BYRON SHIRE COUNCIL

Ordinary Meeting

 

Publicbsc_logo_150dpi_rgb ATTACHMENTS

EXCLUDED FROM THE

Ordinary Meeting AGENDA

OF 23 August 2018

 

11.  Submissions and Grants

11.1   Byron Shire Council Submissions and Grants as at 1 August 2018

Attachment 1... BSC Submissions and Grants as at 1 August 2018.................................. 4       

 

13.  Staff Reports

General Manager

13.1   Railway Park rotunda location options

Attachment 1... BEC request Railway Park........................................................................ 7

13.3   Byron Skate Park and Recreation Hub

Attachment 1... Skatepark Survey_Responses_Report.pdf............................................... 9

13.5   Open Space and Recreation Needs Assessment and Action Plan - draft for community consultation

Attachment 1... Draft Open Space and Recreation Needs Assessment and Action Plan 38

13.6   Revised Community Engagement Policy

Attachment 1... Revised Draft Community Engagement Poilcy.................................... 128

Corporate and Community Services

13.7   Land and Environment Court Proceedings Gordon Highalands Pty Ltd

Attachment 2... Plans ..................................................................................................... 146

Attachment 3... Plans...................................................................................................... 152

Attachment 4... Basix...................................................................................................... 163

Attachment 5... Conditions of Consent............................................................................ 177

Attachment 6... submissions received............................................................................. 192

13.8   Operational Plan 2017-2018 and Delivery Program 2017-2021 - 6-month progress report to 30 June 2018

Attachment 1... Delivery Program 2017-2021 - 6 Monthly Progress Report - 1 January to 30 June 2018....................................................................................................... 199

13.9   Council Resolutions Quarterly Review - 1 April 2018 to 30 June 2018

Attachment 1... Active Resolutions as at 30 June 2018.................................................. 236

Attachment 2... Completed Resolutions Report - 1 April to 30 June 2018..................... 334

13.10 Carryovers for inclusion in the 2018/19 Budget

Attachment 1... Carryovers for inclusion in 2018-2019 Budget - General, Water and Sewerage Funds..................................................................................................... 495

13.11 Budget Review 1 April 2018 to 30th June 2018

Attachment 1... Budget Variation for General, Water and Sewerage Funds.................. 502

Attachment 2... Itemised Listing of Budget Variations for General, Water and Sewerage Funds   524

13.13 Bayshore Drive Roundabout Public Art Project

Attachment 1... Expression of Interest - Public Art for Bayshore Drive roundabout...... 591

Sustainable Environment and Economy

13.16 Planning Proposal Update - The Saddle Road (26.2017.3.1)

Attachment 1... E-mail from Department of Planning and Environment Saddle Road Planning Proposal (27.2017.3.1) Early implementation of a Residential Strategy Action to provide affordable housing.................................................................... 602

Attachment 2... Department of Planning and Environment Response to Byron Council concerning Accessible Housing Project 2018-06-20................................................ 605

Attachment 3... Special Disclosure of Pecuninary Interest............................................. 607

13.19 Submissions Report on the Draft Integrated Pest Management Policy

Attachment 1... Draft Integrated Pest Management Policy recommended for adoption (Report to OC I2018/1333)..................................................................................... 609

Infrastructure Services

13.20 Grays Lane Upgrade - Project Status and Community Consultation Outcomes

Attachment 1... PDF of E2017 32558  24.2015.20.1 Grays Lane Upgrade - 2017 Presentation on options.................................................................................................... 624

Attachment 2... Grays Lane Upgrade Options Overview Table For Council Report 23 August 2018............................................................................................................... 638

13.21 Waterlily Park Planned Upgrades

Attachment 1... Waterlily Playscape Community Survey Results Summary March 20187 639

Attachment 2... WATERLILY PARK SURVEY RESULTS COMPILED........................ 647

13.22 Suffolk Beachfront Holiday Park Dog Friendly Report

Attachment 1... Dog Friendly Park Rules........................................................................ 662

Attachment 2... Feedback on Dog Friendly Trial at Suffolk Beachfront Holiday Park... 663

13.24 Broken Head Reserve & Seven Mile Beach Road - ongoing issues

Attachment 1... Minutes of Seven Mile Beach Road Meeting - Monday 26 March 2018 664

Attachment 2... Seven Mile Beach Road - High Level Options Assessment - Including Plans       674

Attachment 3... Minutes of Seven Mile Beach Road Meeting - Monday 2 July 2018.... 693

13.26 Byron Bay High School - Safety Issues at Arakwal Court

Attachment 1... 2644_CONCEPT OPTIONS SET - Arakwal Court Upgrade............... 697

Attachment 2... Byron High School - PRG Traffic Safety 1 Minutes - Arakwal Court Upgrade     704

Attachment 3... Byron High School Letter of Support for Option 6 Arakwal Court upgrade 706

Attachment 4... Byron Bay HS Bdry Adjustment in Princ support - Arakwal Court Upgrade         707

13.28 Recycled Water Management Strategy 2017-27

Attachment 1... Email from Matthew O'Reilly regarding Submission Comments & Concerns - Recycled Water Strategy 2017-2027 PDF............................................ 708

Attachment 2... Email from Duncan Dey - Submission for Byron Shire Recycled Water Management Strategy PDF................................................................... 711

13.30 Suspension of Council Policy 4.17

Attachment 1... Policy: Contribution to the cost of Sealing of Unsealed Roads adjacent to Properties at Request of Owners (Current_Policies).............................................. 713           

14.  Reports of Committees   

Sustainable Environment and Economy

14.1   Report of the Heritage Panel Meeting held on 3 July 2018

Attachment 1... Minutes Heritage Panel held 2 July 2018.............................................. 716        

  


BYRON SHIRE COUNCIL

Submissions and Grants                                                                                                             11.1 - Attachment 1

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BYRON SHIRE COUNCIL

Staff Reports - General Manager                                                                13.1 - Attachment 1

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BYRON SHIRE COUNCIL

Staff Reports - General Manager                                                                13.3 - Attachment 1

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BYRON SHIRE COUNCIL

Staff Reports - General Manager                                                                13.5 - Attachment 1

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BYRON SHIRE COUNCIL

Staff Reports - General Manager                                                                13.6 - Attachment 1

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Staff Reports - General Manager                                                                                           13.6 - Attachment 1

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Staff Reports - General Manager                                                                13.6 - Attachment 1

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Staff Reports - Corporate and Community Services                                                         13.7 - Attachment 2

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Staff Reports - Corporate and Community Services                                                         13.7 - Attachment 3

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Staff Reports - Corporate and Community Services                                                         13.7 - Attachment 4

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Staff Reports - Corporate and Community Services                               13.7 - Attachment 5

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Staff Reports - Corporate and Community Services                               13.7 - Attachment 6

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BYRON SHIRE COUNCIL

Staff Reports - Corporate and Community Services                                                         13.8 - Attachment 1

 

OUR
  10 year PLAN

CORPORATE MANAGEMENT

Effective leadership and ethical and accountable decision making

Objective CM1

Effective governance, business, project and financial management

Strategy CM1.1

Council will be efficient, transparent and accountable to all its stakeholders

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CM1.1.1

Enhance leadership effectiveness and capacity

CM1.5.2

Develop a talent management framework to support identification and development of top talent.

Manager People and Culture

Retention of top talent

ü

 

Develop a succession plan for General Manager, Director and Manager positions

Manager People and Culture

Leadership pipeline established

l

 

CM1.1.2

Enhance customer service effectiveness

 

Implement benchmarking Voice of the Customer measurement systems

Customer Service Coordinator

Performance monitored against benchmark

ü

 

Develop Customer Satisfaction Survey Action Plan

Media and Communications Officer

Satisfaction with Council Services > rating of 3.0 (measured biennially)

 

l

 

Develop an inclusive Customer Service Strategy with Action Plan

Customer Service Coordinator

100% staff awareness of Strategy and Action plan

Differing access requirements included in Strategy and Action Plan

l

 

Develop and implement a customer service training program for roles with customer service responsibilities

Customer Service Coordinator

Training complete for 80% of filled positions

l

 

CM1.1.3

Ensure Council’s information systems are efficient, effective, resilient and accessible

CM2.2.1

 

Implement prioritised actions from (2015- 2019) Information Systems strategic plan within resource capability

Manager Business Systems and Technology

100% of program delivery milestones met laying foundation for further software upgrades scheduled in year 2

ü

CM1.1.4

Ensure the tenure of Council owned and controlled assets are well maintained

 

Ensure long-term licences for commercial activities on owned & managed open spaces

Manager Governance Services

Competitive process

ü

 

Improve leasing & licensing rental income and concurrency of all insurances under tenure agreements.

 

Manager Governance Services

 

180 days notice to asset managers of expiring tenures.

150 days notice to executive team of expiring tenures.

Review of rents consistent with agreements.

Invoices raised consistent with agreements within 7 days due.

Annual database audit

ü

 

CM1.1.5

Ensure the financial integrity and sustainability of Council through effective planning and reporting systems.

CM 1.4.2

CI4.1.2

Internal financial controls maintained/improved.

Manager Finance

Control framework reviewed monthly.

ü

Complete annual statutory financial reports.

Manager Finance

31 October 2017

ü

Ensure the integrity and effectiveness of Council’s Procurement Processes through the implementation of the Procurement Roadmap.

Manager Governance Services

All procurement roadmap milestones completed on time.

ü

 

Implement the Sustainable Procurement Plan, including social procurement objectives

Manager Governance Services

Plan implemented

Social procurement opportunities maintained or increased

ü

 

Assist in building the NOROC Council’s regional procurement capacity.

Manager Governance Services

Increase in the number of regional contracts as a result of joint procurement initiatives.

ü

 

Ensure Council revenue billing and payments are accessible and collected.

Manager Finance

Legislative requirements met.

Debt recovery trends within industry benchmarks.

Increased online billing.

ü

 

Treasury functions of Council managed to maintain cash flow and maximise return on invested funds.

Manager Finance

No payment delays to employees and suppliers.

Monthly investment returns exceed relevant Bank Bill Swap Rate (BBSW)

ü

 

Identification of ethical investment opportunities with environmental and social inclusion outcomes.

Manager Finance

Opportunities identified for further development

ü

 

CM 1.1.6

Develop and incorporate a risk management framework which is effective and accessible.

 

Develop and implement risk management framework

Manager Governance Services

Risk is built into all project plans 

 

û

Develop and implement Business Continuity Plan/Disaster Recovery Plan

Manager Governance Services

Business Continuity Plan/Disaster Recovery Plan current and ready to be deployed

 

û

 

 

Strategy CM1.2

Ensure Council decision making supports the fair allocation of resources, services and facilities

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CM1.2.1

Incorporate wellbeing framework within organisation to inform decision making

SC1.3.1

CI1.1.1

Undertake community wellbeing project

Manager Community Development

Wellbeing indicators developed

ü

 

Facilitate annual Community Donations Program

Manager Community Development

Funds allocated equitably and transparently

ü

CM1.2.2

Enhance the financial capability and acumen of Council.

 

Financial reporting as required provided to Council and Management.

Manager Finance

Within ten days of month end.

ü

 

Support the organisation in identifying financial implications of projects, proposals and plans.

Manager Finance

Responses provided by agreed deadlines.

ü

 

CM1.2.3

Monitor decision making to ensure alignment with corporate documents as adopted or endorsed by Council

 

Maintain corporate document register and monitor draft policies, procedures and other corporate documents

Manager Governance Services

 Register maintained

ü

 

Continue policy review process

 

Manager Governance Services

Priority policies reviewed on target

l

 

Incorporate access and inclusion considerations into policy review process

Manager

Governance Services

Review process updated

ü

 

 

 

Strategy CM1.3

Improve organisational sustainability (economic, social, environmental and governance)

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CM1.3.1

Develop workplace innovation and creativity to enable sustainability

 

Develop an outcomes framework for Council activities

Manager Governance Services

Impact measurement initiated in identified projects

l

 

Initiate education and training and pilot implementation for outcomes measurement across the organisation

Manager Community Development

 

Education and training delivered for identified stakeholders

ü

Identify evidence based opportunities to enable creativity and innovation in local government

Manager Community Development

1 evidence based initiative undertaken

l

CM1.3.2

Develop a culture of continuous improvement

 

 

 

Develop Service Guarantees for key council services

 

 

Executive Manager Organisation Development

Service Guarantees in place.

Satisfaction with Council Services >  rating of 3.0 (measured biennially)

l

 

Implement Business Effectiveness Action Plan

Executive Manager Organisation Development

Improvement in performance metrics in 80% of areas identified in Action Plan.

ü

Develop performance measures for council services

Executive Manager Organisation Development and Managers

Performance improving in areas with performance measures in place.

 

ü

Expand Financial Sustainability Plan to achieve quadruple bottom line sustainability outcomes.

Director Corporate and Community Services

Reporting on Financial Sustainability Plan achievements also includes social and environmental outcomes.

 

l

 

 

Strategy CM1.4

Comply with NSW State government legislation for local government integrated planning and reporting

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CM1.4.1

Implement best practice in Integrated Planning and Reporting

 

 

Comprehensive review and consultation for the new Community Strategic Plan for the next ten years to 2028

Manager Governance Services

Positive OLG feedback received and/or constructive feedback acted on will provide the community, Councillors and staff with clear direction

 

ü

Increase staff awareness of the Integrated Planning and Reporting Framework

Manager Governance Services

Include an IP&R information video in the staff induction program which will introduce the importance of the Framework and how it relates to staff work plans.

 

ü

Coordinate the capture of baseline data for Delivery Program Actions

Manager Governance Services

Data entered for all actions provides meaningful progress reporting to Council and community

 

ü

CM1.4.2

Develop an improved inclusive and integrated Resourcing Strategy.

 

 

CM1.1.5

CI1.4.2

CI4.1.5

 

 

Implement inclusive Workforce Plan management strategies

Manager People and Culture

- Increase number of apprenticeships and trainee positions from 2016/2017 base.

- Increase percentage of workforce aged between 16-34 by 5% based on 2016/17 demographics.

- Develop Council’s inclusive recruitment process

l

 

Monitor, review and update Long Term Financial Plan.

Manager Finance

Annual review completed.

 

l

 

Update Strategic Asset Management Plan including access considerations and other emerging issues

Manager Assets and Major Projects

Plan updated

 

ü

 

 

 

10 year capital plans and programs reviewed annually and projects developed and scoped. 

Managers for Works,

Utilities,

Open Space & Resource Recovery,

Assets and Major Projects

New infrastructure projects included in plans.

ü

 

 

Strategy CM1.5

Provide a safe, healthy and inclusive working environment

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CM1.5.1

Ensure the physical and mental health and wellbeing of the entire organisation.

 

Develop and implement a health and wellbeing program including resilience training.

 

Manager People and Culture

Reduced absenteeism and increased staff satisfaction

l

 

Review current employee assistance provider (EAP) arrangements to maximise service offering and utilisation. 

Manager People and Culture

Increased utilisation of EAP by staff

ü

 

Improve capability and confidence of managers, team leaders and supervisors in managing all staff health and wellbeing, including social, emotional, physical and psychological wellbeing.

Manager People and Culture

- Improvement in staff survey health and wellbeing indicator outcomes

- Reduced number of workers compensation claims

l

 

CM1.5.2

Develop targeted initiatives to increase employee engagement and implement tools to measure improvements in staff satisfaction, culture and morale.

CM1.1.1

Partner with Directors and Managers in implementing action plans based on feedback from 2016 staff survey including key actions to address identified issues 

Manager People and Culture

80% of identified actions commenced

l

 

Develop a cross organisational culture change strategy model

Manager People and Culture

Reduced grievances and disputes

l

 

People and Culture staff to become accredited practitioners in Human Synergistics’ Organisational Culture Inventory (OCI) and Organisational Effectiveness Inventory (OEI) tools.

Manager People and Culture

Two P&C staff members successfully accredited in OCI and OEI

ü

 

Implement revised performance commitment plan and review template at Director and Manager levels

Manager People and Culture

100% of Directors and Managers have a performance commitment

ü

 

Develop ‘Let’s Talk’ performance framework to replace existing performance management system ‘empower’ for all staff below Manager level

 

Manager People and Culture

70% of staff are engaging in regular performance conversations with their supervisors

ü

 


 

 OUR
  10 year PLAN

CORPORATE MANAGEMENT

Effective leadership and ethical and accountable decision making

Objective CM2

Informed and engaged community

Strategy CM2.1

Use a range of effective communication to engage the community and support transparent and accountable Council decision making

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CM2.1.1

Enhance staff capacity in community engagement

 

Community Satisfaction Survey conducted.

Media and Communications Officer

Action Plan developed and implemented

 

l

 

Increased number of IAP2 accredited staff.

Media and Communications Officer

2 additional certified staff and 5 modules completed

ü

 

 

CM2.1.2

Incorporate inclusive community consultation and stakeholder engagement in Council decision making

 

Support development and implementation of inclusive communication strategies for projects and issues

Media and Communications Officer

Engagement and provision of Council information increases within Community Satisfaction Survey

 

l

 

Revise Engagement Policy and strategic framework to drive improved community satisfaction with engagement

Media and Communications Officer

- Policy and framework adopted

- Customer satisfaction rating for engagement improved (measured biennially)

 

ü

 

Seek input from diverse community representatives through Council’s advisory groups, including Committees, Panels and Project Reference Groups

Manager Governance Services

Process for review determined and occurring

ü

 

CM2.1.3

Provide timely, accessible and accurate information to the community.

 

 

Develop digital framework to support plain English community engagement.

Media and Communications Officer

Online feedback monitored for continual improvement

 

ü

 

 

Strategy CM2.2

Provide education, engagement and feedback initiatives

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CM2.2.1

Enhance community access through digital technologies which broaden participation and support inclusion.

CM1.1.3

Corporate website aims to meet Web Content Accessibility Guidelines (WCAG) 2.0

Manager Business Systems and Technology

Over 70% of website is compliant

ü

 

Develop and launch new website with increased residential and ratepayer opportunities to conduct business and engage

Manager Business Systems and Technology

Website launched with increased number of ways to conduct business

ü

 

Provide online engagement platform and build subscriber database.

Media and Communications Officer

4 online opportunities per year

ü

 

CM2.2.2

Facilitate meaningful and inclusive community participation.

 

Encourage and support development and implementation of inclusive communication strategies for projects and issues

Media and Communications Officer

- 3 Business, sport and community roundtables hosted

- All projects have communication plans completed

ü

Engagement Strategy adopted and actions implemented across the organisation.

Media and Communications Officer

Effective engagement outcomes recognised within Community Satisfaction Survey (measured biennially)

 

l

 

 


 

 

 OUR
  10 year PLAN

CORPORATE MANAGEMENT

Effective leadership and ethical and accountable decision making

Objective CM3

Effective partnerships with all levels of government

Strategy CM3.1

Implement collaborative partnerships that support efficient use of resources

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CM3.1.1

Develop effective partnerships with colleagues in neighbouring Councils for the purpose of sharing knowledge and expertise.

SC1.1.1

Engage with payroll teams in Lismore, Tweed, Ballina and Richmond Valley to share strategies around streamlining of service through system and processing improvements.

Manager People and Culture

Improvements and efficiencies in payroll service delivery

ü

 

Represent NOROC on the State Government’s North Coast Careers Pathway Project Control Group

Manager People and Culture

Increased knowledge about career pathways for students and young job seekers to assist in workforce planning activities

ü

 

CM3.1.2

Develop an inclusive organisational Partnership Strategy

SC1.1.1

Initiate strategy development

Manager Governance Services

 

Partners identified and strategy scoped for further development

l

 

CM 3.1.3

Develop an effective process for strategic grant management

SC1.1.1

Develop a proactive cross organisational grant application strategy

Manager Governance Services

Improved grant application outcomes

l

 

 


 

 

 OUR
  10 year PLAN

CORPORATE MANAGEMENT

Effective leadership and ethical and accountable decision making

Objective CM4

Community compliance with statutory requirements

Strategy CM4.1

Promote community compliance with Acts, Regulations, Instruments and Council policies and standards

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Society and Culture Action SC2.2.2

 

 

 

 

 

 


 

OUR
  10 year PLAN

ECONOMY

A sustainable and diverse economy which provides innovative employment and investment opportunities in harmony with our ecological and social aims

Objective EC1

A diverse inclusive economic base and support for local businesses

Strategy EC1.1

Support the development of a range of sustainable industries in Byron Shire

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EC1.1.1

Support innovative pathways to social enterprise and sustainable business development

 

EC1.2.1

 

Implement Social Innovation Action Plan

Manager Community Development

 

One action from the Plan implemented

Identify innovative funding mechanisms for alternative revenue streams

ü

 

Develop, initiate and pilot Youth Innovation Strategy

Manager

Community Development

Strategy developed and one action initiated

ü

 

EC1.1.2

Facilitate growth and development through a transparent and efficient development assessment process

 

Ensure development is regulated within the Shire in accordance with Council’s statutory instruments and controls

 

Manager Sustainable Development

 

60% development applications determined  in

< 40 days of registration

l

80% Construction Certificates processed in <28 working days

l

 

80% Complying Development Applications processed in <20 working days

ü

 

95 % compliance inspections completed in  2

days of notification

ü

 

% of outstanding applications (DA & s96) over 80 days <25%

l

Continue to provide consultation and engagement programs with the local development and building industry

 

Coordinator Business and Community Support

At least 1 forum and 1 newsletter provided

Web site maintained current

Customer satisfaction survey of the DA process conducted (annual)

 

l

 

Continue to provide pre lodgement advice and a development advisory panel service to applicants

Coordinator Business and Community Support

- 80% development advice to applicants in <21 days

l

 

 

Strategy EC1.2

Support and strengthen local businesses and local business networks

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EC1.2.1

Facilitate growth and development of our business community including increasing access to new and existing markets

EC1.1.1

EC1.4.1

 

Continue to strengthen partnerships between Council and the business

community

Manager Environmental and Economic Planning

- businesses engaged (50); - networking activities and partnerships (evidence of)

ü

 

Continue to provide support to local business

Manager Environmental and Economic Planning

- workshops, courses, seminars (5);

- attendance (50); - small business startups assisted (5)

ü

 

Promote Byron as the place to

invest and do business via targeted promotions

Manager Environmental and Economic Planning

- collateral developed and circulation (evidence of); - webpage visits (5% increase)

ü

 

Review and implement the Economic Development Strategy and Action Plan

Manager Environmental and Economic Planning

Actions completed or commenced (2) 

l

 

 

Strategy EC1.3

Support new avenues of research and vocational and tertiary learning

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Economy Action EC1.2.1

 

 

 

 

 

 

Strategy EC1.4

Support sporting and cultural events in Byron Shire

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EC1.4.1

Identify and support the

development and

hosting of a range of new, emerging and major events

EC1.2.1

 

Continue to support event organisers in the delivery of a range of inclusive events

Manager Environmental and Economic Planning

- events assisted (5); event workshops (3);

- total supported events value (>$0.5 million)

ü

 

Secure new inclusive events in targeted areas

Manager Environmental and Economic Planning

new events secured (1)

ü

 

 

Strategy EC1.5

Advocate for greater local employment opportunities

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Economy Action EC1.2.1

 

 

 

 

 

 


 

OUR
  10 year PLAN

ECONOMY

A sustainable and diverse economy which provides innovative employment and investment opportunities in harmony with our ecological and social aims

Objective EC2

A sustainable tourism industry that respects and preserves our natural environment and community values

Strategy EC2.1

Build a tourism industry that delivers local and regional benefits in harmony with the community’s values

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EC2.1.1

Ensure completion of review of actions from the Byron Shire Tourism Management Plan 2008-2018 to ensure Byron Shire is a socially, environmentally sustainable inclusive community that is able to effectively manage Byron Shire as a tourism destination.

 

 

Continue to implement Byron Shire Tourism Management Plan

Manager Environmental and Economic Planning

- Beautify Byron Fund implemented

- Business Sustainability Program Implemented

- Visitor Services Strategy implemented

ü

 

Continue to build and strengthen strategic tourism partnerships

Manager Environmental and Economic Planning

Partnership activities (1)

ü

 

Identify and implement key tourism strategies

Manager Environmental and Economic Planning

Tourism strategies implemented

ü

 

 

Strategy EC2.2

Develop Byron Shire as a leader in responsible and sustainable tourism and encourage sustainable business practices within the tourism industry

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Economy Action EC1.2.1

 

 

 

 

 

 

 

Strategy EC2.3

Support and promote a collaborative Shire-wide approach to managing tourism

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Economy Action EC1.2.1

 

 

 

 

 

 


 

 

OUR
  10 year PLAN

ECONOMY

A sustainable and diverse economy which provides innovative employment and investment opportunities in harmony with our ecological and social aims

Objective EC3

The development of a diverse range of arts and creative industries

Strategy EC3.1

Support cultural and arts-based industries

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Economy Action EC1.2.1

 

 

 

 

 

 

Strategy EC3.2

Develop Byron Shire as a leader in arts and creative industries

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Economy Action EC1.2.1

 

 

 

 

 

 

Strategy EC3.3

Strengthen regional partnerships with peak arts organisations

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Economy Action EC1.2.1

 

 

 

 

 

 

 


 

OUR
  10 year

 PLAN

SOCIETY AND CULTURE

Resilient, creative and active communities with a strong sense of local identity and place

Objective SC1

Support communities to achieve equitable access to an appropriate range and level of whole of life services such as healthcare, education and housing.

Strategy SC1.1

Advocate and lobby State and Federal Government for the needs of all members of the Byron Shire community to have access to required services, infrastructure and facilities

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC1.1.1

Develop and maintain collaborative relationships with government, sector and community

CM3.1.1

CM3.1.2

CM3.1.3

EN2.1.2

Facilitate network development to improve collaboration

Manager

Community Development

Network indicator identified and benchmarked

ü

 

Establish, develop and maintain communication with identified stakeholders in the region

 

Manager Community Development

Communication mechanisms identified and expanded

ü

 

Develop online capabilities to provide and support regional collaboration

Manager Community Development

Opportunities for online capabilities assessed and prioritized for further development

l

Participate in and inform regional planning in community services sector

Manager

Community Development

Attendance at regional planning forums

ü

Undertake strategic advocacy for increased and improved and inclusive service delivery

Manager

Community Development

Increased local access to services documented

ü

 

 

Strategy SC1.2

Provide accessible facilities that support leisure, learning and recreation for people of all ages

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC1.2.1

Increase accessibility of facilities

 

CI3.6.1

CI4.1.3

SC2.4.2

Implement identified access and inclusion strategies from Byron Shire Recreational Needs Assessment

Manager Open Spaces and Resource Recovery

Priority strategies Initiated

û

Recreations needs still in draft and implementation needs to be budgeted

Engagement with Access Consultative Working Group

Manager

Community Development

Local priorities identified and addressed

ü

 

SC1.2.2

Ensure effective management of Council halls

CI3.6.1

CI4.1.3

Develop and implement building maintenance and major work schedule that is informed by access requirements

Manager

Community Development

Maintenance work scheduled and undertaken in order of priority

ü

Implement inclusive leasing and licensing arrangements

Manager Governance Services

Leases and licenses include consideration of community need

l

 

Improve information and promotion of community halls as venues

Manager

Community Development

Campaign delivered and usage increased

ü

SC1.2.3

Provide high quality library services

 

Develop and manage service level agreement with Richmond Tweed Regional Library

Manager

Community Development

Service Level Agreement developed and agreed

ü

 

Strategy SC1.3

Research, analyse, update and distribute information regarding the Byron Shire community’s needs

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC1.3.1

Identify and collate relevant information to inform community planning and action

 

CM1.2.1

SC2.2.2

Undertake research, consultation and engagement

Manager Community Development

Research, consultation and engagement conducted

ü

Initiate and develop service mapping in the Shire

Manager

Community Development

Ongoing mapping delivered

l

Identify and communicate local priorities

Manager

Community Development

Local priorities communicated

ü

 

Strategy SC1.4

Coordinate communication forums between regional and local community service organisations, the community and business

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Society and Culture Action SC1.3.2

 

 

 

 

 

 


 

 

 OUR
  10 year

 PLAN

SOCIETY AND CULTURE

Resilient, creative and active communities with a strong sense of local identity and place

Objective SC2

Achieve active and inclusive participation in local and regional community life

Strategy SC2.1

Provide a range of accessible recreational, cultural and community opportunities

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC2.1.1

Support a range of events that encourage broad community participation and promote social inclusion

SC2.4.2

Participate in, promote or enable a range of community events

Manager Community Development

Number of events (3)

ü

SC2.1.2

Provide meaningful and inclusive opportunities for volunteering

 

Provide accessible training, inclusive support and capacity building to Council volunteers of differing abilities

Manager Community Development

1 capacity building project delivered and evaluated with 85% participant satisfaction

ü

 

 

Strategy SC2.2

Recognise the importance of, and promote community safety

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC2.2.1

Support community driven safety initiatives

 

 

Implement Council’s Safe Community Compact

Manager Community Development

1 project delivered

l

Support the Safe Summer in the Bay initiative

Manager Community Development

Manager Infrastructure Services

NYE safety response delivered

ü

Support harm minimization initiatives

Manager Community Development

Number of young people supported via Street Cruise

ü

SC2.2.2

Implement community regulation and enforcement activities

SC1.3.1

Continue  to monitor, inspect, enforce and investigate complaints in relation to community safety and the environment

Coordinator Business and Community Support

- Camping patrols undertaken and staffing maintained to roster (90%)

- Proactive patrols of community parks and open spaces undertaken to monitor their safe use by dogs and their owners (4/weekly)

- Very High compliance priority program actions (100% completed within response times)

- Animals rehomed, released, returned and sold (70%);

- Customer service requests attended to >500 completed within response times

ü

 

Continue to deliver education programs regarding regulatory and compliance issues

Coordinator Business and Community Support 

Programs completed (2)

ü

 

Undertake regular and frequent parking patrols to increase availability and turnover in the Town and Village centres

Coordinator Business and Community Support 

- Parking patrols undertaken and staffing maintained to roster (90%)

- Customer service requests

- attended to >500 completed within response times

ü

 

Continue to monitor, inspect, enforce and investigate complaints in relation to public and environmental health

Manager Sustainable Development

- Inspections completed compliance (>90%)

- Customer service requests

Attended to within response times (>85%)

- Liquor license applications attended to within response times (>80%)

ü

 

Undertake regular food inspections of premises under the Scores on Doors program

Manager Sustainable Development

Inspections completed compliance (>90%)

ü

 

 

 

 

Undertake regular on-site sewage

management inspections to ensure protection of the environment and public health

Manager Sustainable Development

- Inspections completed compliance (>90%)

- Mean determination approval time (<60days)

l

 

Continue to deliver education programs regarding environmental and public health  issues

Manager Sustainable Development

Programs completed (2)

l

 

 

Strategy SC2.3

Facilitate positive family and community influences on child development

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC2.3.1

Support and facilitate accessible, high quality early childhood education and activities

 

 

Improve direct service provision to provide quality accredited early childhood education

Manager

Community Development

Maintain or improve NQF ratings

ü

Improve regional collaboration

Manager

Community Development

Maintain or improve NQF ratings

ü

 

Strategy SC2.4

Create vibrant liveable places and spaces within towns and villages for people of all ages and abilities

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC2.4.1

Enhance opportunities for interaction with art in public spaces

 

EN2.1.1

Implement public art program

Manager

Community Development

 

- Public Art Policy, reviewed and adopted

- Inclusive Public Art Strategy developed

ü

 

SC2.4.2

Develop town and village Masterplans that promote placemaking, access and inclusion

SC1.2.1

SC2.1.1

EN2.1.1

Continue to implement Byron Bay Town Centre Masterplan

Manager Environmental and Economic Development

Actions/projects completed (2)

ü

 

Develop Mullumbimby Place Activation Masterplan

Manager Environmental  and Economic  Development

Plan complete

l

 

 

 

 

Develop Bangalow Place Activation Masterplan

Manager Environmental  and Economic  Development

Plan complete

l

 

SC 2.4.3

Ensure the heritage of the Shire is protected, managed and utilised

EN2.1.1

Coordinate the Heritage Advisory

Panel and associated projects from the Heritage Strategy

Manager Sustainable Development

Meetings (4)

ü

 

Conduct the Local Heritage Places

Grants Program

Manager

Sustainable Development

Program complete

ü

 

Coordinate the free Heritage Advisory Service

Manager Sustainable Development

Level of service use (referrals and advice >10)

ü

 

 


 

 

 OUR
  10 year PLAN

SOCIETY AND CULTURE

Resilient, creative and active communities with a strong sense of local identity and place

Objective SC3

Respect and understanding of Aboriginal heritage and wider cultural diversity

Strategy SC3.1

Work in partnership with the community to facilitate access to a range of cultural places, spaces, opportunities and activities for all in the community

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC3.1.1

Develop strong and productive relationships between the Aboriginal community and Council

 

 

Deliver outcomes from the Arakwal Memorandum of Understanding

Manager Community Development

4 outcomes delivered

ü

 

Formalise relationships with identified stakeholder groups in the Shire and undertake  appropriate, meaningful consultation

Manager Community Development

 

Formal consultation processes developed

ü

 

Support cultural restoration processes in the Bundjalung community

Manager Community Development

 

One cultural restoration program supported

ü

SC3.1.2

Ensure Aboriginal and broader cultural heritage management reflects legislative requirements as well as community expectations and values

 

Undertake Aboriginal Cultural Heritage Study

Manager

Sustainable Development

Management plan for cultural heritage developed

Education materials developed

l

 

Develop protocols for Aboriginal Cultural Heritage consideration for inclusion in the Development Assessment process

Manager Sustainable Development

Protocols developed

l

 

Coordinate the Heritage Advisory

Panel and associated projects from the Heritage Strategy

Manager Sustainable Development

Meetings (4)

ü

Conduct the Local Heritage Places

Grants Program

Manager

Sustainable Development

Program complete

ü

Coordinate the free Heritage Advisory Service

Manager Sustainable Development

Level of service use (referrals and advice >10)

ü

 

 

Strategy SC3.2

Acknowledge, foster and celebrate Aboriginal culture

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC3.2.1

Support Aboriginal cultural vibrancy within the Shire

 

Support cultural revitalisation projects, events and celebrations

Manager Community Development

1 cultural revitalization project delivered

ü

Support opportunities for Aboriginal Public Art

Manager Community Development

1 public art opportunity delivered

ü

 

 

 

Strategy SC3.3

Encourage and support residents from cultural and linguistically diverse backgrounds to participate in all aspects of community

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

SC3.3.1

Enhance Council’s relationships with culturally and linguistically diverse community stakeholders

 

 

Develop Cultural and linguistically diverse (CALD) network and activity directory

Manager Community Development

Network directory developed for distribution

û

Initiate identification of local CALD priorities

Manager Community Development

 

- Informal consultation undertaken

- Preliminary priorities identified

l

Support opportunities for CALD communities to express cultural diversity within the Shire

Manager Community Development

one CALD event supported

ü

 

 


 

 

OUR
  10 year PLAN

Environment

Our natural and built environment is improved for each generation

Objective EN1

Protect and Enhance the natural environment

Strategy EN1.1

Protect, restore and maintain the biodiversity values, ecosystems and ecological processes of the Byron Shire

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related
Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EN1.1.1

Protect and enhance our natural environment and biodiversity

EN1.2.2

EN 1.3.1

EN1.4.1

 

Continue to develop partnerships with NSW Local Lands Services, State and Federal Government to facilitate investment in Biodiversity Programs

Manager Environmental and Economic Planning

Partnerships developed and Programs delivered

l

 

Continue to undertake the Biodiversity Strategy review

Manager Environmental and Economic Planning

Staged review complete

l

 

Maintain the currency of the Shire wide vegetation mapping in line with legislation

Manager Environmental and Economic Planning

Maintained as current

l

 

Undertake the E zone review

Manager Environmental and Economic Planning

Review complete

l

 

Prepare a Shire Wide Integrated Weed Management Strategy

Manager Environmental and Economic Planning

Strategy complete

l

 

Prepare a Shire wide Plan of Management for Bat Colonies

Manager Environmental and Economic Planning

Plan of Management Complete

ü

 

Prepare a Shire wide Plan/Strategy to improve the resilience of koala population

Manager Environmental and Economic Planning

Plan/Strategy completed

l

 

EN1.1.2

Restore degraded areas and habitats that have or provide significant  or high environmental and or community value

 

Review and improve programs for each adopted site - establish measurable performance indicators

Manager Open Spaces and Resource Recovery

Programs complete

l

 

Develop a targeted Grant strategy for regeneration work

Manager Open Spaces and Resource Recovery

Strategy Endorsed

l

 

Site Hierarchy matrix schedule established

Manager Open Spaces and Resource Recovery

Matrix established with review timeframes

l

 

 

Strategy EN1.2

Sustainably manage significant urban and peri-urban bushland areas

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EN1.2.1

Develop and maintain strategies and plans which provide for our community’s lifestyle changes and diverse needs.

EN1.3.1

EN1.4.1

 

Finalise Residential Lands Strategy

Manager Environmental and Economic Planning

Strategy complete

l

 

Finalise Rural Land Use Strategy

Manager Environmental and Economic Planning

Strategy implemented

l

 

Scope and implement a comprehensive Employment Lands Strategy 

Manager Environmental and Economic Planning

Strategy commenced

l

 

EN1.2.2

Maintain, update and deliver accessible communication on planning information and issues

EN1.1.1

EN1.4.1

Review housing, land supply and demographics and communicate changes and issues

Manager Environmental and Economic Planning

Changes communicated (4)

l

 

Continue to participate in state and regional planning forums and environmental reviews and report on and communicate issues relating to strategic planning

Manager Environmental and Economic Planning

Evidence of participation and communication (4)

l

 

 

Strategy EN1.3

Manage coastal processes, hazards and development so that the diversity, amenity and accessibility of the Shire’s coastline is maintained

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EN1.3.1

Implement Coastal Zone Management Program

EN1.1.1

EN1.2.1

EN1.4.1

Finalise and implement Coastal Zone Management Plan Byron Bay Embayment

Manager Environmental and Economic Planning

Plan certified by Minister

l

 

Scope and prepare Coastal Zone Management Study and Plan New Brighton

Manager Environmental and Economic Planning

Study Commenced

l

 

 

Strategy EN1.4

Protect and enhance the health of the Shire’s catchments, waterways and estuaries

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EN1.4.1

Implement Estuary Management Program

EN1.1.1

EN1.2.1

EN1.2.2

EN1.3.1

Scope and prepare Coastal Zone Management Plan Belongil Estuary

Manager Environmental and Economic Planning

Plan review commenced

û

Council resolved (17-641) that work on the on the CZMP Eastern Precincts BBE is the highest priority project.

 


 

 OUR
  10 year PLAN

Environment:

Our natural and built environment is improved for each generation

Objective EN2

Sustainable towns, villages and rural settlements that: respect our natural environment; create an inclusive social environment; and integrate harmoniously with the character of local areas

Strategy EN2.1

Implement innovative and sustainable urban design to: enhance the distinctive qualities of towns and villages; reduce urban development impacts on the environment; encourage developments with reduced reliance on cars; provide for sustainability outcomes in the development of private lands; and provide more inclusive social environments

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EN2.1.1

Maintain, revitalise and strengthen special qualities of towns and villages to enhance inclusion and enjoyment

SC2.4.1

SC2.4.2

SC2.4.3

 

Scope and prepare a comprehensive Development Control Plan (DCP) review

Manager Environmental and Economic Planning

Review commenced

ü

 

Scope and prepare Byron Town Centre Local Environmental Plan (LEP) and Development Control Plan (DCP) review

Manager Environmental and Economic Planning

Review complete

l

 

EN2.1.2

Establish planning for and provision of inclusive and accessible housing that can meet the needs of our community

 

SC1.1.1

 

Investigate and implement planning controls to encourage an increase in the supply of affordable and inclusive housing stock

Manager

Environmental and Economic Planning

Number and type of dwellings approved annually met local population needs

l

 

Identify opportunities and partners to facilitate the provision of affordable housing in the Shire

Manager, Environmental and Economic Planning

Number of opportunities and partnerships identified

l

 

 


 

 

 OUR
  10 year PLAN

Environment

Our natural and built environment is improved for each generation

Objective EN3

A low carbon community that integrates: food security; renewable energy; climate change; non-renewable resource constraints, including peak oil; and economic and social prosperity and resilience

Strategy EN3.1

Implement initiatives that address climate change

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

EN3.1.1

Reduce Council’s environmental footprint

 

Implement and review actions in the Low Carbon Strategy

Manager Environmental and Economic Planning

Actions completed  (5)

ü

 

Support Zero Emissions Byron initiatives

Manager Environmental and Economic Planning

Initiatives supported (2)

l

 

EN3.1.2

Support inclusive community environmental and sustainability projects

 

Provide inclusive environmental and sustainability advice and education

Manager Environmental and Economic Planning

Programs completed  (5) Participation (>20)

l

 

Encourage and support inclusive community activities and groups such as Landcare, Dunecare and community gardens

Manager Environmental and Economic Planning

Number of groups supported (maintain or increase)

l

 

 

Strategy EN3.2

Promote water and waste minimization – avoid, reduce and reuse waste

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Environment Action EN3.1.1 and EN3.1.2

 

 

 

 

 

 

 

Strategy EN3.3

Encourage low consumption lifestyles and environmentally aware practices

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Environment Action EN3.1.1 and EN3.1.2

 

 

 

 

 

 

Strategy EN3.4

Implement initiatives to prepare Council assets for climate change and peak oil impacts

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Environment Action EN3.1.1 and EN3.1.2

 

 

 

 

 

 

Strategy EN3.5

Promote reduced energy consumption, increased energy efficiency and the local provision of renewable energy

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Environment Action EN3.1.1 and EN3.1.2

 

 

 

 

 

 

Strategy EN3.6

Support initiatives that enhance socio-economic prosperity and resilience

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Environment Action EN2.1.2

 

 

 

 

 


 

OUR
  10 year

 PLAN

COMMUNITY INFRASTRUCTURE

Services and infrastructure that sustains, connects and integrates our communities and environment

Objective CI1

Planning for the future

Strategy CI1.1

Provide a network of accessible cycleways and walkways that link with public transport

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI1.1.1

Ensure an integrated and accessible transport network

CI1.2.1

CM1.2.1

 

Update Bike Plan.

Manager Works

Updated Bike Plan completed.

 

Bike Plan projects prioritised.

l

 

Apply annually to NSW State Government through RMS for Bike Facilities Grants

Manager Works

Successful grant applications

ü

 

Plan and deliver prioritized Pedestrian and Access Mobility (PAMP) facilities

 

Manager Works

Agreed PAMP projects commenced

l

 

Prepare an Integrated Transport and Movement  Plan (ITMP)

Manager Works

ITMP adopted.

û

No budget provided in 17/18.

Update key road traffic plans to manage future traffic demands.

Manager Works

Completion of updated Traffic Plan

l

 

Finalise report on review of intermodal use of the Byron Rail Corridor

Manager Works

Complete

l

 

 

Strategy CI1.2

Encourage sustainable and accessible transport solutions between towns and villages

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI1.2.1

Implement road and related projects

CI1.1.1

Implementation of approved and funded projects

Manager Works

Completion of projects

l

 

Review inter township corridors.

Manager Works

Completion

û

No budget provided in 17/18.

 

Strategy CI1.3

Plan for the provision of community facilities

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI1.3.1

Enhance water and energy efficiency in Council buildings

 

For facilities that have not yet been audited, conduct energy and water audits to develop plans for efficiency improvements.

Manager Utilities

Reduction in emissions and water consumption

l

CI1.3.2

Develop further Asset Management Systems capability

 

Improve the Integrated Asset Management System by implementing improvement actions detailed in key audit reports

Manager Assets and Major Projects

Completed on time

 

ü

 

CI1.3.3

Undertake needs assessment

 

 

 

 

 

 

Strategy CI1.4

Plan for future traffic demands

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI1.4.1

Implement review of parking management.

 

Implement Parking Management Strategies for Bangalow, Belongil, Mullumbimby and Brunswick Heads, incorporating accessible parking requirements based on community need (which may exceed legislative requirements).

Manager Works

- Parking Management Strategies progressively adopted.

- Parking management projects prioritised.

- Funded projects completed in accordance with project plans.

ü

 

CI1.4.2

Ensure future traffic demand and alternative solutions are addressed in major infrastructure plans.

 

CM1.4.2

Review and update of S94 Plan

Manager Assets and Major Projects

Completed within timeframe

 

l

 

 

Byron Bay town centre traffic and movement study

Manager Works

Completed

l

 

Bangalow town Centre traffic and movement study

Manager Works

Completed

l

 

Mullumbimby  town centre traffic and movement study

Manager Works

Completed

l

 

Brunswick Heads  town centre traffic and movement study

Manger Works

Completed

l

 

 

Strategy CI1.5

Provide water, sewerage and stormwater infrastructure and capacity for future generations

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI1.5.1

Ensure stormwater infrastructure to improve flood management, social and environmental outcomes

 

Enhance Butler Street Reserve stormwater capacity

 

Manager Utilities

- Modelling and Project design completed.

- Subject to funding, project complete.

ü

 

Investigate use of Byron Arts and Industry Park stormwater infrastructure to deliver improved social, environmental and integrated water management opportunities

Manager Utilities

Modelling and Project design completed.

 

Detail design in progress. Part of Alternative recycled water Project

ü

 

CI1.5.2

Implement the Sewerage Strategic Business Plan

 

Complete feasibility plan for the preferred option for the Ocean Shores Sewerage System Upgrade

Manager Utilities

Completed

ü

 

Progress investigation of alternative flow paths for Byron Bay Sewerage Treatment Plant

Manager Utilities

- Project plan adopted by Council.

- Improved Belongil catchment economic and environmental outcomes.

ü

 

Complete the Plan of Management for the Vallances Road property

Manager Utilities

Plan off Management adopted

ü

 

 

 

Strategy CI1.6

Plan for the future of waste and recycling management

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI1.6.1

Implement Integrated Waste Management and Resource Recovery Strategy

 

Implement 2017/18 strategy actions

Manager Open Space and Resource Recovery

Actions Implemented

l

 

 

Strategy CI1.7

Infrastructure and land use planning are integrated

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI1.7.1

Identify future use options for former Sewage Treatment Plant sites

 

Remediation and integrated future use of South Byron Sewage Treatment Plant (STP)

Manager Assets and Major Projects

Finalise a future use option

l

 

Remediation and integrated future use of Brunswick Heads Byron STP

Manager Assets and Major Projects

Finalise the remediation of the site.

ü

 

 

Remediation and integrated future use of Mullumbimby STP

Manager Assets and Major Projects

Award a tender for remediation of the site.

û

Commencing 2018/19

 

CI1.7.2

Develop further Strategic Asset Management Capability

CI4.2.1

Implement asset modelling in accordance with Special Rate Variation requirements

Manager Assets and Major Projects

Model updated

ü

 

 

Review annually integration of asset management plans, capital works program, s94 Plan, s64 Plan and Long Term Financial Plan

Manager Assets and Major Projects

Completed

ü

 

 


 

 OUR
  10 year

 PLAN

COMMUNITY INFRASTRUCTURE

Services and infrastructure that sustains, connects and integrates our communities and environment

Objective CI2

Provision of essential services

Strategy CI2.1

Maintain continuous water and sewerage services within the Shire

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI2.1.1

Increase the energy efficiency of Sewerage treatment Plants

 

Investigate opportunities for further Wastewater Treatment Facilities emissions reductions

Manager Utilities

Review complete and actions prioritised for progressive implementation

ü

 

CI2.1.2

Increase the energy efficiency of Water Operations

 

Implement renewable energy projects in water operations

Manager Utilities

Energy efficiency gains

l

 

CI2.1.3

Ensure Wastewater Treatment Plants are maintained in accordance with operating licences

 

Submit annual licence returns

Manager Utilities

Team Leader Treatment Systems

Systems Planning Officer

Returns Submitted

ü

 

CI2.1.4

Ensure Water Supply is maintained in accordance with regulatory standards

 

Develop a database system to enable submission of annual reporting data to DPI Water

Manager Utilities

Systems Planning Officer

Data Submission

l

 

 

Strategy CI2.2

Provide waste removal and recycling services within the Shire

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI2.2.1

Provide waste and resource recovery services

 

Maintain Contract Management Plan for Waste and Resource Recovery Collection Contract 2014-0011

Manager Open Spaces and Resource Recovery

Contractor KPIs achieved

 

l

 

Implement Byron Resource Recovery Master Plan

Manager Open Spaces and Resource Recovery

Identified projects programmed

l

 

Implementation of approved and funded capital projects.

Manager Open Spaces and Resource Recovery

Identified projects programmed

l

 

 

Strategy CI2.3

Provide roads and drainage infrastructure within the Shire

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI2.3.1

Deliver the approved Capital Works Program

 

Implementation of approved and funded capital projects.

Manager Works

Completion of projects

l

 

CI2.3.2

Deliver road and drainage maintenance services to meet community need

 

 

Develop a program of preventative maintenance for sealed roads

Manager Works

Improved community satisfaction with roads

Increased level of programmed maintenance

l

 

Develop a program of preventative maintenance for drainage infrastructure

Manager Works

Improved community satisfaction with roads

Increased level of programmed maintenance

l

 

CI2.3.3

Develop community based levels of service for infrastructure services.

 

 

Engage with the community to determine the Customer Levels of Service for accessible transport

Manager Assets and Major Projects

Level of Service adopted for local road network 

û

Continuing in 18/19 following adoption of the TAMP

 

CI2.3.4

Enhance access and availability of information to the community on road and drainage works programs

 

Develop and enhance available information on work programs and activities to the community

Manager Works

Completed

ü

 

 

Strategy CI2.4

Have effective processes and systems to respond to natural disasters for the protection of life and the management of property and infrastructure

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI2.4.1

Provide and facilitate local emergency management.

 

 

Ensure there is a current Tweed Byron Local Emergency Management Committee (TBLEMC) Emergency Management Plan (EMP) by reviewing and keeping up to date the EMP, Consequence Management Guides (CMGs) and sub plans.

Manager Works

All documents approved and current.

ü

 

Attend TBLEMC and Regional Emergency Management Committee (REMC) meetings.

Manager Works

Attend meetings as scheduled.

ü

 

Undertake exercises of EMP and CMG’s as decided by TBLEMC.

Manager Works

Attend exercises as scheduled.

ü

 

Ensure sufficient staff are trained to undertake EM roles in and outside business hours.

Manager Works

Staff and positions identified and training completed.

l

 

Deploy technology to improve disaster response and recovery by preparing field devices and staff trained in readiness to respond to a natural disaster, including Asset Edge Recover software.

Manager Works

Asset management

ü

 

Enhance communication to community during Natural Disasters

Manager Works

Completed

l

 

 

Strategy CI2.5

Pursue strategic regional resource sharing initiatives

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI2.5.1

Participate in regional waste management programs and initiatives

 

Continue membership and staff attendance and active participation at North East Waste regional waste management meetings and events.

Manager Open Spaces and Resource Recovery

Membership and participation maintained

l

 

Implementation of NEW 2017/18 regional programs and initiatives.

Manager Open Spaces and Resource Recovery

Implementation

l

 

 


 

 

 OUR
  10 year PLAN

COMMUNITY INFRASTRUCTURE

Services and infrastructure that sustains, connects and integrates our communities and environment

Objective CI3

Renew and maintain existing infrastructure

Strategy CI3.1

Maintain roads and drainage in a safe and accessible operational condition

 

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI3.1.1

Deliver high priority works to provide accessible road network and drainage system

 

 

Improve the capture of request in the CRM module

Manager Works

Requests actioned in accordance with the adopted risk management targets

l

 

 

 

 

Review of Infrastructure Services Risk Management Plan to include access considerations

Manager Works

Updated IS Risk Management

û

 

 

 

 

Highest priority works undertaken within approved budgets. 

Manager Works

Accomplishments recorded in Reflect system.

ü

 

 

 

 

Refine risk based methodologies and predictive modelling to strategically prioritize maintenance and renewal of infrastructure:

- Report risk matrix for high risk assets

- Review risk matrix for high risk assets annually

Manager Assets

Reports to the Transport and Infrastructure Advisory Committee

ü

 

CI3.1.2

Implement asset renewal projects

 

Implementation of approved and funded capital asset renewal projects including Special Rate Variation projects

Manager Works

Completion of projects

l

 

CI3.1.3

Provide ongoing road bridge maintenance to ensure continued accessibility for the community

 

Implement replacement of high priority road bridges across the Shire

Manager Assets and Major Projects

Replacement commenced

 

ü

 

 

 

 

 

Undertake general inspection to replace and renew scheduled bridge components

Manager Works

Complete annual program of work

 

l

 

 

Strategy CI3.2

Maintain water and sewerage infrastructure in accordance with operating licences and regulatory standards

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

 

Refer to Community Infrastructure Action CI2.1.3 and CI2.1.4

 

 

 

 

 

 

Strategy CI3.3

Maintain waste and recycling facilities in accordance with operating licences

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI3.3.1

Ensure facilities and services meet statutory requirements

 

 

Maintain compliance with Environmental Protection Licenses 13127 and 6057 for the Byron Resource Recovery Centre and Myocum Landfill

Manager Open Spaces and Resource Recovery

Compliance with licence conditions

ü

 

 

 

 

Maintain compliance with the Federal Government’s Emissions Reduction Fund contract conditions for the Myocum Landfill Gas Carbon Farming Initiative Project

Manager Open Spaces and Resource Recovery

Australian Carbon Credit Units delivered

and contract volume achieved 

l

 

 

Strategy CI3.4

Ensure all public parks and open spaces are accessible, maintained and managed to meet the recreational needs of current and future residents

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI3.4.1

Ensure Council’s public spaces will be accessible and inclusive for all.

 

CI4.1.3

 

Review all current public spaces and map key access and inclusion barriers to develop priority schedule of works

Manager Open Spaces and Resource Recovery

Mapping completed

l

 

 

 

 

Deploy field based computer technology to improve efficiency in the management of parks and open space

Manager Open Spaces and Resource Recovery

Efficiency targets achieved 

l

CI3.4.2

Ensure agreed levels of service across Open Space assets are maintained

 

Review all Levels of Service of outdoor open space assets against high public use criteria

Manager Open Spaces and Resource Recovery

Revised Levels of service for all parent OS assets

l

 

 

 

 

Publish adopted maintenance programs for open space assets

Manager Open Spaces and Resource Recovery

Complete adopted maintenance programs

û

Commencing next quarter

CI3.4.3

Deliver Capital and Renewal Program

 

Establish renewal programs against annual condition inspection program reports

Manager Open Spaces and Resource Recovery

Program adopted

l

 

 

 

 

Develop and enhance available information on work programs and activities to the community

Manager Open Spaces and Resource Recovery

Completed

l

 

 

Strategy CI3.5

Improve stormwater management through stormwater levy funding

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI3.5.1

Increase the level of storm water works

 

10 year stormwater levy program reviewed annually. 

Manager Works and Manager Utilities

Works included in 10 year Capital Works Program

ü

 

 

 

 

Implementation of approved and funded stormwater levy projects.

Manager Works and Manager Utilities

Completion of projects

l

 

 

Strategy CI3.6

Maintain safe and legislative compliant community buildings and swimming pools

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI3.6.1

Ensure ongoing maintenance and upgrade of inclusive community buildings and swimming pools

SC1.2.1

SC1.2.2

Suffolk Park Community Hall S94 Funded Upgrade Works

Procure Construction Contractor & commence the works on site

Manager Assets and Major Projects

Site Handover

 

ü

 

 

Ocean Shore Community Centre Upgrade

Scope of Works confirmed and draft project plan completed

Manager Assets and Major Projects

Project documents completed

 

ü

 

 

BSC Administration Centre Customer Service Front Foyer Renovation accessible and inclusive

Manager Assets and Major Projects

Contract implemented and completed

 

ü

 

 

Complete condition and access audit inspections of community buildings

Manager Assets and Major Projects

Complete Project

û

Funded in 18/19

 

 

 

 

Develop and prioritise business and asset management plans for open space facilities

Manager Open Spaces

Complete required plans

û

Commencing next Quarter

Develop and enhance available information on work programs and activities to the community

Manager Utilities

Completed

ü

 

 


 

 

 OUR
  10 year PLAN

COMMUNITY INFRASTRUCTURE

Services and infrastructure that sustains, connects and integrates our communities and environment

Objective CI4

Develop new infrastructure

Strategy CI4.1

Determine and construct future infrastructure needs to serve the community

 

 

 

DELIVERY PROGRAM 2017-2021

OPERATIONAL PLAN 2017-2018 (YEAR 1)

Action

Related Action

Activity

Responsibility

Measure/
Outcome


Progress to 30 June

CI4.1.1

Implement approved works programs

 

Commence construction of the Byron Bay Bypass works

Manager Assets and Major Projects

Program of work completed

û

Waiting for funding in 18/19

 

Finalise Construction of the Sunrise/Ewingsdale Road Roundabout

Manager Works

Program of work completed

ü

 

Finalise construction of the Bayshore Drive/Ewingsdale Road Roundabout

Manager Works

Program of work completed

l

 

CI4.1.2

Implement the property development sites included in the Financial Sustainability Plan and in accordance with the Special Rate Variation Application

CI4.1.4

CI4.1.5

CM1.1.5

 

Progress nominated sites including Lot 12 Byron Bay and Lot 22 Mullumbimby.

Manager Assets and Major Projects

Program of work completed.

 

ü

 

 

CI4.1.3

Ensure Shire wide assessment of the current and future needs of the community for active and passive recreation

SC1.2.1

SC1.2.2

CI3.4.1

 

Recreational Needs (both passive and active) assessment for whole of the shire informed by inclusion and access.

Manager Open Spaces and Resource Recovery

Completed

l

 

CI4.1.4

Implement identified projects of the Byron Bay Town Centre Master Plan

CI4.1.2

Railway Park concept designs endorsed

Major Projects

Council Resolution

ü

 

Design Endorsement and building approvals for the redevelopment of the property ion the corner of Lawson and Fletcher Street, Byron Bay

Manager Assets and Major Projects

Achieve project approval

û

Waiting for DCP outcome

 

 

Concept Design Endorsement for Byron Bay Surf club

Manager Assets and Major Projects

Concept design adopted

û

Surf club progressing their own works

 

Byron Rail Corridor activation project commenced

Manager Assets and major projects

Commenced

ü

 

CI4.1.5

Implement future options for Tyagarah Airfield

CI4.1.2

CM1.4.2

Develop a Master plan for the Facility

Manager Assets and Major Projects