June to build community awareness and encourage participation in local events. Promotion was delivered through Council's website, social media channels and Noticeboard, with internal communications shared with staff through STRIVE

CO2.4 Provide space for active community participation and strong relationships with local Traditional Owners

Promote reconciliation through visible commitment, embracing stories in corporate documents and attendance at events and activities

Council continued to promote reconciliation and celebrate Aboriginal culture through communications, events, and visible organisational commitment. The Clarence Magazine published 18 stories highlighting Aboriginal people, events, and achievements. MyClarenceValley shared 29 Aboriginal related posts, including The Elders Olympics and Sustainable Adventures in the Clarence Valley, reaching more than 51,500 views and strong community engagement. Staff supported and took part in key events such as Close the Gap, NAIDOC Week, Reconciliation Week, cultural workshops, and the Aboriginal Elders Olympics. Council further strengthened cultural recognition by embedding local First Nations stories, place-based imagery, and Aboriginal artwork into key corporate documents, including the Three Mob One River Aboriginal Cultural Insights and Engagement Guide, helping build stronger connections to Country, culture, and community.

Deliver a community engagement plan to support the implementation of the First Nations Cultural and Engagement Protocol

Aligning with Council's Community Engagement and Participation Plan, engagement plans developed to support community consultation for development of the Three Nations One River Cultural Insights and Engagement Guide and implementation of the 2026/2027 Aboriginal Engagement Framework (Schedule).

OBJECTIVE CO3: Art and culture are celebrated, and historical assets preservedPL3_ SPL3_DESC}

STRATEGY

CO3.1 Support and enable arts and cultural events, projects and activities within the Clarence Valley

ACTION

Deliver the 2025/2026 Grafton Regional Gallery Artistic Program

STATUS UPDATE

Grafton Regional Gallery (GRG) Visitation (January to June): 5,835

Public Programs/Events and Activities at GRG: 42 events with 1,452 participants

Artists exhibited at GRG: 91

Exhibitions at GRG: 11

Fired into Being: The Enduring Legacy of Alan Peascod

Atemporal: The Animated Vessel - Avital Sheffer

SIXTY: The Journal of Australian Ceramics 60th Anniversary

1962-2022 - Australian Design Centre

Speaking in Colour - Ken Done

LUNAR BIOME - Esk Studio

Leave Only Footprints - Tamara Dean

Creative Clarence Program: Belinda Curry - Clarence Impressions

Grafton CWA 100 Years - Grafton CWA

Wynne Prize 2025 - Art Gallery NSW

‘We are the land we walk upon’ - Fran Parker, Adrian Stimson & Tess Allas

Creative Clarence Program: Fiona Vesper - Bliss Within Nature

Develop a 5-year plan to develop the Plunge Art and Cultural Festival in line with the new Cultural Plan

Deliver the Plunge Art and Culture Festival and support cultural activity across the Clarence Valley

Develop a plan for the Maclean Community Precinct and activation precinct and auditorium.

Delivered 120 events as part of Plunge 2026, including 31 professional development workshops/events for cultural and creative workers/businesses.

Commenced review of current event performance to inform five year plan once the Cultural Strategy 2036 has been endorsed.

Delivered 120 events as part of Plunge 2026, including 31 professional development workshops/events for cultural and creative workers/businesses.

Business plan completed including analysis of options to inform the decision to undertake an EOI to determine if a suitable operator is available to run the facility, and to support applications for grants to develop operations, programming and development of audiences.

CO3.2 Support Heritage Story Telling Support First Nations programs that facilitates cultural awareness and understanding

CO3.3 Support the Regional Gallery, public art and events that build our cultural identity and grow our creative industries

Partner with First Nations communities to update the Lower Clarence Aboriginal Tourist Site Drive

Promote the Clarence Valley heritage trails and historic walks via My Clarence Valley

Develop the Clarence Artists Program to support professional development opportunities, workshops, and residency programs for local and regional artists

Council continued to strengthen relationships with Aboriginal communities by embedding cultural engagement into the planning and delivery of parks, open spaces, infrastructure, and strategic projects. Through ongoing consultation with Traditional Owners, Aboriginal Land Councils, and community members, Council supported the development of the Three Mob One River Cultural Insights and Engagement Guide and ensured Aboriginal cultural heritage, values, and knowledge were recognised and considered in planning, decision-making, and project delivery.

Supported Yaegl Traditional Owners Aboriginal Corporation with a grant application to fund an app-based update to the Lower Clarence Aboriginal Tourist Drive (their preferred format over a printed brochure). Awaiting grant outcome.

Promoted heritage trails and historic walks through ten social media posts, with ongoing content generation as a continuous activity.

Inaugural Northern Rivers Artist Exchange (Northern Rivers artists only) - 30 applicants processed and assessed for 3 residency placements at GRG in 2026/2027. Successful applicants announced with application pool used for additional programs and exhibitions

Creative Clarence (Clarence Valley artists only) program delivered 2 GRG exhibitions for local artists, 2 travelling fellowships, 3 series of locally delivered workshops in GRG Studio.

GRG open artist residencies (local, regional, national, and international artists) - 10 residencies supporting exhibition and collection development

Artists 1:1 meetings: 190 meetings to exchange or provide advice, opportunities, cultural development.

Support community access to CVC collections through collection management, digital engagement, and exhibitions

Implement the Grafton Regional Gallery Retail Plan

Implementation of the Clarence Valley Cultural Plan to promote cultural activity in the Clarence Valley

Three Collection Exhibitions at Grafton Regional Gallery

Four artists in residence at Grafton Regional Gallery with access to study the collection for exhibitions development. Collections on exhibit at Maclean Library (12,000 Visitors), Roxy Gallery ('GRG: From the Collection' April/May/June 2026).

Collection works are also on loan and hung for display at commercial (Caringa and Westlawn offices, Grafton) and CVC sites including Prince St, Yamba Library and Community Centre, Grafton Library, Maclean, and Rushforth.

Retail focus for The Gallery Store on artwork sales and local makers: 5 of the 11 exhibitions in this period having retail options.

Cultural Strategy 2036 was endorsed by Council for public exhibition on 21 May 2026, with public exhibition from 25 May until 19 June 2026.

CO3.4 Preserve historic buildings to serve current and future needs of the community

Implement the annual Heritage Assistance Grant Program

Consistent with the November 2025 Council resolution, 12 projects were completed with a grant value of $29,600 and a total value of $102,521 towards maintaining heritage properties in the Grafton and South Grafton priority area.

CO3.5 Cultural assets and public art is valued and plays a role in celebrating local arts as well as bringing innovative opportunities to the Valley

Investigate management and funding options for a Nymboida Power House Museum

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

At its 18 June 2026 meeting, Council endorsed the establishment of a Section 355 Committee to enable a community volunteer group, under Council oversight, to activate the Nymboida HydroElectric Power Station as a managed heritage, education and low-impact tourism site, with responsibility for planning and delivering public tours following completion of required safety works and compliance with governance and risk requirements.

Two meetings with Museum and Gallery NSW.

Supported the Museum Supervisor program, as well as providing regular support and advice, to 7 Historical Societies and volunteer-run Museums in the Clarence Valley.

Donated Mayoral Robes to Schaeffer House Historical Society. Arranged the Bidhiinja Exhibition for Yamba Museum (Summer 2025/2026)

Participated in radio broadcasts with Maclean and Lawrence Museums.

OBJECTIVE CO4:

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

Advice and support on 16 public art projects (and associated artists).

Organised cleaning and restoration of Greaves St mural.

Young people are supported in a community that enables growth, development and participation in decision makingPL3_ SPL3_DESC}

STRATEGY ACTION

CO4.1 Increase engagement and include young people in decisions that impact them and their future

Deliver the Youth Voices program to engage young people in decision making

STATUS UPDATE

Council’s Youth Voice program continued to strengthen young people’s involvement in council planning and decision-making, engaging 272 students across four local high schools. Through school-based and lunchtime sessions, young people contributed to a wide range of council projects and activities, including strategic planning, Youth Week and school holiday programs, library services, open space reviews, mental health initiatives, reconciliation activities, community safety, and ideas for future council facilities and services.

Deliver Youth Week 2026 and school holiday programs as per funding from NSW Government

The free Youth Week Program engaged young people in 16 activities and events including the following key highlights:

Live n Loud attracted 572 attendees and reached record number of EOIs. 14 bands performed and two young people emceed the event.

CO4.2 Provide modern library services with spaces, services, collections and activities that meet their needs

CO4.3 Develop partnerships with educational facilities across all ages of learning.

Coordination of Clarence Valley Council Out of the Box Sessions

- Your Future Fest was an opportunity for young people to grasp an idea of what services and career opportunities are available to them. The day was running over 2 sessions, attracting 340 students from various high schools.

- South Grafton High School took ownership of the Youth Run for Mental Health event designing posters, setting the theme, helped with track marshal placement, emceeing the event and participation on the day.

- Maclean High School curated the idea of a Youth Market which was successfully supported by Mudyala.

- Bulgarr Ngaru Aboriginal Medical Corporation organised the Colour Fun Run which attracted 261 attendees.

The Out of the Box Program engaged 212 young people in Yamba and Maclean including, bullrush, limbo, boot camp, soccer, giant jenga, handball, surfboard art, touch footy, shakka art, capture the flag, ping pong, skateboard & scooter sessions and ball games.

Deliver Live ‘n’ Loud at your Library to engage with youth, connect with resources and provide a platform to promote their music

In consultation / collaboration with the Youth Voice Program, partner with internal and external stakeholders to deliver events and programs and build community capacity to respond to issues affecting young people.

Event attended by 572 attendees including stallholders, and performers. A variety of 13 different acts performed to an enthusiastic crowd with 9 stallholders contributing to the evening through refreshments and activities of interest to youth.

Council engaged with a cross section of partners to build community capacity across the youth sector including:

- Life Education visited 12 schools, reaching 684 students.

- Coordination of 6 Clarence Youth Network meetings with a total of 90 external stakeholders attending.

- Internal stakeholders from the Clarence Regional Aquatic Centre and Engagement teams supported the program providing young people with an opportunity to learn about the proposed July School Holiday program activities and have a say in activities that they would like to see at the Aquatic Centre. In Reconciliation Week, the All -In Rock Painting activity engaged young people in four local high schools in the annual theme and wider conversations about reconciliation with support from councils Aboriginal Community Engagement Officer.

CO4.4 Support and encourage programs that offer mentoring, leadership and pathways to education and employment

Continue education programs in public schools to promote water efficiency and best practice waste and biodiversity management

Develop education resources to support arts and cultural engagement with Clarence Valley schools

Deliver the Youth Councillor Mentor Program

Administer the Sports and Cultural Trust Fund to support youth to participate at national and international level

Opportunities to present in public schools undertaken with koala and flying-fox projects highlighted in Gilwinga and St James Primary Schools.

Produced and distributed 'Curriculum Connections 2026' guide to all Clarence Valley Schools; 15 school tours; managed the Gallery Foundation Emerging Artist Scholarship including Art Connections Educator's Evening; Commissioned the GRG Art Cart artworks and Education Kit (Art Cart launch April 2026) for public loan of artworks to schools.

The program has been developed with initial advertising completed. The finalisation of recruitment and onboarding of mentees is on hold.

Seven young people were supported under the Sports and Cultural Trust Fund to access a range of national and international sporting, cultural and civic opportunities totalling $3,300.00.

OBJECTIVE CO5: A mix of housing options in locations with access to services, health, education and employmentPL3_ SPL3_DESC}

STRATEGY ACTION

CO5.1 Ensure planning for new housing is diverse, affordable and in well-located areas, while protecting our natural environment and local character

Provide assessment services for proponent-led Planning Proposals in accordance with the EP&A Act and NSW Local Environmental Plan Making Guidelines

Revise and renew Development Control Plans to implement key actions from current strategies (Local Housing, Green Infrastructure, Employment Land, Rural Land, and Community and Energy Emissions Reduction, Active Transport)

STATUS UPDATE

All proponent-led planning proposal have been assessed and progressed in accordance with the EP&A Act and NSW Local Environmental Plan Making Guidelines.

A completely new DCP is being prepared for the LGA which will incorporate the key actions of Council's current strategies. The updated planning provisions will ensure that new development appropriately considers risk of natural hazard, our natural environment and local character, provision of services and infrastructure and provides a diverse range of housing for all stages of life for our community. This project is carried over into the 2026/2027Operational Plan for finalisation.

CO5.2 Ensure planning controls for new development improved immunity to natural disasters

Update the Northern Rivers Development and Design Guidelines in collaboration with Northern Rivers Councils, including implementing key actions from current strategies (Local Housing, Green Infrastructure and Active Transport)

Regular monthly meetings are occurring between development engineers of the respective Northern Rivers Joint Organisation of Councils to collectively update the engineering standards. The project has continued to advance, including co-funding being finalised and the appointment of a consultant to undertake the scope of works. The project will continue under the Operational Plan 2026/2027.

CO5.3 Work with the private sector, government, and the community to ensure our residentshave access to safe, secure, diverse and affordable housing that meets their needs at every stage of life

Revise and renew Development Control Plans to implement key actions from current strategies (Local Housing, Green Infrastructure, Employment Land, Rural Land, Community Energy and Emissions Reduction, Active Transport and Climate Adaptation Strategy

Update Flood Planning controls for Glenreagh in the Development Control Plans

The updated Glenreagh Flood Planning Area (FPA) map and amended DCP was adopted by Council at their meeting of March 2026, subject to no submissions objecting to the changes. The amended DCP and Glenreagh FPA map are available on Council's LEP and DCP webpage. The updated Glenreagh FPA will apply to new development commencing 1 July 2026.

Investigate the future use of council owned land, inclusive of feasibility of affordable housing options

Support the local community sector and stakeholders by participating in external interagencies

Reported to Council at the May 2026 meeting, with Council resolving to note the investigation report, and excluding Key Site 2: 77 Cambridge Street South Grafton, defer action on the other ten sites covered by this report until receipt of a report on the options available to achieve the best outcomes from disposal or otherwise of each site.

Nine community services networks and interagencies were supported with attendance, support and advocacy:

Clarence Valley Domestic and Family Violence Committee

Lower Clarence Welfare Interagency

Grafton Liquor Accord

Lower Clarence Liquor Accord

Grafton Services Interagency

Child & Family Network

Clarence Valley Case Coordination

Club grants

Mental Health Planning Committee

CO5.4 Influence housing affordability either directly or indirectly through land use zoning, development controls, the timing of land release, location of services and facilities and the levying of rates, development contributions and application fees

Prepare a Planning Proposal for key changes to the Local Environmental Plan in accordance with the Local Housing Strategy

Three Planning Proposals are in preparation that will implement the planning interventions identified in the Local housing Strategy.

1. Clarenza URA medium density residential - implements the adopted Structure Plan by amending the LEP land use zoning to from R1 to R3 in village precincts associated with the E1 zones.

2. Grafton Height of Building increase - this project is linked to the Grafton Character Statement project which is assessing appropriate locations for increased height

CO5.5 Ensure that the quality and quantity of parks provides equitable access which can be sustainably maintained into the future

Create a Voluntary Planning Agreement Policy

Assess and determine Development Applications in accordance with the EP&A act and Ministerial directions and expectations

3. Yamba Medium Density Residential - this project is linked to the Yamba Character Statement project which will undertake community consultation into the desired local character, which will inform the Planning Proposal and location-based development controls.

All draft Planning Proposals require further Council endorsement prior to progression to Gateway and are a continuing project in the Operational Plan 2026/2027.

A comprehensive Draft Planning Agreement Policy was reported to Council in May 2026 and approved to place on public exhibition. The policy is on exhibition until 8 July 2026.

Council has continued to implement the accelerated DA process to streamline minor compliant residential development and has undertaken a review in Q2 to expand the services offered in 2026 with revised checklists and information now available on the website. Due to Council's performance in the 2024/25 Financial Year, the expectation days is 103 days for assessment and determination, inclusive of any time the application is with the applicant awaiting information.

To 26 June 2026 in the 2025/2026 Financial year the number of applications received and determine is below:

584 Development Applications received

580 Development Applications determined

472 of these applications meeting NSW Government expectation days (81%)

286 applications determined within 40 days

96 day average determination timeframe

42 Median determination timeframe

Revise and renew Development Control Plans to implement key actions from current strategies (Local Housing, Green Infrastructure, Employment Land, Rural Land, Community and Energy Emissions Reduction and Active Transport)

Update the Northern Rivers Development and Design Guidelines in collaboration with Northern Rivers councils, including implementing key actions from current strategies (Local Housing, Green Infrastructure and Active Transport)

A completely new DCP is under preparation that will ensure that the quality and quantity of parks provided as part of new development provides equitable access which can be sustainably maintained in the future. The project will continue under the Operational Plan 2026/2027.

INFRASTRUCUTRE

OBJECTIVE IN1: A safe, connected and accessible road networkPL3_Loop.SPL3_DESC}

STRATEGY ACTION

IN1.1 Monitor road and bridge network maintenance to meet standards identified in the Asset Management Plan

Implement rolling asset condition rating process across all asset classes

STATUS UPDATE

The process and functionality within Council's existing business operation systems for implementing observed condition ratings of assets is being investigated and will likely differ across asset type (e.g. bridges and roads will be assessed on different merits and will be based on data from potentially differing sources). Once this has been determined the relevant asset risk management procedure will be updated to reflect the updated observed asset condition ratings as a prompted user input. This will be done with consideration to utilizing functions of Council's existing business operating systems.

IN1.2 Deliver road and bridge upgrades as per Capital Works Program

Deliver on projects outlined in the 2025/2026 Capital Works Program

IN1.3 Deliver the level of service and response to a range of road related issues as outlined in the Roads Policy

Review defect intervention levels and clearly define response timeframes to a range of road related defects

All projects nominated in this year's capital works program are on track for completion. Southbank Road and Yamba Road are targeted for completion at the end of the year. All reseals have been completed and the unsealed road resheet program will commence in the last quarter if funding permits.

Council is currently investigating the utilization and integration with AssetAI for defect management within our current business process for prioritization and response timeframes. Council will continue to review the implementation functionality and align our road risk management procedure to reflect the IPWEA / Local Government NSW Road inspection manual and TfNSW M3 Specification for defect risk-management.

IN1.4 Plan network delivery by preparing shovel ready project proposals to secure funding

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

IN1.5 Support the Safe Work Systems recommendations and outcomes for road safety initiatives

Hold six Safe System Working Group meetings annually and collaborate with TfNSW and local police to identify and develop road safety initiatives

Three raised crossings have been installed in Yamba to improve connections to schools and sporting fields and provide safer access for users of the shared path. The South Grafton CBD Traffic Calming and Pedestrian Project received $1 million in funding, and an application for Get NSW Active funding has been submitted for the Yamba Crossings Project for detailed design and lighting approvals. These projects were identified as road safety priorities through Safe System Working Group meetings.

Six Safe System Working Group meetings were held in 2025/2026. Council staff collaborate regularly with Police and TfNSW, both through these meetings and via ad hoc requests from any participant, to review, identify, prioritise and action road safety issues across the LGA.

OBJECTIVE IN2:

Develop an annual project under the Local Government Road Safety Program

The Safer Speeds project was funded and delivered under the Local Government Road Safety Program for 2025/2026, enabling Council's Road Safety Officer to coordinate the Safe System Working Group and to review, respond to and prioritise road safety issues across the network.

Well serviced communities with access to essential infrastructure including water, sewerage, public amenities and facilitiesPL3_Loop.SPL3_DESC}

STRATEGY ACTION

IN2.1 Advocate State government funding for gateway maintenance of State land

IN2.2 Undertake an asset renewal program to ensure the sewer network operates effectively

IN2.3 Deliver effective water quality projects and programs

Seek opportunities through discussions with TfNSW to increase maintenance of State roundabouts and other transport infrastructure

Deliver the Annual Sewer Main relining program

STATUS UPDATE

This action is associated with the formal handover of local and regional roads that TfNSW is managing with upgrade of the M1 Pacific Motorway.

The sewer main relining program is about 99.9% complete and will be on track to be completed by 10th July 2026 due to additional lines being added to the program. The sewer main relining program will be delivered under budget.

Undertake water quality sampling in reticulation network to ensure compliance with public health requirements

Implement water catchment programs to improve the water quality in the source water

During the 2025-26 FY, Council submitted 876 samples for microbiological analysis with 100 meeting guideline value for E. coli across the five drinking water systems operated by Council.

In relation to chemical analysis, 21 samples were submitted for analysis. All parameters have 100% compliance with guideline values except for aluminum (80.95% compliance) and iron (80.95% compliance) with the aesthetic value. Both aluminum and iron are naturally occurring in the raw water source. Turbidity was reported above the 5 NTU limit in two of the 21 samples (90.48% compliance).

The current catchment management program document from 2010 needs to be updated and this is currently being reviewed and should be completed by late 2026 or early 2027. There are multiple documents within that catchment management program that will need updating as well.

The Town Water Risk Reduction Program, conducted by NSW Water in conjunction with CVC, was completed in March. The report provides key findings (e.g. Cloghers Creek Remediation Works for dispersive soils) and recommendations that CVC needs to adopt into the current catchment management program to align with current legislation

There were two water quality programs that were conducted in conjunction with NSW Health

IN2.4 Plan for the delivery of infrastructure to support community growth

Undertake the 10 year inspection and certification of the Shannon Creek Dam Tower Crane

Update the rolling 4-year long term future Capital Works Program

Develop the Yamba Integrated Transport Strategy and Traffic Network Efficiency review

- PFAS Testing

- Metals Testing (Antimony etc.)

Antimony was detected in Shannon Creek Dam June 2025. NSW Health conducted a metal testing in the catchment immediately after for a period of 6 months with no further detections.

NSW Health formalised our three catchment categories

Minnie Water ( Lake Minnie Water ) - Cat 2

Wooli ( Lake Hiawatha ) - Cat 2

Clarence Valley Catchment - Cat 4

The 10yr certification has been completed and is now compliant.

The rolling 4-year Capital Works Program has been updated and incorporated into the Operational Plan for 2026/2027.

A consultant package of works for the development of a Yamba Movement and Place Plan has been progressed and will complete the traffic network analysis and provide advice on future transport network planning in Yamba. This work and the resulting Plan will be completed in 2026/2027.

Apply for funding through state and federal grant programs to develop shovel-ready design for the Grafton CBD Redevelopment

Project manage the construction of the Maclean Community Precinct

Review the Public Amenities Strategy to guide the planning, provision and maintenance of public facilities

The application through the Regional Precincts and Partnerships program has been unsuccessful. Staff will continue to seek suitable grant funding.

Project management of the Maclean Community Precinct construction is ongoing and will continue through to completion, currently forecast for early 2027.

The previous draft Public Amenities Strategy has been reviewed and building inspections have been completed on all public amenities to evaluate condition and document provisions and components. The Strategy will also be influenced by the Open Spaces Strategic Plan which is currently under review / update, a draft of which is planned to go on public exhibition by December 2026.

Update Integrated Water Cycle Management Plan and Development Servicing Plan

Sewer and Water Development Servicing Plans were adopted by Council following public exhibition at its meeting of 18 June (Resolution 2026.364) and have been forwarded to Department of Climate Change, Energy, the Environment and Water for registration.

IN2.5 Investigate Water Filtration opportunities

Post acceptance of a concept design in (2024/2025) prepare and issue a request for tender for design and construction in three positions with construction to commence in August 2026

The contract for preparation of a reference design and construction procurement was awarded to Beca Hunter H2O at the 16 October 2025 Council meeting. Three design & construction (D&C) potential tenderers were shortlisted for an Early Tendering Involvement (ETI) process at Council's 19 March 2026 meeting. The reference design was issued to three shortlisted contractors on 10 June, and the first ETI workshop will be held in July 2026. The D&C tender is scheduled to be considered by Council at its February 2027 meeting.

OBJECTIVE IN3: Floodplain and drainage infrastructure are maintained in a way that improves amenity and liveabilityPL3_Loop.SPL3_DESC}

STRATEGY ACTION

IN3.1 Work collaboratively with property owners and stakeholders to improve outcomes for floodplain drainage crossings

Deliver a cost efficient infrastructure upgrade program in partnership with stakeholders

STATUS UPDATE

The Nyrang Creek (floodplain crossing) at Harwood has been completed. Whist the site was not conducive to a pipe /culvert replacement Councils Day labour bridge crew have successfully replaced the former bridge deck with a timber bridge comprising recycled timbers from the Fixing country Bridges program. The timber deck is now supported on a more substantial piled foundation.

IN3.2 Plan and deliver an annual urban stormwater management maintenance program

IN3.3 Plan for green infrastructure assets that protect the Clarence River, our wetlands and our beaches and ensure new green infrastructure assets for the Clarence Valley are sustainable over the lifecycle of the asset

Negotiate asset transfer with relevant stakeholders

Review overland flood studies and develop a stormwater upgrade program

Staff will continue to negotiate the potential to handover of newly replaced assets to the relevant stakeholders that these floodplain assets benefit.

All overland flood studies for major urban areas have been completed. Staff are currently reviewing the findings in 2026/2027 and will prioritising actions into a long-term program.

Regular monthly meetings are occurring between development engineers of the respective Northern Rivers Joint Organisation of Councils to collectively update the engineering standards, which will include standards for green infrastructure such as stormwater quality and quantity basins and swales. The project has continued to advance, including co-funding being finalised and the appointment of a consultant to undertake the scope of works. The project will continue under the Operational Plan 2026/2027.

A new DCP is under preparation that includes development controls that cover green infrastructure requirements, such as stormwater management, water quality and environmental setbacks which aim to protect the Clarence River, our wetlands and our beaches. The updated planning provisions will ensure that new development appropriately considers our natural environment. The project will continue under the Operational Plan 2026/2027.

OBJECTIVE IN4: Footpaths and cycleways that are interconnected, maintained and reach destinationsPL3_Loop.SPL3_DESC}

STRATEGY ACTION

IN4.1 Seek funding and deliver priority outcomes identified in the Active Transport Strategy

Prepare shovel-ready projects and apply for funding through state and federal grant programs to deliver projects aligned with the Active Transport Strategy

STATUS UPDATE

Shovel-ready projects aligned with the Active Transport Strategy have been nominated for State Government grant funding. The Cameron Street Shared Path and Turf Street Footpath have been nominated under the Get NSW Active program for construction funding, and the Yamba Hill Pathway has received funding for detailed design, which is now underway. The outcome of the Get NSW Active funding applications for construction is expected to be announced in early July 2026.

Develop detailed design and seek funding for delivery of traffic calming and a pedestrian crossing on Skinner Street, South Grafton

IN4.2 Integrated planning for positive active transport outcomes in new development

IN4.3 Increase the active transport network to encourage walking, bike riding and improved mobility and accessibility

Integrate Active Transport Strategy objectives in new project planning

Plan and deliver projects in accordance with the Active Transport Strategy

Council secured $1 million in funding through the NSW Government's Towards Zero Safer Roads Program (High Pedestrian Activity Area Sub-Program) to deliver traffic calming and pedestrian crossings on Skinner Street, South Grafton. Community consultation and design will be undertaken during 2026/2027, with construction planned for 2027/28.

Priorities identified in the Active Transport Strategy are being incorporated into project planning and design across Council's capital works program.

The Bent Street Shared User Path and Gumnut Footpath projects have been completed with Get NSW Active funding. Design work has progressed for the Cameron Street shared user path in Maclean, Grafton priority crossings, and Yamba Hill footpaths, and funding is now being sought for construction.

Develop a detailed design for the missing section of the riverside walkway in Maclean between McLachlan Park and the boat ramp, including link from the existing riverside walkway to River Street via Munro Lane

Design consultant has commenced work on preparation of design concept options for the riverside walkway. Further investigation of site and property constraints required to progress design. OBJECTIVE

STRATEGY

IN5.1 Consider flood immunity in future planning for road assets

Deliver Yamba Road and Southbank intersection resilience project

STATUS UPDATE

The Yamba Road Betterment project at the intersection of Palmers Channel Southbank Road is progressing through construction. Service relocations and acquisition complete. Construction progressing with pavement works to raise road level for improved flood immunity.

Seek funding opportunities for Iluka Road flood resilience upgrade

This item is complete.

Update Flood Planning controls for Glenreagh in the Development Control Plans

IN5.2 Seek funding to upgrade floodplain assets Lobby State Government for funding Council has lobbied State Government for greater Floodplain Maintenance funding for many years, using multiple sources of influence to obtain greater funding for Floodplain Maintenance. But to no avail. Floodplain Maintenance funding has not increased in line with inflation since 1997.

According to the Reserve Bank of Australia, inflation in the 20 year period from 1997 to 2017 was 66.3%. The 1997 grant of $91,200 would need to have increased to $151,760 in 2017 to give equivalent value in real terms. Council recently received the same amount - $91,200 for the period 2022-2026 (lump sum $364,800). If taking the RBA inflation rate into account Council should have received an additional $48,518.40 over the 4 year period or $103,329.6 per year. Either way the cost of maintaining 110 km of levees and 286 separate levee block sections, 775 floodgates, 374 flood drains covering 293 km and 21 flood pumps come at a cost way above the State Government's allocation

The need to prevent disasters far outweighs the repairs thereafter.

Apply for grant applications

Prepare a consolidated Lower Clarence Floodplain Risk Management Study

Grants to the total value of $51,238,260.21 have been secured for:

* Rock protection works around Grafton, Ulmarra and Maclean Levees

* Repairs to Iluka Levee

* Grants sought for other associated floodplain infrastructure such as relocation & replacement of pipes and floodgates at Boormans Crk, Palmers / Marshs Drain & Thompsons Drain.

* Grant received for automating penstocks by installing electrical actuators at 2 sites in South Grafton.

A Flood Risk Management Study (FRMS) and Plan (FRMP) brief was developed.

The NSW Government provides the Flood Risk Management Manual (NSW Government 2023) and its supporting toolkit to assist councils to meet their obligations through the preparation and implementation of floodplain risk management plans, through a staged process.

Council currently manages flood risk through four existing floodplain risk management plans (FRMP) for the lower Clarence River (Grafton-Yamba):

•Grafton and Lower Clarence Floodplain Risk Management Plan (CVC, 2007 with a Brushgrove Amendment in 2014);

•Alipou Creek Floodplain Risk Management Plan (Webb, McKeown & Associates, 2006);

•Iluka Floodplain Risk Management Plan (Webb, McKeown & Associates, 2007); and

•Yamba Floodplain Risk Management Plan (Webb, McKeown & Associates, 2009).

This project is for the preparation of a consolidated Lower Clarence FRMS and FRMP. However, for the purposes of this quotation these will be two separable stages and quotable bodies of work:

•Stage 1 – Lower Clarence FRMS

•Stage 2 – Lower Clarence FRMP

An open tender process was called 28 July 2025, closing on 18 August 2025. Tenderlink was used to contact relevant contractors. The Principal (Council) is seeking Tenders from appropriately qualified and experienced Tenderers for preparing a consolidated Lower Clarence Floodplain Risk Management Study and Plan. The tender contract to complete the Flood Risk Management Study was awarded to Worley Services P/L. The Principal (CVC) accepted Worley Parsons P/L’s tender for FT 24/39 – Preparation of Lower Clarence Floodplain Risk Management Plan and Study

(including GST)

IN5.3 Work with NSW State Government on funding for their Disaster Mitigation Framework

Consolidate & coordinate Council resources & information to inform the development of the first Northern Rivers Disaster Adaptation Plan

IN5.4 Emergency management planning centre at Grafton airport

IN5.5 Ensure the quality of future water supply

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

Update Integrated Water Cycle Management Plan and update Development Servicing Plans

Prepare a Drought Management Strategy

Several Council staff continue to support multiple DAP workstreams including Northern Rivers DAP steering committee, NRJO DAP Coordinators Group, Local Social Preparedness Asset Assessment, Community Consequence of Infrastructure Resilience Assessment, NR Economic Baseline Dashboard workgroup, Coastal Hazard Risk Profile workgroup, Northern Rivers Councils Flood Practitioners Forum & NSW Mitigation Fund business case working group. The Northern Rivers foundational DAP is due September 2026 with the final DAP due in 2027.

The Fire Control Centre has been delayed and is now expected to be completed by July 2026. The building is complete, fit-out and defect rectification are currently in progress.

Draft Water and Sewer Development Servicing Plans are in preparation and are scheduled to be adopted for exhibition purposes at Council's February 2026 meeting.

Drought management strategy is in the process of being updated to incorporate operational changes. This will be completed by the end of FY.

ECONOMY

OBJECTIVE EC1: Business led innovation is supported and encouragedPL3_Loop.SPL3_DESC}

STRATEGY ACTION

EC1.1 Strategic planning activities focus on delivery of the Local Growth Management Strategy

Investigate the future use of council owned land, inclusive of feasibility of affordable housing options

STATUS UPDATE

A completely new draft DCP is in progress, with the current draft integrating priorities included within the current adopted strategies (Local Housing, Green Infrastructure, Employment Land, Rural Land, Community and Energy Emissions Reduction and Active Transport). The project will continue under the Operational Plan 2026/2027.

EC1.2 Monitor developments to ensure compliance with planning and building regulations and policies

Provide building assessment and certification services in accordance with NSW Fair Trading, National Construction Code and Australian Standard requirements

Provide compliance services and enforcement of legislation and policies in relation to activities on private and public land

During the 2025/2026 Financial Year, Council's Building Services team issued 204 construction certificates (CC) and undertook 2019 inspections that were carried out on buildings under construction including plumbing and drainage and manufactured home inspections. Additional inspections and compliance actions were also carried out in response to customer service requests regarding unauthorised building work and stormwater issues.

Compliance & surveillance completed within operational capacity with the Public Spaces Compliance team being the highlight. Unsuccessful recruitment of staff to the new Private Works Compliance team in Q3 and Q4 have constrained effort in the private works compliance space and recruitment continues as at the end of FY..

EC1.3 Assess development though a transparent and efficient process

Continue to improve digital planning service delivery and integration of Planning Portal with Council's systems

Deliver engagement activities with the Development Industry Engagement Group

Council is part of the Planning Portal Reference Group run by the Department of Planning where Council provides feedback to continually improve the efficiency of the portal with Council systems and processes. Council staff meet with our Planning Portal integration software provider fortnightly maintain full integration and to stay in front of the Environmental Planning and Assessment Act 1979 reforms with consistent changes to how we do business.

Council is implementing new corporate software to the Property and Rating system for Developer Contributions management, as well as staying informed of rapidly evolving AI planning services.

The creation of a Development Industry Engagement Group was investigated and it was concluded that staff continue to engage with all stakeholders though formal and informal channels, with an example being senior staff attendance at a Housing Industry Association Grafton Trade night in May 2026.

EC1.4 Ensure design and management of the built and landscaped environment limits opportunities for crime to occur

Ensure Development Applications are assessed and determined in accordance with the EP&A Act and Ministerial directions and expectations

All Development Applications are assessed and determined transparently and efficiently in accordance with the recently updated Community Engagement Strategy (with Participation Plan) 2025-2029 and Council's adopted staff delegations.

A new draft DCP is under preparation that will propose development controls to require Crime Prevention Through Environmental Design (CPTED) outcomes, ensuring that future design and management of the built and landscaped environment limits opportunities for crime to occur. The project will continue under the Operational Plan 2026/2027

EC1.5 Ensure development and public spaces meeting the Disability Discrimination Act provisions for accessibility

Ensure Development Applications assessed and determined in accordance with the EP&A Act and Ministerial directions and expectations

All development applications have been assessed and determined in accordance with planning controls that ensure active streetscapes and casual surveillance opportunities are created, which assist in reduced opportunities for crime to occur.

Preparation of a new DCP is in progress that will ensure that future development and public spaces meeting the Disability Discrimination Act provisions for accessibility. The project will continue under the Operational Plan 2026/2027.

Provide building assessment and certification services in accordance with NSW Fair Trading, National Construction Code and Australian Standard requirements

EC1.6 Ensure our existing urban areas and planning for new development creates healthy street trees which are aligned to achieving greater canopy cover for our streets.

Preparation of a new DCP is in progress that will include development controls for new development to include minimum requirements for street trees and landscaping to achieve greater canopy cover, aligning with actions in the Green Infrastructure Strategy and Urban Tree Strategy. The project will continue under the Operational Plan 2026/2027.

Regular monthly meetings are occurring between development engineers of the respective Northern Rivers Joint Organisation of Councils to collectively update the engineering standards, including road design standards to properly accommodate street trees. The project has continued to advance, including co-funding being finalised and the appointment of a consultant to undertake the scope of works. The project will continue under the Operational Plan 2026/2027.

Ensure Development Applications assessed and determined in accordance with the EP&A Act and Ministerial directions and expectations

Development applications are assessed in accordance with current planning policies and controls. Street trees are required to be provided on all new subdivisions, and existing street trees and native canopy trees are sought to be retained and/or replaced, where possible and aligning with development controls, through the development assessment process.

OBJECTIVE EC2: An attractive environment for industry and local businesses to flourishPL3_Loop.SPL3_DESC}

STRATEGY ACTION

EC2.1 Work with stakeholders to establish roundtable activities that bring representatives of town, village and community progress associations and business chambers together

Deliver a calendar of business roundtable meetings that encourage knowledge sharing and collaboration

STATUS UPDATE

Delivered in partnership with the Grafton, Maclean and Yamba Chambers of Commerce, fostering knowledge sharing, collaboration and stronger business sector engagement.

Discussions included Business Awards initiatives, industry capacity building opportunities and strategies to strengthen connections between Council and the local business community

Participate in regional economic development and tourism forums to advocate for our region

Participated in three DPIRD meetings, attended the two-day NSW Economic Development Conference in Sydney, and actively engaged in Business NSW Regional Leaders forums and weekly online sessions.

Topics covered workforce, housing and energy challenges, with a focus on strengthening regional partnerships, advocating for the Clarence Valley, and aligning Council priorities with broader state and regional economic development initiatives.

Commence the Business Development Strategy for Wooli Holiday Park

Commence the Business Development Strategy for Minnie Water Holiday Park

We established regular marketing meetings following the completion of monthly reporting to review performance and ensure business objectives were being met. A dedicated meeting was also held with Clarence Coast Holiday Park managers to develop a structured approach for implementing 2026/2027 fees and charges.

Online bookings have increased from 3% to 4.2%, and social media engagement has increased by 202% compared to the same period last year. These results reflect our focus on optimising digital marketing strategies, including website enhancements, targeted email campaigns, and stronger calls-toaction.

Improvements to the Clarence Coast Holiday Park website has been implemented to enhance the guest experience and increase website bookings

Online bookings have improved from 3% to 4.2%, and social media engagement has increased by 202% compared to the same period last year. These results reflect our focus on optimising digital marketing strategies, including website enhancements and targeted email campaigns. To further enhance guest experience, we coordinated with park managers to implement automation across all social media platforms, streamline newsletter subscription sequences, and implement an online information system.

EC2.2 Implement Urban Tree Planting Strategy

Commence the Business Development Strategy for Iluka Riverside Holiday Park

EC2.3 Develop and implement strategies to support sustainable and regenerative agricultural, agri-business and farming practices

Review planning controls and compliance activities to implement recommendations of Green Infrastructure and Urban Tree Management Strategies

Online booking conversion rates have improved from 3% to 4.2%, and social media engagement has increased by 202% compared to the same period last year. These results reflect our focus on optimising digital marketing strategies, including website enhancements and targeted email campaigns.

Open Spaces team has supported the review of DCPs and will continue to work with Development & Land Use Planning team to implement relevant actions of this review, including internal and external consultation planned in 2026.

Regular consultation and coordination is ongoing with the Development & Land Use Planning team regarding development, strategic, and environmental planning activities and referrals. The new Compliance Team will assist to ensure compliance with conditions of consent and take appropriate enforcement measures.

Plan and deliver the urban tree planting program

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

Prepare an Operational Management Strategy for the Grafton Saleyards to inform future management options

Planting target on track, with a large portion of trees endemic to the area planted. 80 advanced native trees in the Junction Hill and Grafton area. 120 native trees planted in Yamba between Civil Services projects and Open Spaces budgeted plantings. 50 trees planted in the Maclean and Townsend area. Replacement Jacarandas planted in existing avenues as planned.

A further 82 native trees have been purchased for the Junction Hill area and replacements for damaged trees around the valley.

Operations, maintenance and administration of the Grafton Saleyards completed including a total of 57 sales held this financial year.

Saleyards Future Management Options Report completed, and community exhibition period closed. Final report and submission response included in July Ordinary Council meeting.

Deliver annual Sustainable Agriculture Grant Program Grant applications were received and assessed resulting in 5 grants awarded. Due to timing, the money will be spent in FY2026/2027.

EC2.4 Support and coordinate activities for small business and industry

EC2.5 Implement sustainable procurement practices that promotes positive local, social and economic outcomes

Support the retail food sector by providing education and annual inspections on all medium and high-risk retail food businesses within the LGA

EC2.6 Plan for the future use of the Grafton Regional Airport

Support contractors in the operations of the Clarence Coast Holiday Parks

The inspection program for medium and high risk retail food businesses is progressing well, with 50% of scheduled inspections now completed. Council provides guidance and resources during inspections and through Council's website, supporting the food sector in providing quality service to the community.

We have held four meetings with the Park Managers to discuss operational issues and fees and charges for future years. We have also implemented a Summer Ready Program which provides contact information for trades during the holiday period. Our team have also supported the contract managers through the Clarence Coast Holiday Park social media accounts. Regular updates have also been provided regarding the status of the Long Term Casual occupants. We have now implemented the new rates structure and streamlined the website to achieve better guest conversion and experience when booking.

Support the delivery of workshops and training programs to support small businesses

Delivered a broad program of small business workshops covering digital capability, accessibility, creative industries, procurement, AI and Canva training. Over 80 business participants strengthened their capability across Clarence Valley in the sixmonth period. Participant survey feedback has been outstanding. Connect business with industry development, grants and funding, business planning, training and other tools

Grew industry newsletter subscribers by 24% year-on-year and proactively connected businesses with grants, targeted funding, training opportunities, and post-disaster grant guidance.

Launched an automated resources hub email sequence to give new subscribers instant access to industry development tools. The newsletter recorded a 39% open rate during the period. A total of 24 campaigns sent, including 23,793 emails and an audience of 3151.

Engage with Clarence Valley chambers of commerce to support local businesses

Support a film friendly region and administer filming applications and permits

Hold bi-annual local contractor / supplier information sessions

Complete the Airport Business Feasibility Plan

Attended four meetings and held consultations with the three local Chambers of Commerce to support business development, collaboration and capacity-building initiatives.

Managed filming enquiries and permits during the period, including for a Western Australian production and an ABC production, as well as retail enquiries. Planning is underway to strengthen policies and align with Screen NSW guidelines for future projects.

Contractor/supplier information sessions were held for this reporting period in Grafton in March 2026.

Solve Property are engaged to complete the report. They have completed a facility inspection, analysed airport data with a draft report expected in Q1 2026/2027.

OBJECTIVE EC3: Dispersed and sustainable tourismPL3_Loop.SPL3_DESC}

STRATEGY ACTION

EC3.1 Create opportunities for outcomes that activate the Clarence River

Refresh and continue with the Clarence Riverway Interagency

STATUS UPDATE

The Riverway Masterplan II has been reviewed and undergoing an internal stakeholder review.

Informal engagement has been maintained with key stakeholders during the period. A formal Interagency meeting has been planned to discuss the final draft prior to submission to Council.

EC3.2 Prioritise the position of Council as an accredited Eco Certified Destination

Review the Riverway Masterplan II to enable an activation strategy for water-based adventure and tourism to be developed in 2026/2027

Promote the Clarence as one of the nations great river experiences via My Clarence Valley

The Riverway Masterplan II was reviewed with updates drafted, ensuring it remains current and provides a strategic foundation for the development of a water-based adventure and tourism activation strategy in 2026/2027. This is currently undergoing internal stakeholder review.

My Clarence Valley promoted the Clarence River as one of Australia's great river experiences through targeted marketing, storytelling, and digital content campaigns.

Updated the Wild, Free & Green itinerary on the My Clarence Valley website, following the river and promoting connection to the landscape.

49 social media posts featuring river content.

6 posts specifically promoting the Canoe & Kayak Trail.

3 posts promoting the Dragon Boat Regatta (March 2026).

5 posts promoting the Clarence Harvest Festival / River Festival (June 2026).

Social media performance (1 Jan – 28 May 2026 vs same period prior year):

Facebook: 2,600 new followers (+91%), 2.6M views (+35.4%), 30,400 interactions (+27.8%), 3,400 link clicks (+80.3%).

Instagram: 1,000 new followers (+4.4%), 597,200 views (+100%), 18,900 interactions (+100%).

Partner with National Parks and Wildlife Services and Crown Land to improve visitor facilities, signage, and access to key sites like the Yuraygir Coastal Walk

Pursue Eco Certified Destination accreditation to position Clarence Valley as a leader in sustainable tourism

Met with National Parks in Coffs Harbour to discuss opportunities in the upcoming Great Koala National Park and to explore collaboration on visitor facilities and access, with further engagement planned in 2027.

Council has actively pursued Eco Certified Destination accreditation by completing a comprehensive six-month readiness review, which delivered a positive outcome and recommended progressing to full certification, with only 12% of requirements still needing major work.

EC3.3 Sustainably develop and manage the Clarence Valley Visitor Economy by delivering the Destination Management Plan

Promote accessible tourism

EC3.4 Support the sustainable growth of local industries that are respectful of the lifestyle that exists to benefit the whole of the LGA without burdening the coast further

Refresh the My Clarence Valley brand (consumer and business) and increase resources offered to businesses

Attract major events that deliver significant economic outcomes through the Special Event Sponsorship Program and Sport Tourism Program Leverage events to promote the Clarence Valley and increase visitor expenditure

Investigate a signature festival to attract or develop a signature festival that celebrates the Clarence River

Building the My Clarence Valley brand through delivery of annual marketing plan

Encourage visitor economy businesses to increase online presence

Support Visitor Information Outlets and Information Hubs, ensuring high-quality visitor services and regional promotion

Promoted accessible tourism by providing businesses with practical guidance, resources, and training to improve accessibility and inclusivity for visitors.

Delivered two accessibility workshops (Beyond the Ramp and Beyond the Welcome, March 2026) with Inclusive Tourism Co. 20 attendees.

Produced two on-demand resources distributed via newsletter and website: Accessible Tourism Self-Assessment and Accessible Statement Template.

Inclusive storytelling through the 'Big Wave Bailey' campaign normalised accessible experiences 870 likes, 58 comments.

Brand Strategy completed. Work commenced to translate into and updated brand guide.

Council supported 9 events across the LGA, including the Yamba Ocean Swim, Dragon Boat Regatta, Highland Gathering, Maclean Show, Clarence Harvest Celebration, Wings & Wheels, Grafton to Inverell Cycle, Hockey NSW State Championships, and the Aboriginal Elders Olympics.

Initial scoping for event ideas has taken place and a meeting has been held with Clarence Harvest Festival committee to look at the establishment of a collaboration with council to deliver a 2027 River Festival.

The annual marketing plan delivered strong results, with social media impressions up 312%, new followers up 16%, and website active users up 64%.

Completed in previous period.

Strengthening and expanding the Visitor Information Outlet and community hub network, including the addition of Yamba Museum, to improve visitor service, regional promotion and community participation.

Presented at Yamba Museum Volunteer Education Day (February 2026) 24 volunteers attended.

Improved signage at Yamba Museum, Yamba Bowling Club Outlet and Ferry Park Hub.

Updated volunteer handbook.

Delivered two face-to-face check-ins and brochure deliveries to each outlet. Promoted the Outlet program on social media and updated the EDM footer and website listing.

OBJECTIVE EC4: Telecommunications that adequately service the communityPL3_Loop.SPL3_DESC}

STRATEGY ACTION

EC4.1 Advocate for equity for mobile and broadband services in regional, rural and remote communities and on regional and remote roads

EC4.2 Seek for funding to deliver the actions of the Disaster Resilience Framework to build resilience of telecommunications infrastructure

Monitor for opportunities to advocate

STATUS UPDATE

This item is complete.

Monitor grant opportunities

Consolidate & coordinate Council resources & information to inform the development of the first Northern Rivers Disaster Adaptation Plan

Staff are monitoring grant opportunities and sharing opportunities aligned with both key project deliverables and emergency preparedness, mitigation and recovery functions with relevant sections of Council.

Coordinator Emergency Management & Risk is assisting other staff with grant applications by seeking emergency service support for Council priority projects where appropriate, such as flood mitigation on Iluka Rd.

Various Council staff are supporting multiple DAP workstreams including Northern Rivers DAP steering committee, NRJO DAP Coordinators Group, Local Social Preparedness Asset Assessment, Community Consequence of Infrastructure Resilience Assessment, NR Economic Baseline Dashboard workgroup, Coastal Hazard Risk Profile workgroup, Northern Rivers Councils Flood Practitioners Forum & NSW Mitigation Fund business case working group. The Northern Rivers foundational DAP is due September 2026 with the final DAP due 2027.

Establish & deliver an annual program of emergency management, community planning & preparedness

Maintain & update Local Emergency Management Committee plans in accordance with legislative requirements and lessons learnt during the exercising or activation of those plans to ensure they remain fit for purpose

Council staff have provided support to the NSW Reconstruction Authority and SES with the development and delivery of the regional flood risk awareness project including the development of the Clarence River catchment animation, Grafton & Maclean Know Your Levee videos and the lower Clarence River big map. Council staff have participated in community education events such as the Grafton & Maclean Know Your Levee sessions.

The Clarence Valley Local EMPLAN was reviewed and endorsed by the Local Emergency Management Committee on 29 June 2026. As part of this process, Consequence Management Guides were also reviewed, and all evacuation centres were audited under the North Coast Evacuation Centre Project.

OBJECTIVE EC5: Business led innovation is supported and encouragedPL3_Loop.SPL3_DESC}

STRATEGY ACTION

EC5.1 Deliver prioritised planning actions from the Rural Lands Strategy, Local Housing Strategy and Employment Lands Strategy

STATUS UPDATE

A completely new DCP is being prepared for the LGA which will incorporate the key actions of Council's current strategies. The updated planning provisions will ensure that new development appropriately considers risk of natural hazard, our natural environment and local character, provision of services and infrastructure and provides a diverse range of housing for all stages of life for our community. The project will continue under the Operational Plan 2026/2027.

Prepare a Planning Proposal for key changes to the Local Environmental Plan in accordance with the Local Housing Strategy

Three Planning Proposals are in preparation that will implement the planning interventions identified in the Local housing Strategy.

1. Clarenza URA medium density residential - implements the adopted Structure Plan by amending the LEP land use zoning to from R1 to R3 in village precincts associated with the E1 zones.

2. Grafton Height of Building increase - this project is linked to the Grafton Character Statement project which is assessing appropriate locations for increased height

All draft Planning Proposals require further Council endorsement prior to progression to Gateway and are a continuing project in the Operational Plan 2026/2027.

Complete character statements to advance Local Housing Strategy actions in Grafton and Yamba

EC5.2 Deliver prioritised actions from the Regional Economic Development Plan

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

Grafton Character Statement incorporates three separate planning interventions for Grafton and assess the different local character for each area based on built form, landscape character and urban pattern to determine appropriate areas to increase building height and density.

The character statements and community consultation will inform a Planning Proposal and associated development controls required to implement proposed changes to the LEP.

An Employment Lands Market Feasibility and Concept Plan, which assessed rezoning feasibility of Council owned land on Big River Way to employment land was reported to the May 2026 Ordinary Council Meeting. Council resolved not progress with rezoning the site at this time. The need and feasibility for rezoning will be reviewed within the next five years.

Deliver engagement activities with the development and building industry to inform planning reform

EC5.3 Advocate for educational facilitates within the Valley and Northern NSW

Facilitate partnerships with local Aboriginal organisations to develop new tourism offerings – working in collaboration with LALCs, TOACs, Destination North Coast and Destination NSW

Attended three First Nations community events to build relationships and presence within the community.

Collaborated with Mudyala to promote the Aboriginal Elders Olympics (March 2026) and Youth Carnival (May 2026).

Published three additional First Nations posts promoting ways to connect with Country and community, generating over 37,000 views.

Work with relevant lead agencies in supporting the achievement of strategies in the REDS

EC5.4 Build partnership with education facilities within the Valley

Work with Training NSW, location education providers and industry to understand the gap in education facilities in the Clarence Valley

Work closely with local training organisations to support traineeship programs and job opportunities within Council

Engaged with regional and state agencies through multiple meetings and forums to support REDS priorities. DPIRD has advised that much of the REDS implementation is currently on hold due to resource and funding constraints, with a greater focus now placed on industry capacity building and training in manufacturing, workforce development and artificial intelligence.

Engagement with TAFE NSW highlighted the need to strengthen education, training and employment pathways to retain young people within the Clarence Valley. We are continuing to monitor emerging opportunities and policy directions through Business NSW and other key stakeholders.

The People and Culture Team continue to maintain and build new relationships with local training providers. This action is ongoing.

Investigate opportunities to partner with local education providers and industry to create spaces for learning and innovation

Explored opportunities to partner with local education providers and industry to support learning and innovation spaces. Discussions were held with TAFE NSW; however, no specific opportunities have been identified at this stage. TAFE has indicated they will re-engage if suitable initiatives arise.

ENVIRONMENT

OBJECTIVE EN1: Natural environments, ecosystems and native Flora and Fauna are enhanced and protectedPL3_Loop.SPL3_DESC}

STRATEGY ACTION

EN1.1 Monitor amendments to the Companion Animals Act aimed at protecting the natural environment and consult the community accordingly

Provide feedback to any NSW Government proposals to amend the Companion Animals Act and related guidelines

STATUS UPDATE

Council staff have participated in consultation sessions and provided input for changes to the Companion Animals Act and we await news on the amendments.

Implement actions from the Animal Control and Animal Shelter Strategy

EN1.2 Improve ecological management of council owned reserves and corridors

Continued implementation of weed action plan 2025/2026 including inspection of high-risk pathways and treatment of high priority species

A draft Animal Control and Animal Shelter Strategy has been completed (externally funded) and is proposed to be referred to Council in August seeking approval for public consultation. Some actions in the Draft Strategy have been progressed, such as draft Compliance Policy, procedure improvements and upgrades to the South Grafton Animal Shelter facility (also externally funded) well progressed at end of FY. Implementation of the Strategy will more actively commence in 2026/2027 and remain active in implementation for up to 10 years.

The majority of Weed Action Program (WAP) activity targets for FY26 have been completed, with several targets exceeded through the year. Improved tracking and monitoring processes are to be implemented for FY27 to ensure inspections are completed in a timely manner. This is a 4 year shared-funding program through NSW DPI.

Progress the LGA wide Flying Fox Plan of Management

Implementation of Assets Protection Zone maintenance across 24 sites as per the Clarence Valley Bush Fire Risk Management

Contractor completed draft and delivered to Council staff to workshop actions. Final draft forwarded to NSW DCCEEW in April and reply received in May after further consultation. Draft for public exhibition endorsed by Council in June OCM. Final version to be returned to Council for endorsement following public exhibition.

Works completed on the 13 funded sites, with the Open Spaces team to take on the remainder of APZ under existing mowing program.

EN1.3 Undertake best practice pest management on council owned and managed land

Continue to identify areas where revegetation and/or regeneration is required and practical with a focus on riparian areas across the LGA and seek funding consistent with Biodiversity, Riparian and Bush Regeneration Strategies

Identify and prioritise reserves and update vegetation management plans for council managed lands as required by Bush Regeneration Strategy

Monitor use of Council managed lands to ensure appropriate activity in public places

Support management actions for pest animal and plant species, including cane toads

Continue to develop prioritisation process with a view to assess reserves across the LGA requiring works using internal reserve funds; assessments undertaken for riparian leases for Property section as required; funding received for Crown Reserves Improvement Fund for riparian sites managed by Council; funding received for Coast and Estuary Grant Fund to deliver coastal habitat restoration works through Council's bush regeneration team and partner with Indigenous Rangers

Draft underway for Minnie Water Foreshore Reserve. Successful funding bid through Coast and Estuary Grant Fund for coastal habitat restoration plans for coastal reserves over three year period. Funding received from Crown Reserves Improvement Fund and works underway for other Council managed reserves.

Compliance activities including over Council-owned is ongoing.

Actions completed on a range of pest species, including cane toads at Grafton Regional Landfill and sewerage treatment facilities, working with NCLLS on pig and rabbit control programs; provide advice on feral deer and cat complaints; assisting NSW DPI with release and monitoring of biological control agents on prickly pear control (Micalo Island), cats claw (upper Clarence) and salvinia (lower Clarence), and complete works program on control of Pandanus planthopper in the Angourie area. Continue to support Clarence Landcare with Indian myna control works.

EN1.4 Promote sustainable business practices to reduce our region as ecological footprint.

Review the scope of and promote the Living Sustainably Awards to attract increased nominations from business and industry

Review completed with relevant Managers from across Council. Award categories determined for 2026 Living Sustainably Awards. Awards previously managed through former Climate Change Committee and Award administration and promotion will be revised in first half of 2026/2027.

OBJECTIVE EN2: Coastline, waterways and natural environment are healthyPL3_Loop.SPL3_DESC}

STRATEGY ACTION

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

Review and apply for any related grant funding to begin implementation of Stage 5 of the Open Coast Coastal Management Program

STATUS UPDATE

Five grants were applied for under the 2025/2026 NSW Coast and Estuary Grants Program with four being successful and will begin implementation in the 2026/2027 financial year. The successful projects are:

- Coastal Habitat Restoration

- Brooms Head Coastal Resilience

- Emergency Coastal Protection Works

- Coastal Vulnerability Area

EN2.2 Deliver the five-stage process for developing an estuary coastal management program

Implement Coastal Management Program actions related to updating planning instruments

EN2.3 Support and promote Council’s position against mining in the catchment when opportunities arise

Stage 2 projects have been progressed including tidal inundation assessment, review of planning controls, development of database webpage, development of First Nations cultural awareness projects

Provide input to state and federal agencies to advocate for environmental protection of natural resources throughout the LGA

This is a 2 year project co-funded by NSW Department of Climate Change, Energy, the Environment and Water (end date 1 September 2027). The first stage is for the preparation of Options Analysis and Recommendations Report detailing recommended planning approaches to ensure future development considers coastal and riverine hazard risks and ecological process. The final recommendations report is being finalised with an expected due date of 30 June, and will inform stage 2 of the project, the preparation of draft coastal hazard planning controls.

Tidal inundation assessment and planning control review are in final stages and are expected to be tabled to Council in the coming months. Development of cultural awareness projects has commenced and will continue following NAIDOC week. Development of database webpage will be undertaken as part of the next package of CMP work to be completed.

Opportunities taken to provide input to NSW Government agencies through Clarence Koala Working Group, North Coast Regional Weeds Committee, North East Coastal Practitioners forum, Northern Rivers vehicle strike, Northern Rivers Joint Organisation NRM working group, Clarence Valley Bush Fire Risk Management Committee, Griffith University Climate Resilience for Biodiversity, NSW DCCEEW for koala, emu, flying fox and swamp oak floodplain forest projects, DPHI for technical studies related to the koala strategy and future koala management options, NC LLS for vegetation management.

EN2.4 Promote sustainable development that integrates with environment

Finalise the On-site Wastewater Management Strategy and implement high priority actions

Finalise review of the biodiversity offset policy and associated planning and administrative procedures to enhance benefits to biodiversity and habitat

On-Site Wastewater Strategy adopted by Council at the July 2025 meeting. Work has been completed on revising risk ratings and classification of all on-site wastewater systems (approximately 9500) these are now ready for application of new annual charges through the rates system. Recruitment of a fixed term on-site wastewater inspector commenced in Qtr. 2. Approval of structure and the recruitment of permanent roles will commence Qtr1 of 2026/2027 to ensure the final actions of the Strategy will be met. This role will ensure increased monitoring of installed systems and updating data across the LGA.

A draft Biodiversity Offset Policy has been prepared and is on track to be reported to the August 2026 Ordinary Council Meeting seeking approval for exhibition. The Biodiversity and Habitat Protection provisions of the Development Control Plans are also being updated in line with current best practice and will be reported to Council for approval to place on exhibition in in Q1 of 2026/2027. The preparation of new regulatory biodiversity and habitat planning controls is a subsequent project in the Operational Plan 2026/2027.

EN2.5 Monitor beach water quality Implement Beachwatch Water Quality Monitoring Program at twelve sites between November and February

Engage with the community-based River Guardians project who undertake monitoring of the Clarence River system and tributaries

Beachwatch has now been completed for the 2025/2026 year. Water quality testing was conducted across 12 sites which have remained consistent to support ongoing data collection. Results displayed on the NSW Beachwatch website for community to view.

Council has continued support to the Clarence River Guardians throughout 2025/2026 through provision of meeting facilities and active involvement of some staff in planning meetings to prepare for the sediment survey (October 2025) and more recently the mid-estuary water quality monitoring and expansion of the water quality program into freshwater and lower estuary areas. The Guardians continue to achieve some fantastic citizen-science outcomes and data.

OBJECTIVE EN3: Green space is maintained and used responsiblyPL3_Loop.SPL3_DESC}

STRATEGY ACTION

EN3.1 Reflect ‘best practice’ in tree management that is appropriate for Clarence Valley Council

Review planning controls and compliance requirements in response to recommendations of the Green Infrastructure Strategy and Urban Tree Management Strategy

STATUS UPDATE

Key actions from the Green Infrastructure Strategy and Urban Tree Management Strategy are incorporated into the new draft DCP under preparation. Updates to the Biodiversity Planning and Native Vegetation Management provisions will be progress to external consultation in Q1-Q2 of 2026/2027, with holistic DCP updates to follow Q3-Q4. A new compliance team is being formed and will assist to ensure applicants comply with conditions of consent and implement appropriate enforcement action for breaches / illegal clearing.

EN3.2 Plan for green, liveable and connected reserves, parks and places to ensure balanced outcomes for the community.

Prepare Site Management Plans for prioritised Crown land reserves

Wherrett Park Site Management Plan (Council owned land) was publicly exhibited from March to May 2026. Submissions are being considered in finalising the SMP, which will be reported to Council for consideration for adoption in Q1 of 2026/2027. Wooloweyah Foreshore SMP (Crown Land) is being updated based on external and internal feedback. This SMP will be placed on public exhibition for feedback in Q1 of 2026/2027. Council's Open Spaces staff are reviewing priority for the next Crown Land SMP to be prepared.

EN3.3 Plan for development that values and respects the high biodiversity of the Clarence Valley’s natural environment for current and future generations.

EN3.4 Create Tree Master Plans for towns

Prepare the Brooms Head Reserve Plan of Management

Progress the Holiday Parks Plan of Management

The draft Brooms Head Reserve Plan of Management (PoM) and Site Plan are being progressed in in consultation with Yaegl Traditional Owners Aboriginal Corporation RNTBC, with cultural landscape mapping being undertaken for the reserve. This mapping project will inform the preparation of the draft site plan and may inform updates to the draft PoM. The draft documents will be presented to Council for endorsement and prior to any public exhibition. The project will continue under the Operational Plan 2026/2027

The draft Holiday Parks Plan of Management is on hold awaiting the finalisation of the Brooms Head Reserve Plan of Management (PoM), with active engagement underway with Yaegl Traditional Owners Aboriginal Corporation RNTBC. The process in finalising the draft Brooms Head Reserve PoM will determine best approach for Aboriginal cultural heritage and native title considerations for the four other Holiday Parks covered by the draft Holiday Parks PoM.

Finalise review of the biodiversity offset policy and associated planning and administrative procedures to enhance benefits to biodiversity and habitat

Action will be updated post exhibition of the operational plan and the adoption of the Urban Tree Strategy

A draft Biodiversity Offset Policy has been prepared and is on track to be reported to the August 2026 OCM The preparation of new regulatory biodiversity and habitat planning controls is a subsequent project in the Operational Plan 2026/2027.

Open Spaces team has supported the holistic review of DCPs and will continue to work with Development & Land Use Planning team to implement relevant actions of this review, including internal and external consultation planned in 2026. Consultation and coordination has increased with the Development & Land Use Planning team on development, strategic, and environmental planning activities and referrals. The new Compliance Team will assist to ensure compliance with conditions of consent and take appropriate enforcement measures.

OBJECTIVE EN4: Protection of the environment is encouraged through initiative and educationPL3_Loop.SPL3_DESC}

STRATEGY ACTION

EN4.1 Demonstrate leadership on climate change through education and action

Finalise the Climate Adaptation Strategy and implement immediate priority recommendations

STATUS UPDATE

Preparation of the inaugural CVC Climate Adaptation Strategy is well progressed, however there were concerns about the relevance of some of the proposed management actions from the Consultant to Council's business needs. The initial draft has been reviewed by internal staff stakeholders across Council to ensure a final Draft Strategy contains applicable and appropriate management actions relevant to Council's business and needs. A final Draft needs to be provided by the consultant before further consideration by Council's Environment and Sustainability Advisory Committee, prior to seeking Council's resolution to place on public exhibition in the first half of 2026/2027.

EN4.2 Conduct Environmental Learning Facility programs

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

EN4.3 Coordinate water quality and preservation education and communications

Promote increased use of the Environmental Learning Facility to deliver education on waste management, sustainability, biodiversity, water and energy efficiency, and climate change consistent with Council's Environmental Education

Promote water efficiency during National Water Week

Coordinate water efficiency education through schools

Review Regional Water Efficiency Strategic Plan

EN4.4 Facilitate sustainable living awards Coordinate and promote the Living Sustainably Awards

Progress on both the landfill gas and solar farm projects continues to be achieved. Contractors have further improved gas capture at the regional landfill at no cost to Council and will double gas flaring capacity in near future. Grid connection needs and costs associated with future power generation from landfill gas and solar farm have been clarified in Qtr 1 and 2.

The Environment Learning Facility (ELF) continues to be promoted as a educational resource. Opportunity for increased utilisation and enhanced patronage by schools and community groups for environmental education at ELF.

This item is complete.

Strong water efficiency education program of school students both in school environments, the ELF and Shannon Creek Dam visits coordinated by Council's Water Efficiency Officer.

Re-establishment of the joint Clarence-Coffs Water Efficiency Working Group (at December 2025 OCM) enables this review to commence from early 2026. This review will be a priority for the new Working Group.

These Awards are held every 2 years and are due to be held at the end of 2026. Scope of these Awards and their administration under review and involves several CVC teams.

OBJECTIVE EN5: Reduce, reuse and recycle are priorities in the communityPL3_Loop.SPL3_DESC}

STRATEGY ACTION

EN5.1 Increase in community participation in waste recycling through education programs

Continue face to face interaction via Environmental Learning Facility programs and outreach to schools and community group

STATUS UPDATE

The ELF continues to be promoted as a educational resource. Opportunity for enhanced education at ELF by integrating expertise on biodiversity and pest management from other teams and better promoting availability of the ELF and facilities to schools and community groups.

EN5.2 Promote Clarence Valley Waste App

EN5.3 Investigate and deliver renewable and sustainable energy supply opportunities for Council assets

Continue to update with events and news on the CVC Waste App and promote through Council's social media, website and education programs with a view to increase downloads and active use by residents

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

Council's Waste and Sustainability team have administrative access and update information on the Waste App periodically. The Waste App is promoted through waste campaigns and around peak visitation periods, such as summer school holidays.

Develop a process for capturing scope 3 carbon emissions relevant to Council

EN5.4 Deliver a waste education program Community based and School based education programs will be delivered in line with Council's Environmental Education and Communication Framework

Initial investigations completed. Council's Systems Team currently completing IT checks of potential software providers.

Continuing with a focus on delivery of education at the Council's Environmental Learning Facility. The focus of this Framework is on waste and sustainability education as it forms part of the Council's Solid Waste Management Strategy. Opportunities to enhance education programs to be explored in early 2026.

LEADERSHIP

OBJECTIVE LE1:

LE1.1 Deliver the Councillor Professional Development Program

LE1.2 Enhance Leadership Effectiveness, capability and ethical behaviour through professional development opportunities

Council is accountable and representative with open and transparent leadershipPL3_Loop.SPL3_DESC}

LE1.3 Ensure legislative compliance as demonstrated in the Governance Framework

Deliver the annual Councillor Professional Development program

Report development and attendance in the annual report

Deliver Code of Conduct Training as outlined in the Learning and Development Plan

Ensure all new staff complete Code of Conduct Training online within one month of commencing at Council

Manager Code of Conduct matters as outlined by OLG procedures

Continue the Councillor Youth Mentoring Program

Deliver annual policy review program and publish adopted policies on website

Manage the Delegations and Legislative Compliance Register

Comply with the Office of Local Government compliance calendar

Deliver training in governance processes as outlined in the Governance Framework

Councillor's enrolled into Councillor Professional Development when requested.

This item is complete.

Six face to face sessions were delivered in March 2026. All new starters to date have been assigned online Code of Conduct training.

Council continues to deliver Code of Conduct Training to new starters within the first month of commencement of new starters. This action is ongoing throughout the year.

Completed as noted in June to Dec reporting period.

The continuation of this program is on hold

Policies continue to be reviewed and updated in accordance with Council's Policy Framework. Polices are presented to Council meetings monthly for endorsement for public exhibition and returned post feedback.

2025/2026 delegations registers have been completed. The legislative compliance register is currently being redeveloped in Council's corporate system. Regular notifications for legislation updates are provided to legislation owners.

OLG compliance calendar monitored and timeframes adhered to.

Governance training continues to be delivered on a regular basis. This year staff have been provided training face to face and online on Governance processes in lunch and learns, modern slavery training and privacy management training.

LE1.4 Promote transparency of access to information.

Deliver Council Business Papers and publish meeting minutes

Publish Open Access Information online in accordance with the Government Information (Public Access) Act 2009

Prepare and publish the Annual Report by November 2025

Agendas & minutes published in accordance with Code of Meeting Practice. Published on CVC website.

Open Access Information published online in accordance with the GIPA Act 2009 as identified.

This item is complete.

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

LE1.5 Manage and reduce risk to the organisation Embed Council's Enterprise Risk Management Framework to mitigate and reduce risk

Report risk status update to the Audit Risk and Improvement Committee (ARIC) every six months

Executive Review of Strategic Risks to be completed quarterly

Monitor and ensure disclosures are made as outlined by legislation and policy of Council

Ensure new staff receive training and disclosure officers understand their role in the process

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

Regular contact maintained with State Records to ensure compliance and complete audit requirements. Audit completed in March 2026 and currently working on actions into 2026/2027

The Enterprise Risk Management Framework has been adopted, including the risk appetite statement, strategic risks and related operational risks. The risk register is currently in the process of being updated to better enable management of risks by risk owners and is on track for delivery in 2026 to assist in further embedding the Risk Management Framework.

ARIC have received reports on Council's risk status at each ARIC meeting held during the reporting period.

The Executive Team have undertaken reviews of Council's strategic risks in the 2025/2026 financial year to date. This review will continue to be undertaken quarterly in accordance with the Enterprise Risk Management Framework.

Disclosures of interest are completed inline with current legislation and policy and reported to Council within the required timeframes.

New staff, including disclosure officers, are provided with training upon commencement. Refresher training is provided to disclosure officers as required.

Development of this is ongoing in line with a full review of the operational risks which will go into Q1 2026/2027 FY.

OBJECTIVE LE2: Council is financially responsible and sustainablePL3_Loop.SPL3_DESC}

STRATEGY

LE2.1 Ensure financial sustainability through effective financial management

Prepare and review budget assumptions

Complete and submit the Annual Financial Statements

Implement the annual Management Letter recommendations

Deliver the Draft Budget for the next financial year.

Provide Quarterly Budget Review Statements (QBRS) to Council

Budget assumptions were reviewed and endorsed by the Executive in February 2026 for preparation of the IP&R documents and adopted with the budget in the IP&R suite of documents in June OCM 2026.

This item is complete.

The one remaining item has been significantly progressed and is scheduled to be completed in Q1 2026/2027.

Council's draft budget was endorsed for exhibition at the OCM April 2026 and post feedback approved at the OCM in June 2026.

Reporting was completed in February and May 2026 at the OCM as legislated.

All requirements for QBRS reporting have now been met as the 4th quarter for the financial year the audited Financial Statements will be the next form of reporting.

Plan and prepare the Long-Term Financial Plan (LTFP) for the next financial year.

Manage insurance claim portfolio effectively and efficiently, including policy development and annual returns

LE2.2 Ensure revenue raising is equitable, and revenue from grants and other income sources is maximised

LE2.3 Deliver effective asset management by maximising asset maintenance

Update the Revenue Policy for inclusion in the draft Operational Plan

The LTFP was adopted in the IP&R suite of documents in June 2026 OCM.

Insurance claims are managed within required timeframes. Annual returns commence in February 2026 with completion by 30 June 2026.

The Revenue Policy was adopted in the IP&R suite of documents in June OCM.

Conduct a sale of land for unpaid rates review 2025/2026 sale process was completed by auction on April 15, 2026.

Manage corporate grants in new corporate system and report quarterly to Council on grant status

Deliver the Asset Management Plans

LE2.4 Ensure Council’s sustainable procurement strategy is effective and efficient

Plan and prepare the Asset Management Strategy 2026/2027

Complete Asset Revaluations according to revaluation model cycle and fair value measurement requirements

Complete actions as outlined in the Procurement Internal Audit

Develop staff awareness, imbed recognition methods into procurement practices and report on the Modern Slavery Regulations

Monthly grant updates are attached to the monthly financial report and quarterly figures through the QBRS.

The Asset Management Plans have been reviewed and updated, with relevant data incorporated into the Asset Management Strategy. This Strategy forms part of the Resourcing Strategy for 2026/2027 adopted by Council in June 2026.

The Asset Management Strategy 2026/2027 has been prepared, incorporating updates from the Asset Management Plans, and has been included in the Resourcing Strategy for 2026/2027 adopted by Council in June 2026.

The collection of observed condition data for Council's water assets is complete, and the revaluation of these assets has been finalised, in accordance with the revaluation model cycle and fair value measurement requirements.

Internal audit working group meetings have continued to be held monthly with quarterly updates to the ARIC. Actions ongoing into 2026/2027.

Modern slavery reporting and compliance was completed successfully for the financial year. Staff training has nearly concluded for existing staff and a training module introduced for onboarding new staff. Recognition methods have been embedded into procurement practices as part of the internal audit for procurement action plan.

LE2.5 The organisation workforce meets the Valley of the future

Deliver the Operational Plan 2025/2026

Completed as per this progress report and progress report presented at February 2026 OCM.

Report every six months on deliverables in the Delivery Program Progress report presented to February 2026 OCM.

Ensure compliance with IP&R Framework 2021 and requirements delivered

Plan and prepare the Operational Plan for 2026/2027

2026/2027 Resourcing Strategy, Operational Plan and Budget created, was open for public exhibition and adopted by Council June 2026 OCM.

The Operational Plan for 2026/2027 was adopted by Council June 2026 OCM.

Implementation of 2025/2026 actions from Workforce Management Strategy and review prior to updated Resourcing Strategy for 2026/2027

Deliver CVC Traineeship Annual Program

The actions have progressed during 2026. The Workforce Management Strategy 2026/2027 had been adopted by Council at the June 2026 OCM.

The delivery of Council's Grow Your Own Trainee and Apprentice Mentoring Program continues to facilitate the growth and wellbeing of participants. The current retention rate is above 95%.

OBJECTIVE LE3: Council represents, advocates and demonstrates a positive and connected partnership with all levels of governmentPL3_Loop.SPL3_DESC}

STRATEGY ACTION

LE3.1 Coordinate a schedule of meetings with local State and Federal Members

LE3.2 Engage with relevant stakeholders to inform advocacy for the Valley

Quarterly meetings planned with local State and Federal Members

Seek opportunities to advocate on matters raised through the View Id survey outcomes – health services, social services, law enforcement, public housing, economic development services, emergency services and education opportunities.

STATUS UPDATE

Formal quarterly meetings not required as per requests from State & Federal members. Meetings to be held on an ad hoc basis with each member as requested.

Health - Completed the CMA and RDN survey that shares a strong commitment to equity in health no matter where you live. To improve the voice of local councils and better understand the challenges and opportunities of delivering health services across New South Wales. We promoted the GBH Redevelopment Aboriginal Artwork EOI & Arts in Health Working group.

Housing - Partnered with local housing service providers to support people sleeping rough including joint visits, representation at local Grafton Services Interagency and the Northern Rivers Zero CV Case Coordination Group. Social Services - We have provided support (advocacy, meeting attendance, funding support, resources) to the following interagency whose members are representative of the social services sector: Grafton Services Interagency, Lower Clarence Welfare Interagency, Mental Health Month Planning committee, Clarence Youth Network, Child & Family Network, Northern Rivers Zero and the CV Domestic and Family Violence Committee.

Participated in the Improving Access to Healthcare Services in the Clarence Valley Advisory Group.

LE3.3 Support and equip Councillors as ‘brand’ ambassadors

Create and regularly update a media library of CVC creative assets for Councillors to use when communicating with the public

A new digital asset management platform has been established to create and regularly update a central media library of CVC creative assets for use when communicating with the public. Identify regular media opportunities for the Mayor or nominated Councillor to provide regular updates about Council decisions and projects

From 1 January to 30 June 2026, the mayor participated in monthly interviews with 2GF/104.7 and Loving Life FM, along with regular interviews on ABC North Coast, providing a consistent platform to communicate Council decisions, budget

outcomes, infrastructure projects, advocacy initiatives and other key community issues.

Proactive media opportunities contributed to 214 media mentions of Ray Smith during the reporting period, reaching a potential audience of 1.21 million people across print, online, television, radio and social media. Coverage comprised 82 radio mentions (38.3%), 60 online articles (28%), 61 print stories (28.5%), 2 television segments (0.9%) and 9 social media mentions (4.2%), demonstrating a strong and consistent media presence that kept the community informed about Council's activities and priorities.

Invite Councillors to attend and participate in Council events, media opportunities and programs

Councillors invited to & advised of Council events via email & Councillor newsletter. Council Corner radio segment continuing. Provide copies of Clarence Magazine to Councillors to share with their community and highlight Council achievements

Each quarter, the new edition of Clarence Magazine is made available to Councillors.

OBJECTIVE

STRATEGY

LE4.1 Engage with the community to inform decision making

Encourage residents to sign up to an engagement panel that regularly provides feedback on projects and strategies

Establish and deliver two Communications and Engagement Forums with key stakeholders to encourage transparency and collaboration across stakeholders

There are currently 3,171 registered participants on Clarence Conversations.

Clarence Magazine has focused on reporting on engagement activities and encouraging participation.

Flyers with QR codes for Clarence Conversations were distributed at all face-to-face engagement sessions encouraging people to join Clarence Conversations and participate in engagement.

Five e-newsletters were sent out to registered participants in 2025/2026.

Participated in the regional councils' Communications and Engagement Forums, contributing to regional collaboration and identifying opportunities for improved local coordination. Internally, Council hosted a Digital Forum in May, attended by 15 staff from across Council divisions. The forum featured a META expert as the keynote speaker and provided a collaborative platform for staff to share ideas, build digital capability and promote consistent communication practices across the organisation.

Review online methods of engagement including Council website and online engagement platform

Meetings were held with three independent organisations to understand different platforms to engage online, including opportunities and limitations of each option.

A review of options is currently underway considering bestpractice online engagement, as well as value-for-money and the needs of our community as well as internal stakeholders. Provide internal training on community engagement strategy, methods and reporting

Two community engagement officers completed IAP2 Community Engagement Certification.

This training and knowledge is informing the development of internal tools, processes / procedures, standards including survey design and reporting guidelines.

Once complete this will be rolled out across the organisation including staff induction and onboarding, lunch and learns and specific engagement training.

Publish engagement reports on Council’s website and inform participants of outcomes of engagement to promote transparency and understanding of how feedback has been considered

LE4.2 Provide reporting to the community, informing of council achievements through effective and best practice communication

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

Deliver timely, informative and value-for-money communications in line with the Communications Plan and internal tools and resources

Nine council projects were updated with engagement outcomes in with next steps, officer recommendations or engagement reports, to close the loop on projects. Five projects remain under review before closing the loop can be completed. Closing the loop promotes transparency and demonstrates how community feedback has been considered in decision making. Council's approach to community engagement was recognised through the Granicus ANZ Digital Government Award for Empowering Community-Led Conservation Through Digital Engagement.

Two issues (14 and 15) of Clarence Magazine were delivered in January and April. Each edition reported on key achievements from the Operational Plan and highlighted priority projects, services and community outcomes.

Council delivered timely, informative and value-for-money communications through a coordinated mix of owned, earned and paid channels, including social media, the website, e-newsletter, media releases, newspaper advertising and radio advertising.

Council achieved the following outcomes:

• Facebook: 425,470 post views and 18,270 followers

• LinkedIn: 3,295 followers

• Website: 109,963 users

• E-newsletter: 2,549 subscribers

• Media releases: 37 distributed

• Media coverage: 2,168 media mention of Clarence Valley Council across print, online, television, radio and social media

LE4.3 Deliver specialised engagement strategies with our First Nations communities and our young people

These results demonstrate the broad reach and effectiveness of Council's communications in keeping the community informed about Council decisions, projects, services and initiatives.

Ensure Council's website is maintained with accurate, timely and accessible information Council’s website has been regularly updated to maintain accurate, timely and accessible information. Key pages have been reviewed and refreshed, operational updates have been published as required and accessibility checks have been completed as part of routine maintenance. The website is compliant for the reporting period.

Deliver the Youth Voices program, giving young people an opportunity to engage in the decision making that affects them

Continue to prepare a framework for how Council engages with local First Nations groups to ensure effective engagement, communications and participation

Council’s Youth Voice program engaged 272 students across four local high schools. Through school-based and lunchtime sessions, young people contributed to a wide range of council projects and activities, including strategic planning, Youth Week and school holiday programs, library services, open space reviews, mental health initiatives, reconciliation activities, community safety, and ideas for future council facilities and services.

Finalised the Three Nations One River Aboriginal Cultural Insights and Engagement Guide, received and noted by Council in June to guide future engagement.

First Nations Engagement Framework 2026/2027 accepted by Council in June 2026. An engagement plan drafted to support implementation of the First Nations Engagement Framework (Schedule) in 2026/2027.

Facilitate roundtable meetings between First Nations groups and nominated Councillors to build relationships, trust and collaboration in the things that matter

LE4.4 Coordinate Advisory Committees to inform decision making related to Council’s CSP and Delivery Program

Provide minute taking and governance guidance around Advisory Committee Meetings

During 2025/2026 financial year, implementation of the First Nations Engagement Framework (Schedule) was paused whilst community consultation was undertaken to develop the Three Nations One River Cultural Insights and Engagement Guide. Six engagement sessions were conducted with fifty participants from Yaegl, Gumbaynggirr and Bundjalung communities to inform the development of the Three Mob One River Cultural Insights and Engagement Guide. This was complemented by three targeted external stakeholder meetings and four internal meetings to support the document’s proofing and finalisation. An intranet page has been drafted for staff to access the new guide.

Council leadership conducted one meeting with the Yaegl Traditional Owners Aboriginal Corporation.

Two meetings held for all advisory committees in this reporting period. Executive Support staff provide agendas and minute taking support. Annual review of Advisory Committees undertaken in June 2026.

LE4.5 Deliver opportunities for community input into decision making through submissions and public forums

Ensure timely reporting of minutes and any recommendations to Council

Advisory committee minutes included in Items for Information report on Council Meeting Agenda.

Minutes also added to CVC website once approved by chair.

Ensure submissions are collated and reported to Council Submissions collated & included in Council reports were required.

Ensure public forums are available before each Council Meeting

Public forums help prior to each Council meeting to ensure community views are heard. Public forums broadcast via Council's website and recordings of public forums available on Council's website. As per Council Resolution 2026.324, public forums are now to be held on the Tuesday prior to the Council meeting.

STRATEGY ACTION

LE5.1 Provide a high standard of customer service to the community

LE5.2 Deliver the Service Review Program

Deliver the Customer Service Charter

STATUS UPDATE

Internal consultation has been completed.

Report on Customer Service data quarterly to the Executive Quarterly reports prepared for Leadership team.

Report on Customer Service data annually in the Annual Report Completed.

Review complaint management feedback related to customers service and provide feedback to front-line staff

Deliver Service review program as outlined in the Delivery Program for 2025/2026 Open Spaces and Libraries

Deliver the Internal Audit Program 2025/2026 and Report outcomes to ARIC

Ongoing feedback continues to be provided to front-line staff and incorporated into process improvement with positive feedback incorporated into employee recognition programs.

Service reviews have been progressing in accordance with the schedule set out in the Service Review Plan included in Delivery Program 2025/2026 to 2028/2029, with the Public Libraries Service Review completed in this reporting period.

The Internal Audit Program 2025/2026 comprises the following internal audits:

- Native Title audit- the audit has been completed and the recommendations outlined in the action plan are currently being implemented.

- Customer Service and Complaints Management process auditthe audit has been completed and the action plan is about to commence to address the recommendations identified in the audit.

- Development Application process audit- the audit has been completed and the team are currently awaiting the final audit report.

Complete the Work Health and Safety (WHS) StateCover actions identified in the Audit

Two priority actions were assigned to Clarence Valley Council after the audit this year, to be completed over a 2 year period.

LE5.3 Deliver corporate system upgrade to support better our community

LE5.4 Deliver efficiencies as required with emerging technologies

Complete Property & Rating System Upgrade – Phase 1 lifting the corporate system to latest technology and enhancing customer request and animal management technologies

Scope Property and Rating Software Upgrade – Phase 2 (Identified Modules) for delivery in future years

Complete the next stage of GIS Internal Audit actions to enhance use and currency of mapping data

Implement Microsoft Modern Workplace technology to enhance our digital and remote working environment capabilities

With the Psychosocial component completed, only one action remains at 90% status of completion which is the musculoskeletal risk in the workplace, only one action remains out of this series which is the completion of a review of councils Hazardous Manual tasks procedure and associated forms, this is on track to be completed by the 30th September 2026 as per action plan.

Phase 1 upgrade completed in February 2026.

Complete a network security review and implement identified cyber security strengthening actions

Deliver critical server and wifi management upgrades to ensure resilience in adverse operating conditions

Phase 2 Technical Planning & Scoping of Stage 2 of the Property & Rating Software program has been completed and the Testing stage is well underway and expected to be completed in late July 2027.

Update of GIS software, access controls, user education and layer information are continuing in line with internal audit plan requirements and upgrades to our corporate systems.

All Council computers are being upgraded to the latest version of Windows to ensure they remain secure, supported, and reliable. At the same time, we are introducing new security and management tools that help protect Council information and make day-to-day IT support more efficient.

Overall, these changes will improve security, reduce risks, provide clearer oversight of Council systems, and ensure technology changes are well-managed, traceable, and aligned with Council policies and responsibilities.

Council continues to strengthen its cyber security in line with best practice requirements / methodologies. Internal assessment shows we currently meet the baseline level across most areas, and an independent external assessment is underway.

Server upgrades have been completed, and Wi-Fi access points have been moved to a cloud-managed system, making them easier to support and expand in future.

Backup Wi-Fi has also been installed at the sewage treatment plants to improve reliability. Further work is still required at the RRWD Treatment Plant Hut as part of the planned site upgrade.

Complete CCTV Network Review and implement upgrades and enhancements to improve use, footage and access

The CCTV in Public Places Policy and Workplace Surveillance Policy have now been adopted.

Council staff are developing clear procedures for how CCTV footage is accessed and managed, including the roles of the Facilities and IT teams, to ensure the system is used appropriately and securely. Site audits will inform upgrades and enhancements in 2026/2027 ensuring a robust CCTV network is maintained.

Rollout AI enhanced technologies to assist in bulk data capture

LE5.5 Deliver an effective complaints management system

Report on complaint data and management in quarterly governance report to Council

Ensure compliance with the Complaint Management Policy

Delivery Training to front line staff to manage complaints effectively

Monitor and action reports under the Unreasonable Conduct by Complainants Policy

Public Interest Disclosure reporting managed as per policy and legislation

AI program for 2025/2026 has been completed with AI capture systems being utilised by the Civil Team to assist with defect management on roads and footpaths. There is future vision to use similar technology in other Council Services over the next 6 months and beyond, with further introduction of AI technologies planned in 2026/2027 to provide increased efficiency to everyday business.

Governance reports, including complaints data, are provided to Council each quarter.

Complaints are managed in accordance with Council's Complaint Management Policy. The number of complaints per quarter are included in Governance reports to Council each quarter. Internal Audit completed.

Training content has been finalised. Training will be delivered face to face and through Council's eLearning platform in the next six months.

All reports of UCC have been reviewed, assessed and actioned accordingly.

Reporting managed inline with current policy and legislation requirements.