Ballina Shire Council acknowledges the Nyangbul people of the Bundjalung Nation as traditional custodians of land within the Ballina Shire. We pay our respects to Elders past and present and recognise the continuing connection of the Nyangbul people and the greater Bundjalung Nation to Country, culture, and community.
Our design rationale for this document is based on a conceptual interpretation of its contents. To symbolise the strategic community approach, we have used segmented shapes to represent the elements of the community that fit into the geographic focus – Ballina. Together, the shapes form the Ballina River map. Every element impacts on the challenges, direction and ultimately the future of its entire form – our community. We hope you enjoy the journey and the view.
message from our councillors
Ballina Shire is a place we are all proud to call home, where stunning coastlines, scenic waterways, and a connected community create a welcoming lifestyle. As your elected representatives, we are committed to ensuring that as our shire evolves, we continue to balance growth with protecting our environment, enhancing infrastructure, and strengthening our communities.
This Community Strategic Plan 2025–2035 is not Council’s plan, it is the community’s plan. It sets the direction for the next 10 years and reflects the aspirations, priorities, and expectations of the people who live, work, and visit Ballina Shire.
Council plays a key role as a provider, collaborator, and advocate, but achieving these priorities requires shared responsibility. Businesses, State and Federal governments, community organisations, and residents all have a role in shaping the future of our region.
To develop the Community Strategic Plan, we asked you, our residents, what matters most. Through random telephone and online surveys, a dedicated youth survey, written submissions, and interactive community activities, nearly 1,200 people shared their thoughts on what they love about Ballina Shire, what could be improved, and their vision for the next ten years.
We thank everyone who contributed to shaping this plan and look forward to working together to create a strong and sustainable future for our community.
Your Ballina Shire Councillors
balance housing and population growth
demonstrate leadership and communication
enhance waterways and recognise their risks protect the environment and live sustainably
improve community recreational infrastructure
encourage vibrant foreshores and town centres
connect and support all communities
enhance community safety
provide safe and effective transportation networks
Your feedback has shaped the nine key community priorities:
Pictured L-R: Cr Simon Chate, Cr Michelle Bailey, Cr Eva Ramsey, Cr Damian Loone, Cr Sharon Cadwallader (Mayor), Cr Simon Kinny, Cr Therese Crollick, Cr Kiri Dicker, Cr Erin Karsten, Cr Phillip Meehan
community strategic plan and the integrated planning and reporting framework
State and Regional Strategies and Priorities
All councils in New South Wales operate under the Integrated Planning and Reporting (IP&R) Framework , established by the NSW Office of Local Government to ensure a strategic and coordinated approach to planning. It serves as the foundation for all of Council’s plans, ensuring that everything we do responds to community priorities while also addressing essential businessas-usual service delivery. It integrates planning, delivery, resourcing, and reporting.
While Council takes the lead in developing this Community Strategic Plan (CSP) , the plan does not belong to Council; it belongs to the community. It reflects the priorities identified through extensive community engagement. Council, alongside government agencies, businesses, and community organisations, plays a key role in delivering these community priorities.
Other Council strategies and plans for example:
• Disability Inclusion Action Plan
• Destination Management Plan
• Lennox Head Strategic Plan
• Long Term Financial Plan
• Workforce Management Plan
• Asset Management Plan
csp and the ip&r framework (cont.)
WHERE THE COMMUNITY STRATEGIC PLAN FITS IN
At the core of the IP&R Framework is the Community Strategic Plan , a ten-year plan that establishes the community’s priorities. It is built around four key questions: Where are we now?
1
2
Understanding current challenges, opportunities, and strengths. Where do we want to be in ten years? Defining a shared vision for the future.
COUNCIL’S ROLE IN DELIVERING COMMUNITY PRIORITIES
Ballina Shire Council plays a key role in shaping the community’s future by providing essential services, collaborating with partners, and advocating for community needs. While Council directly manages many local services, some priorities require partnerships, and others fall under State or Federal responsibility.
LEVELS OF RESPONSIBILITY
ADVOCATE
Community Voice
Council advocates on behalf of the community for issues beyond its control, such as public transport improvements and healthcare services. This involves lobbying for funding, influencing policy decisions, and ensuring regional priorities are heard at higher levels of government.
COLLABORATE
Shared Responsibility
3
4
How will we get there?
Identifying the strategies and actions needed to achieve this vision. How will we know when we have arrived? Establishing measurable outcomes to track progress.
Council partners with State and Federal agencies, local businesses, and community groups to address shared challenges. This includes working together on affordable housing initiatives, environmental management, and emergency preparedness, leveraging funding and expertise for better outcomes.
PROVIDE
Direct Control
Council is responsible for delivering core services, such as maintaining local roads and public spaces, managing waste and water services, and operating community facilities like libraries. These essential services are planned and resourced to meet local needs.
ADVOCATE policy and advocacy
COLLABORATE partnerships and programs
PROVIDE services and infrastructure
engage, plan, resource, report
ENGAGE
The Community Engagement Strategy details how Council engages with the community and stakeholders to develop, deliver, and measure the success of all plans, including the Community Strategic Plan. Our engagement is outlined on pages 15 and 16.
PLAN
The Delivery Program and Operational Plan 2025-2028 outlines Council’s role in delivering projects and services during the four-year term of the elected Council. These plans detail the planned projects, services, and budgets for each year, ensuring alignment with long-term strategic goals.
RESOURCE
The Resourcing Strategy outlines Council’s capacity to manage assets and deliver services over the next ten years. It includes:
• A Long-Term Financial Plan to ensure financial sustainability,
• A Workforce Management Plan to support a capable and efficient workforce, and
• Strategic Asset Management Plan to maintain and enhance community infrastructure.
REPORT
Council’s progress in delivering planned projects and services is monitored through budget reviews and key performance indicators, with quarterly updates reported to the Council meeting in the month following the end of each quarter (March, June, September), except for December, which is reported at the February meeting.
An Annual Report provides a comprehensive review of Council’s performance over a 12-month period, assessing progress against the Delivery Program and Operational Plan. This is reported to the November Council meeting.
In addition, a State of the Ballina Shire Report will be published following the Council election in 2028. This report will provide a detailed assessment of how the Ballina Shire is progressing against the community priorities outlined in the Community Strategic Plan, incorporating updates on key Community Indicators.
01 where are we now?
our vision
Ballina Shire is a connected, sustainable, and thriving community where growth is balanced with protecting our environment, enhancing liveability, and supporting a strong local economy.
ballina shire profile
Ballina Shire is located in the Northern Rivers region of New South Wales, approximately 740km north of Sydney and 185km south of Brisbane. The Pacific Highway provides strong transport connections to major regional centres, including Lismore, Byron Bay, and the Gold Coast.
Ballina Shire covers 485km2, featuring a mix of coastal, riverine, and rural landscapes. The main towns and villages include Ballina, Lennox Head, Alstonville, Wollongbar, and Wardell, with several smaller hinterland communities.
Approximately 93% of the land is zoned for rural or environmental protection, with key natural assets such as the Richmond River, Alstonville Plateau, and the extensive coastline stretching from Seven Mile Beach to South Ballina Beach.
These landscapes shape the region’s environmental priorities and provide critical ecological, recreational, and economic benefits.
ballina shire profile (cont.)
WATERWAYS AND NATURAL FEATURES
Ballina Shire’s waterways and coastal environments are essential to its identity. The Richmond River is one of the largest river systems in the Northern Rivers, supporting marine biodiversity, fishing, and recreation.
Other key water bodies include Shaws Bay, a tidal lagoon popular for swimming and picnicking; Lake Ainsworth, a freshwater tea tree lake known for its natural healing properties; Rocky Creek Dam and Emigrant Creek, the primary drinking water sources for Ballina Shire.
ENVIRONMENTAL CHALLENGES
Ballina Shire faces flooding, coastal erosion, and water quality issues in the Richmond River. Low-lying areas are vulnerable to flooding, requiring coastal protection and flood mitigation measures.
Coastal erosion affects beaches and estuaries, with ongoing management needed to protect these natural assets.
Water quality is impacted by urban runoff, sedimentation, and pollution, particularly in the Richmond River and estuaries.
Ballina Shire Council and State agencies implement programs to address these risks, including coastal management initiatives, flood planning, and water quality monitoring.
COMMUNITY SAFETY AND EMERGENCY SERVICES
Ballina Shire experiences similar safety challenges to
other regional areas, including property crime and drug and alcohol-related incidents.
The region is vulnerable to natural disasters, particularly flooding and severe storms. Local authorities, emergency services, and community organisations work together to improve disaster preparedness and response strategies. Flood mitigation projects, evacuation planning, and community resilience programs help reduce risks and support recovery efforts.
POPULATION AND GROWTH
Ballina Shire has experienced steady population growth. The current population, estimated at 49,900, is expected to grown on average by 1.2% each year.
Ballina Shire continues to attract new residents, with 43.8% of recent movers relocating from within the Northern Rivers region. The largest influx of new residents has come from Byron Shire (1,375 people), while the greatest outflow has been to the Gold Coast (365 residents moving out).
CULTURAL DIVERSITY
Ballina Shire has a strong Aboriginal and Torres Strait Islander community, with 3.7% of residents identifying as Indigenous, higher than the national average of 2.9%. The Nyangbul people of the Bundjalung Nation are recognised as the traditional custodians of land that makes up Ballina Shire. Their deep cultural knowledge, spiritual connection to Country, and ongoing role as custodians continue to shape the identity and heritage of the region.
ballina shire profile (cont.)
The Ballina Shire is also home to a small but growing multicultural population, with 81.4% of residents born in Australia. While English is the dominant language, other spoken languages include Mandarin, Italian, Spanish, French, and Tagalog.
ECONOMIC OVERVIEW
Ballina Shire has a diverse economy, contributing $3.04 billion in Gross Regional Product (GRP) as of 2022/23, representing 0.41% of the NSW economy. The GRP measures the total economic output of the region, reflecting business activity, employment levels, and industry performance.
The Ballina Shire supports 5,181 local businesses and 18,119 jobs across various sectors.
EMPLOYMENT AND BUSINESS
The largest employment sectors in Ballina Shire include healthcare and social assistance (16.5%), retail trade (12.1%), construction (14.2%), accommodation and food services (7.7%), and education and training (8.09%).
Other key industries include tourism, agriculture, manufacturing, and professional services.
TOURISM AND LIFESTYLE ECONOMY
Tourism plays a significant role in the local economy, with Ballina Byron Gateway Airport providing direct connections to Sydney and Melbourne, supporting tourism and business travel.
The Ballina Shire’s natural attractions, coastal lifestyle, and recreational opportunities continue to draw visitors. Festivals, markets, and events contribute to the cultural and economic vibrancy of the region.
PUBLIC FACILITIES AND AMENITIES
Ballina Shire is well-serviced with community centres, libraries, parks, and recreational facilities, offering social, cultural, and sporting opportunities.
Open spaces, pathways, and local gathering places provide settings for community activities and events.
COMMUTING AND TRANSPORT
Ballina Shire working residents are employed locally (72.4%). The remaining 27.6% primarily commute to Lismore, Byron Bay, and the Gold Coast.
The majority of residents travel to work by private vehicle (60.3%), while 3.3% walk or cycle, and 0.5% use public transport. Improvements in transport networks and active travel infrastructure remain a community priority.
EDUCATION
Ballina Shire offers a range of public and private schools, as well as vocational training and adult education opportunities. Southern Cross University and TAFE provide higher education pathways for residents.
ballina shire profile (cont.)
HEALTH AND AGED CARE
Healthcare services include a public hospital, private medical practices, allied health providers, and specialist care facilities. The aged care sector continues to expand, with a variety of residential care, home support, and community programs supporting the needs of an ageing population.
ENVIRONMENTAL AND INFRASTRUCTURE PLANNING
Ballina Shire Council works closely with State agencies and local organisations to develop sustainable infrastructure and environmental management strategies. This includes long-term planning for water, energy, waste management, and climate resilience to ensure future community needs are met.
SOURCES AND DATA
This profile is based on data from the Australian Bureau of Statistics (ABS) Census 2021, economy.id and profile.id, the National Institute of Economic and Industry Research (NIEIR) (2022/23), Ballina Shire Council reports, and various NSW Government sources.
where do we want to be in 10 years? 02
our community vision
Ballina Shire is a connected, sustainable, and thriving community where growth is balanced with protecting our environment, enhancing liveability, and supporting a strong local economy.
1
Ballina Shire is a place of connection, opportunity, and sustainability. A community that values its natural beauty, vibrant town centres, and strong sense of belonging. As we grow, we will balance progress with protection, ensuring that our environment, lifestyle, and local economy thrive together.
We envision a future where housing is affordable and well-planned, where transport networks are safe and accessible, and where our town centres and foreshores reflect the unique identity of our region. Our waterways, green spaces, and coastline will be preserved and enhanced for future generations, supported by sustainable practices and proactive climate resilience.
Ballina Shire will be a place where people of all ages and backgrounds feel safe, connected, and supported. Where community participation, leadership, and collaboration drive positive change. We will embrace innovation, advocate for our needs, and work together to create a shire that is prosperous, liveable, and inclusive.
This vision is shaped by the priorities of our community and will guide our shared journey over the next decade, ensuring that Ballina Shire remains a place we are proud to call home.
community engagement
Ballina Shire Council’s Draft Community Engagement Strategy is built on social justice principles, ensuring that community decision-making is fair, inclusive, and equitable. These principles guide both the development of the CSP and how Council engages with the community:
• Equity is about fairness in decisionmaking, prioritisation, and allocation of resources to meet community needs.
• Access ensures all individuals have equal access to services, resources, and opportunities to enhance their quality of life.
• Participation provides the community with meaningful opportunities to engage in decisions that impact their lives.
• Rights uphold equal rights and opportunities for everyone to fully participate in community life.
ENGAGEMENT ACTIVITIES
To develop the Draft Community Strategic Plan (CSP) 20252035, Ballina Shire Council undertook extensive community engagement from October 2024 to February 2025, followed by further youth engagement in May and June 2025.
• Random Telephone Survey was conducted in October 2024 by Micromex, reaching 502 randomly selected residents to ensure statistically valid insights into community priorities. Respondents were asked about what is important to them in Ballina Shire and their satisfaction with local services and facilities, not just Council services. This survey has been conducted every two years since 2012, establishing long-term community benchmarks. The results are considered statistically valid, meaning if another 500 residents were surveyed, the results would remain largely consistent.
• Community Survey was open to all residents and received 173 responses, providing additional insights into local priorities. Like the telephone survey, respondents were asked the same questions; however, this survey was also open to visitors, and residents from outside Ballina Shire who engage with or have a connection to the area.
• Youth Survey was developed in partnership with the Advocate for Children and Young People (ACYP) and was designed by young people, for young people. A total of 394 young residents participated in the survey, which was actively promoted through schools, sporting clubs, and youth agencies. This targeted engagement ensured youth voices are heard and considered in shaping the future of Ballina Shire.
• Connected Community Expo, held in February 2025 in Lennox Head, provided a platform for direct community engagement. This included online participation via
YourSayBallina, written submissions (92 received), and interactive activities. Respondents were asked to reflect on three key questions:
1. What do you love about Ballina Shire?
2. What would make it better?
3. What would you like Ballina Shire to be like in 10 years?
The expo also featured a children’s drawing and writing activity, where 20 creative submissions were received, reflecting young people’s visions for the future.
• Youth Forum, held in May 2025 to build on previous youth engagement. The event brought together 75 secondary students representing all high schools across Ballina Shire to reflect on and refine youth priorities for the future. It provided a valuable opportunity to check back in with young people and explore additional ideas through facilitated group activities. Youth Forum representatives presented their top priorities to the elected Council in June 2025, ensuring their voices are acknowledged in Council’s decision-making.
• Direct Consultation was conducted with key stakeholder groups to ensure broad representation of perspectives. Engagement included targeted outreach to 51 sporting clubs, 47 community groups, and 21 schools, as well as business chambers and First Nations organisations. Additional feedback was also sought from community committees, local businesses, and service providers.
• Media and Digital Engagement played a significant role in encouraging participation. Council leveraged multiple communication channels, including social media, newsletters, direct mail, and the YourSayBallina engagement platform, ensuring all community members had the opportunity to contribute to the plan.
key community priorities
Through this engagement key themes emerged, reflecting the community’s vision for Ballina Shire’s future. Residents expressed high satisfaction with Ballina Shire’s natural beauty, lifestyle, and sense of community, but also identified key challenges and opportunities for improvement.
Balance housing and population growth
Recognise the tension between the desire to retain existing character and scale with future growth that is sustainable and suitably located. This includes opportunities to ensure housing is affordable and available now and into the future, whilst working within the NSW Govt’s restrictive land use planning framework.
Demonstrate leadership and communication
Many factors mean that progress is often outside Council’s direct control, but Council and the community have opportunities to lead, lobby and work with all levels of government, business and not-for-profits to achieve results. This includes recognising the changing trends in how council communicates with the community.
Improve community recreational infrastructure
An active community, with facilities for young through to old, will be supported through efficient and effective infrastructure opportunities to improve community health and wellbeing. This includes foot and cycle paths to connect places and spaces, parks, playgrounds, sporting facilities and foreshore areas that meet diverse recreational needs.
Enhance waterways and recognise their
risks
Waterways are central to the Ballina Shire and highly valued by the community. Enhancing water quality with effective drainage and flood management will help to integrate waterways into everyday lives, whilst continuing to recognise and plan for risks associated with flooding and the need for ongoing recovery from past events.
Connect and support all communities
Respond to community values for a friendly, close and supportive community, where connection exists across both people and place. The community will support each other through difficult times, retaining bonds between our young people, our older generation, First Nations people, and those living with a disability.
Protect the environment and live sustainably
Preserve our highly valued environment, minimising our impacts and living sustainably whilst adapting to a changing climate. This includes retention of important habitat, planting of trees whilst managing our impacts on the land, minimising our waste and sustainably sourcing our energy needs.
Encourage vibrant foreshores and town centres
Focus on the natural and community asset that is the foreshore, alongside improving town centre precincts, that are highly valued by the community. Building an identity around our natural assets whilst creating strong local businesses, greater retail diversity and nightlife to harness natural assets with great places to be.
Enhance community safety
Work with NSW Government and other community sector partners to help address the underlying causes of crime and barriers to a safe community. Together we can work to build a community that feels safer, stronger, more respected and engaged across all age groups and community sectors.
Provide safe and effective transportation networks
Provide and maintain safe and suitable roads and connections that enable physical community connectedness. From advocacy for key NSW Govt projects, to addressing localised safety concerns and efficiencies, improvements can be targeted across the road network, accessible public transportation for personal safety, and parking.
what has changed since the last CSP?
Since the adoption of the previous Community Strategic Plan in 2022, Ballina Shire has experienced shifts in priorities and new challenges that are shaping its future. Environmental sustainability, economic resilience, and social wellbeing have become increasingly important, with growing community concern around housing affordability, climate adaptation, and the capacity of infrastructure to support a growing population.
The impact of natural disasters, particularly the 2022 floods, remains a defining issue. The need for improved flood mitigation, drainage infrastructure, and disaster preparedness is now a major focus for Council and the community.
Pandemic driven population growth has increased migration to regional areas like Ballina Shire. While this has brought economic benefits, it has also placed pressure on housing supply, roads, public transport, and local services.
Housing affordability has emerged as a critical challenge. Rising property prices, rental shortages, and increased living costs have heightened concerns about housing accessibility for residents of all ages. The community is calling for more diverse housing options and proactive planning to ensure future growth is sustainable.
Community safety has become a stronger focus. The combined effects of economic pressures, social challenges, and natural disasters have driven greater demand for crime prevention measures, emergency preparedness, and social services.
There is a greater expectation for leadership and communication. Residents want clearer advocacy, stronger engagement from Council, and more proactive communication on key issues such as infrastructure planning, environmental protection, and public services.
how will we get there?
HEALTHY ENVIRONMENT
directions we follow for a healthy environment
The health and preservation of our natural environment was a strong recurring theme from our community engagement. We want to continue to find a balance between development and the environment to ensure we preserve what people love so much about living in the Ballina Shire. We want to restore and repair our waterways and areas that have been degraded to maintain aquatic and native wildlife. We understand the importance of preserving, enhancing and having access to nature areas. We want our built environment to meet our needs but not at the expense of our natural environment or the people who live and work here.
COMMUNITY PRIORITIES
protect the environment and live sustainably enhance waterways and recognise their risks
balance housing and population growth
WHAT THE COMMUNITY AND OTHER LEVELS OF GOVERNMENT CAN DO
• Respect and promote our natural and built environments (community)
• Be informed on the need for growth and change (community)
• Encourage recycling (community)
• Reduce your use of resources (community)
• Expand public transport (government)
• Enact legislation that balances growth with the environment (government)
HEALTHY ENVIRONMENT
outcomes actions benefits
HE1
We protect, respect and enhance our natural environment.
HE1.1
Our planning considers past and predicted changes to the environment.
Reduced risk from natural disasters or changes in climate.
HE1.2
Undertake and promote initiatives that improve our waterways.
Health and use of our waterways is improving
HE1.3
Enhance our open spaces, reserves, natural areas and their heritage values.
Increased use of our open spaces
Increased satisfaction levels
Increased flora and vegetation cover
HE2
Our operational choices are based on sustainability and limit our impact on our natural environment.
HE2.1
Implement total water cycle management practices.
Reduced water consumption per capita
HE2.2
We use our resources wisely.
Reduction in costs and extended life for existing resources
HE2.3
Pursue innovative technologies. Cost and resource use efficiencies
our outcomes and what council will do. how we know we’ve arrived.
HE3
Our built environment is respectful of the natural environment and ecosystem.
HE3.1
Develop and implement plans that balance the built environment with the natural environment. More people are satisfied with our management of development
Reduced impacts of development on the environment
HE3.2
Minimise negative impacts on the natural environment.
Reduced impact on natural capital and essential ecosystem services
HE3.3
Match infrastructure with development.
The impacts of development on the environment will be minimised
HEALTHY ENVIRONMENT
CHALLENGES
• Environmental resilience is increasingly urgent due to climate change, requiring flood mitigation, waterway protection, and sustainability initiatives.
• Balancing development with environmental preservation remains a key challenge, ensuring growth does not compromise natural assets.
• Waterway protection and risk management require ongoing investment to address water quality, pollution, and flood risks.
OPPORTUNITIES
• Environmental leadership through sustainability initiatives, climate adaptation, and conservation programs can protect natural assets.
• Strengthening regulations and partnerships can improve waterway health, waste reduction, and biodiversity conservation.
RELEVANT COUNCIL DOCUMENTS
• Background Burning Policy
• Biodiversity Strategy
• Biodiversity - Compensatory Habitat and Offsets Policy
• Beach Debris Management Policy
• Bushfire Risk Management Plan
• Coastal Management Plans
• Corporate Emissions Reduction Plan
• Climate Change Policy
• Conservation Zone Review
• 4WD Beach Access Policy
• Healthy Waterways Program
• Illegal Dumping and Litter Prevention Strategy
• Koala Plan Management Strategy
• Lake Ainsworth Coastal Management Program
• Onsite Sewage Management
• Pesticide Use Notification Plan and Policy
• Tree Canopy Management (relevant documents)
• Urban Stormwater Management Plan
• Urban Vegetation on Public Land Policy
EXTERNAL INFLUENCES
• Climate change and natural disasters pose long-term risks, increasing the need for adaptation strategies and disaster resilience.
• State and federal policy changes affect Council’s ability to deliver environmental priorities, particularly in land use planning and climate action.
STRENGTHS
• A commitment to sustainability and environmental protection is evident across the community, with strong local support for climate adaptation and conservation.
• A stunning natural environment contributes to a high quality of life, attracting residents and visitors while reinforcing environmental stewardship.
• Vegetation Plans of Management
• Waste Management for Multi-Unit Developments Policy
• Water and Wastewater Connections Policy
Council documents are available on Council’s website ballina.nsw.gov.au
OTHER DOCUMENTS
• North Coast Regional Plan 2041 (NSW Government)
ENGAGED
directions we follow for engaged leadership
LEADERSHIP demonstrate leadership and communication connect and support all communities enhance community safety
During our community engagement people told us they want to have confidence and trust in their leaders, and they want Council to take a more active role in advocating for its needs. They also want a genuine partnership with Council where their voices are heard and their opinions respected.
Our community wants resources to be used efficiently and responsibly. People want Council to act locally but to also work effectively and collaboratively with other levels of government, private sector organisations and community groups to drive economic and social prosperity.
COMMUNITY PRIORITIES
WHAT THE COMMUNITY AND OTHER LEVELS OF GOVERNMENT CAN DO
• Participate in decision making (community)
• Respect our shire’s resources and assets (community)
• Provide feedback to Council (community)
• Encourage decision making at a local level (government)
• Support financial independence for councils (government)
• Minimise cost shifting (government)
ENGAGED LEADERSHIP
outcomes actions benefits
EL1
Decision-making is inclusive, transparent, and underpinned by sustainability.
EL1.1
Facilitate and develop strong relationships and partnerships with the community. More people feel they can have a say on important issues.
We are known for being prompt, knowledgeable, friendly and helpful.
EL1.2
Involve our community in the planning and decision making processes of Council.
Improved satisfaction levels with Council’s consultation.
The community understands the planning and decision-making process.
EL1.3
Incorporate social, economic and environmental considerations into decision-making. Community and Council more resilient.
Council’s finances and assets are well managed.
EL2.1
Ensure a balanced budget, with revenue opportunities combined with cost savings and efficiencies. Council remains financially viable resulting in effective and sustainable asset management.
EL2.2
Use modern operating systems and apply contemporary practices.
Increased workforce efficiencies and higher staff satisfaction levels.
High staff retention with a motivated and skilled workforce.
EL2.3
Provide effective risk and safety practices
Reduced incidents and lower insurance premiums and related costs
our outcomes and what council will do. how we know we’ve arrived.
EL3
Our leaders work effectively with the community, other levels of government and councils.
EL3.1
Actively advocate community issues to other levels of government.
Increased levels of State and Federal government support.
EL3.2
Encourage a networked and adaptive approach to meeting regional challenges.
Effective response to natural disasters, climate change and epidemics.
EL3.3
Deliver responsive and efficient services for and with our community.
Community is satisfied with Council’s customer service.
ENGAGED LEADERSHIP
CHALLENGES
• Leadership and communication expectations are rising, with the community seeking greater transparency, advocacy, and involvement in decision-making.
• Economic and social resilience require strong leadership to support local businesses, jobs, and economic stability while preserving community values.
• Connected and inclusive communities require more focus, ensuring support for young people, seniors, First Nations communities, and people with disabilities.
EXTERNAL INFLUENCES
• Cost of living pressures are impacting affordability and demand for community services.
• Workforce shortages in key sectors such as healthcare, education, and trades are affecting service delivery.
OPPORTUNITIES
• Advocacy for regional investment can secure funding for infrastructure, community programs, and economic initiatives.
• Empowering young people and underrepresented groups through engagement, education, and leadership opportunities can strengthen community resilience.
RELEVANT COUNCIL DOCUMENTS
• Agency Information Guide
• Code of Conduct Policy
• Community Engagement Strategy
• Community Participation Plan
• Complaints Management Policy
• Councillor Expenses and Facilities Policy
• Disclosure of Interest Returns
• Financial Assistance (Hardship) - Rates and Charges Policy
• Fraud and Corruption Control Policy
• Fundraising and Street Stalls Policy
• Information Assets Policy
• Investments Policy
• Local Procurement Policy
• Modern Slavery Prevention Policy
• Privacy Management Plan Policy
• Public Interest Disclosure Policy
• Rates and Charges - Debt Recovery Policy
• Risk Management Policy
INTEGRATED PLANNING AND REPORTING
• Delivery Program and Operational Plan
STRENGTHS
• A strong sense of community defines Ballina Shire, with active social networks, volunteerism, and community engagement.
• A diverse and resilient local economy spans multiple industries, providing a foundation for economic stability.
• Fees and Charges
• Long-Term Financial Plan and Budget
• Workforce Management Plan
• Strategic Asset Management Plan
• Annual Report
• State of Ballina Shire Report
OTHER DOCUMENTS
• North Coast Regional Plan 2041 (NSW Government)
• Local Govt NSW Advocacy Priorities
CONNECTED COMMUNITY
directions we follow for a connected community
People told us they want to feel connected to a community which is friendly inclusive and tolerant of all ages and cultures.
We want to feel safe and supported. We want to live in an area that has a relaxed and active lifestyle, where we know our neighbours, and where people are welcoming. From the young to the old, no matter the wealth or background, the needs of all residents are treated with respect and dignity.
COMMUNITY PRIORITIES
connect and support all communities enhance community safety
improve community recreational infrastructure
WHAT THE COMMUNITY AND OTHER LEVELS OF GOVERNMENT CAN DO
• Get to know your neighbours (community)
• Participate in events and volunteer (community)
• Provide a modern health system (government)
• Support aged care services (government)
CONNECTED COMMUNITY
outcomes actions benefits
We feel safe and resilient.
CC1.1
Actively promote safety and well-being strategies.
Lower crime rates against people and property. Reduce incidences of non-compliance through proactive programs.
Community is confident that services meet public health standards (pool fences, dogs, food premises, health premises, drinking water health, swimming water health).
CC1.2
Ensure plans are in place for public health events, natural disasters and environmental changes. The community is well prepared.
CC1.3
Monitor the built infrastructure and the services delivered to the community to ensure relevant standards are being met.
High levels of legislative compliance. Reduced reactive response programs.
We have a sense of belonging within the community.
CC2.1
Encourage volunteering, events, and activities that promote social connections and wellbeing. There are more people volunteering in our community. Improved sense of wellbeing and of belonging. Disadvantaged members of our community are well supported.
Increase in events and community participation.
CC2.2
Provide disadvantaged groups with support and advocacy.
Ensures equity and inclusion. Strengthens community wellbeing.
CC2.3
Support and promote our cultures and heritage. We recognise and value our Indigenous and colonial/ settler history and living culture.
Our built and natural heritage is a valued part of our community identity.
Stronger cultural inclusion and recognition through partnerships with Nyangbul people.
our outcomes and what council will do. how we know we’ve arrived.
There are services and facilities that suit our needs.
CC3.1
Provide strategies for older residents to be part of our community. Older residents are more engaged and active.
CC3.2
Provide young people with a range of leisure activities and facilities, along with opportunities for personal development.
Increased satisfaction levels and higher youth and young adult retention.
CC3.3
Support improved health and wellbeing outcomes through provision of sporting, recreational and community facilities.
Increased satisfaction and participation rates. A healthier community.
Improved access to local health and wellbeing initiatives through land use planning, community partnerships, and inclusive public spaces.
CONNECTED COMMUNITY
CHALLENGES
• Community safety concerns are increasing, with calls for stronger crime prevention, improved law enforcement, and expanded social programs.
• Recreational and community infrastructure must keep pace with population growth to meet the needs of all residents.
• Access to health and support services remains critical, particularly for disadvantaged and vulnerable groups.
OPPORTUNITIES
• Investment in community safety through partnerships with law enforcement and social programs can enhance crime prevention.
• Expanded community services can better support diverse groups, including young people, seniors, and First Nations communities.
RELEVANT COUNCIL DOCUMENTS
• Active Ageing Strategy
• Alstonville Strategic Plan 2017-2037
• Ballina Local Environmental Plan 2012
• Ballina Major Regional Centre Strategy 2015-2035
• Child Safety Policy
• Community Engagement Strategy
• Community Participation Plan
• Companion Animals Management Plan
• Disability Inclusion Action Plan
• Diversity, Equity, and Inclusion Policy
• Events on Public Land Policy
• Festival and Events (Community)- Sponsorship Program Policy
• Lennox Head Strategic Plan
• Northern Rivers Community Gallery Creative Action Plan
• Playground Update and Management Plan
• Private Swimming Pool Barrier Fencing Policy
• Public Art Policy
EXTERNAL INFLUENCES
• State and Federal policy decisions impact the availability of funding for community services, aged care, and disability support.
• Demographic shifts and an ageing population require expanded community services and accessible infrastructure.
STRENGTHS
• A welcoming and inclusive community values social connection, diversity, and cultural heritage.
• Quality community infrastructure and services provide recreational, social, and health benefits, enhancing wellbeing.
• Road Safety Strategy
• Sport and Recreation Plan
• Wardell Strategic Plan 2015-2035
• Wardell Village Centre Revitalisation Master Plan
• Wollongbar Strategic Plan 2019-2039
OTHER DOCUMENTS
• North Coast Regional Plan 2041 (NSW Government)
LIVEABLE AND PROSPEROUS COMMUNITY
directions we follow for a liveable and prosperous community
People told us they want a vibrant and diverse local area that provides for, and has access to, a range of activities, jobs and opportunities for people of all ages.
Importantly, we want to ensure there are vibrant town centres that contain a diverse range of retail and night time activities that are interesting and provide ongoing job opportunities. These central areas can also be supported by attractive foreshores. We want these to be sustainably enjoyed by all, from recreational use to low-scale improvements that help celebrate these key assets.
We want all these facilities to be easily accessible via safe transport networks. They are then attractive to innovative and progressive businesses and people that will ensure our villages and towns continue to thrive and prosper.
COMMUNITY PRIORITIES
encourage vibrant foreshores and town centres
balance housing and population growth provide safe and effective transportation networks
WHAT THE COMMUNITY AND OTHER LEVELS OF GOVERNMENT CAN DO
• Buy local (community)
• Look for local job opportunities (community)
• Promote our shire as a tourism and business destination (government)
• Encourage friends and family to visit Ballina Shire (community)
LIVEABLE AND PROSPEROUS COMMUNITY
outcomes actions benefits
LP1
Liveability is high across the Ballina Shire.
LP1.1
Support residential development that delivers and connects to services close to home.
Lower cost of living.
LP1.2
Facilitate connectivity and provide affordable infrastructure to meet growing demands. More affordable housing.
Readily available land and housing stock.
LP1.3
Seek to provide a balance between development, natural environment and social amenity.
Maintain what people love about living in Ballina Shire.
We are an attractive destination.
LP2.1
Enable sustainable visitation and growth balanced with social and environmental outcomes. Enhanced experiences for residents and visitors.
LP2.2
Provide opportunities for new and growing businesses.
Increased resilience of the local economy.
LP2.3
Enhance town centres to facilitate long-term growth.
Increased business opportunities and growth regionally.
our outcomes and what council will do. how we know we’ve arrived.
We support business diversity, sustainability and choice.
LP3.1
Enhance transport and other business networks. Increased resilience of the local economy. Grow and support the green economy.
LP3.2
Facilitate a range of Council business activities to support economic development Council contributes effectively to the local economy. Viable commercial portfolio.
LP3.3
Provide efficient and cost effective regulatory environment for doing business. Easier to do business.
Enhance business relationships.
LIVEABLE AND PROSPEROUS COMMUNITY CHALLENGES
• Housing affordability and sustainable growth require careful planning to balance development with infrastructure needs.
• Transport and infrastructure demand is increasing, with concerns about road maintenance, parking, and the need for improved transport options.
OPPORTUNITIES
• Sustainable growth strategies can improve housing affordability and accessibility while maintaining community character.
• Infrastructure and connectivity improvements can enhance transport options, walkability, and town centre vitality.
RELEVANT COUNCIL DOCUMENTS
• Alstonville Strategic Plan 2017-2037
• Ballina Byron Gateway Airport Land Use Plan
• Ballina CBD Parking Strategy
• Ballina Major Regional Centre Strategy 2015-2035
• Ballina Marina Master Plan
• Ballina Shire Economic Development Strategy
• Ballina Shire Housing Strategy
• Bulky Goods Retailing Update
• Busking Policy
• Commercial Use of Footpaths Policy
• Corporate Sponsorship Policy
• Destination Management Plan for Ballina Coast and Hinterland
• Development Contributions and Servicing Plans (carparking, roads, open spaces, community facilities)
• Events on Public Land Policy
• Festivals and Events (Community) - Sponsorship Program Policy
EXTERNAL INFLUENCES
• Supply chain constraints and workforce shortages are affecting infrastructure projects and service delivery.
• Changes in planning policies influence Council’s ability to guide growth and development.
STRENGTHS
• Strategic location and connectivity position Ballina Shire as a key regional hub, benefiting from strong transport links and access to services.
• A vibrant economy and tourism sector contribute to local job creation and economic sustainability.
• Filming on Public Land Policy
• Lennox Head Strategic Plan 2023-2043
• Local Strategic Planning Statements
• Markets on Public Land Policy
• Mobile Vending on Public Land Policy
• Wardell Strategic Plan 2015-2035
• Wollongbar Strategic Plan 2019-2039
OTHER DOCUMENTS
• North Coast Regional Plan 2041 (NSW Government)
how will we know when we have arrived?
04
community indicators
Balance housing and population growth
Median house price for postcodes 2477/2478 compared to NSW regional
Lennox
Wardell $790,000
Wollongbar $920,000
Tracks housing affordability and market trends, influencing planning and housing strategies. Rental
Measures
Monitors
Reflects public perception of housing affordability challenges within the community.
Demonstrate leadership and communication
Evaluates effectiveness of Council’s communication efforts with residents. Level of community engagement in Council
Assesses public participation in decision-making, ensuring inclusive governance.
Measures community satisfaction with Council services and responsiveness.
Evaluates transparency and financial responsibility in Council operations.
with opportunities to participate in
Measures how effectively Council engages the community in decision-making, ensuring transparency, inclusivity, and community trust in governance.
The greater the revenue generated from commercial property, the better managed finances are, offsetting costs to ratepayers.
Measures Council’s responsiveness in addressing customer requests. Ethical Leadership
Number of code of conduct complaints referred for independent review.
Measures residents’ satisfaction with parks, sports facilities, and recreational areas.
Number of bookings to community facilities e.g. BISC, LHCC, Surf Club. Measures the availability and use of community infrastructure.
Measures the use of Alstonville Aquatic Centre and Ballina Memorial Swimming Pool.
Assesses usage and satisfaction with public library services, supporting lifelong learning.
Enhance waterways and recognise their risks
River health
Assesses health and biodiversity of waterways for environmental management.
BeachWatch program >3 stars
Ecohealth Report Every 4 Years
Maintain/ Improve NSW Beachwatch Program Annual (Nov-Feb)
Monitor health of ocean beaches, estuaries and inland waterways (Seven Mile Beach, Shelly Beach, Lighthouse Beach, Shaws Bay, Lake Ainsworth).
Community satisfaction with overall health of Richmond River
Measures public perception of river health and water quality.
Important to 92% of residents 65% satisfied with health of river
Micromex Community Survey Two Yearly
Implement actions of the Healthy Waterways Strategy Maintain Council Records Yearly
Enhances water quality, protects aquatic ecosystems, reduces pollution and improves community access to our waterways.
Protect the environment and live sustainably
Actions implemented under Biodiversity Strategy
Tracks progress preserving and enhancing local biodiversity, ensuring effective management of natural habitats and ecosystems.
Tracks Council’s progress in reducing greenhouse gas emissions, ensuring alignment with sustainability goals and climate change mitigation.
The higher the level of reuse the better we are using our resources. Calculated in line with DPOP reporting, that is recycled water used as a percentage of average dry weather flow Total kerbside domestic waste to landfill per capita (kg)
Monitors landfill waste reduction efforts to improve environmental sustainability.
Water is a scare resource and we need to minimise our use through education, conservation and recycling strategies. Usage will change dependent on rainfall and weather conditions.
Steadily reduce the number of permits sold to help reduce the impacts on Seven Mile Beach.
Increase tree cover percentage to provide more liveable communities. * this data is not currently available for Ballina Shire.
Encourage vibrant foreshores and town centres
Tourism - total visitors (overnight/day trip/international) per annum
If we can maintain growth and then extend the average spend per day per visitor, as per the next indicator; our net economic benefit will increase. These numbers assume a 3% Yearly growth rate.
By encouraging visitors to spend more per day we limit any negative impacts that may arise from a need for high increases in tourism numbers (visitors).
with economic development
Assesses community perception of local economic growth, job opportunities, and business support.
of businesses in key
Monitors economic activity and business growth in key areas.
With our population ageing we need to encourage people to remain in work to contribute to our economy and to feel valued. The indicators above refer to people who reported being in the labour force, aged 15 years and over.
Increase permits to encourage social interaction and cohesion.
Reflects civic engagement and social capital through volunteer work.
Connect and support all communities
Measures overall quality of life in Ballina Shire compared to other LGA benchmarks.
Evaluates access to programs and facilities for young people, ensuring they have opportunities for education, recreation, and engagement.
Measures how well services support older residents in health, mobility, and social connection.
Tracks accessibility improvements across public spaces and services, ensuring inclusivity.
Tracks the number of people without stable housing, guiding targeted support and intervention efforts
The age structure is indicative of the area’s era of settlement and provides key insights into the level of demand for services and facilities (as most services and facilities are age-specific). People in this age group often have families and are paying mortgages.
Monitors personal safety concerns and law enforcement effectiveness. Measured per 100,000 population.
Tracking this data helps assess community safety, guide intervention programs, and support services aimed at reducing domestic violence. Measured per 100,000 population.
Tracks crime rates for property damage, ensuring safer communities. Measured per 100,000 population.
Monitors
Kilometres of pedestrian and cycling paths
117km footpaths 72km shared paths
Monitors investment in active transport infrastructure, ensuring safe and accessible walking and cycling networks.
active transport plans
Provide safe and effective transportation networks
Walk Score of Ballina, Alstonville, Lennox Head, Wardell and Wollongbar
Ballina 93
Alstonville 79
Lennox Head 71
Wardell 25
Wollongbar 30
Walk Score measures walkability and access to amenities on a scale from 0 to 100—the higher the score, the easier it is to walk to daily needs. Lower scores indicate greater car dependency.
Travel to work modes
Car 62.5% Walk/Cycle 3.9% Public transport 0.5% (2021)
Monitors the effectiveness of public transport in meeting mobility needs.
Road and traffic
Census 5 Yearly
Evaluates road safety conditions and effectiveness of traffic management. Crashes includes motor vehicle, motorcycle, pedestrian, passenger road users. Casualties range from minor injuries to fatalities.
wet
Road incident surface condition
in school zone (2023)
Road Safety programs developed in response to the Road and Traffic safety.
