Adopted Delivery Program 2025-29 Operational Plan FY 202526 (3)
2025-2029 Delivery Program 2026/27
Acknowledgement of Country
City of Coffs Harbour acknowledges the traditional custodians of the land, the Gumbaynggirr people, who have cared for this land since time immemorial. We pay our respects to their elder’s past, present and emerging, and commit ourselves to a future with reconciliation and renewal at its heart.
ECO Ecotourism Certification (used in “ECO Destination”)
EL Environmental Levy
GIPA Government Information (Public Access)
GIS Geospatial Information Systems
HP Holiday Park
ICT Information and Communication Technology
IP&R Integrated Planning and Reporting
JO Joint Organisation
KPI’s Key Performance Indicators
LGA Local Government Area
LEP Local Environmental Plan
LTFP Long-Term Financial Plan
MF Meter Factor
NCAT New South Wales Civil and Administrative Tribunal
NOPAT Net Operating Profit After Tax
NATA National Association of Testing Authorities
OD Organisational Development
OSSM Onsite Sewage Management
PBHP Park Beach Holiday Park
QPR Quarterly Progress Report
REERP Renewable Energy and Emission Reduction Plan
RFS Rural Fire Service
RMS Roads and Maritime Services (legacy NSW agency, still referenced)
RWS Regional Water Supply
SBHP Sawtell Beach Holiday Park
SEPP State Environmental Planning Policy
SES State Emergency Service
SRV Special Rate Variation
TWDF Trade Waste Discharge Factor
VMP Vegetation Management Plan
WBHP Woolgoolga Beach Holiday Park
WLHP Woolgoolga Lakeside Holiday Park
YAM Yarrila Arts and Museum
01 Mayor foreword
Coffs Harbour continues to grow as a place people are proud to call home. This Delivery Program and Operational Plan sets out how we will continue to invest in our community, our public spaces and the everyday infrastructure that supports how we live.
This year, we are delivering a strong program of investment in the places people use most. From parks and beaches to community facilities and local streets, these are the spaces where our community connects, stays active and spends time together.
Across our City, we are continuing to invest in improvements that enhance how people experience and enjoy our region outdoors. This includes upgrades to parks, BBQ areas, shelters and boardwalks, along with improvements at the Jetty Foreshore including renewed fitness equipment. The City will also undertake a range of beach stairway access improvements across the LGA, with an investment of over $1 million to improve safe and reliable access to our coastlines
We are also delivering important upgrades to community infrastructure. This includes $200,000 for the renewal of amenities at Nana Glen Sportsground and improvements at the Nana Glen Equestrian Centre. The Jetty Memorial Theatre will also see a series of works totalling over $500,000 in asset renewal and remediation works to ensure this important cultural facility continues to serve the community into the future.
Recognising the importance and continued use of State Heritage listed Coffs Harbour Jetty, the City has allocated an investment of $750,000 towards remediation and maintenance works in the 2026/27 operating year to help preserve one of our most recognisable and valued local landmarks. Improving safety and accessibility across our transport network remains a priority. This includes $1.2 million in upgrades to the Park Avenue bus interchange precinct, as well as new and improved footpaths near schools and key community locations to support safer connections for our community.
We are also continuing to invest in local roads and infrastructure, including $3 million for the renewal of Fiddaman Road at Emerald Beach and upgrades to culverts and drainage to support longterm reliability.
In addition, ongoing investment in our libraries, including new collections and upgraded technology, will ensure these spaces remain welcoming, accessible and relevant for our community. This Plan reflects a strong commitment to delivering practical improvements across the Coffs Harbour LGA. It is about investing in the places that matter most and ensuring our region continues to be a place where people feel connected, supported and proud to call home.
Cr Nikki Williams Mayor, City of Coffs Harbour
02 General Manager foreword
With the release of this Delivery Program and Operational Plan, the City of Coffs Harbour continues to focus on delivering the essential services and infrastructure that support a connected, resilient and growing community.
Investment in infrastructure remains a clear priority for our community, and this is reflected in a strong and coordinated capital works program.
Across the transport network, the City is progressing a significant program of road resealing and pavement renewal, alongside targeted upgrades to bridges, culverts and key corridors. This includes more than $2.3 million in works through the Regional Emergency Road Repair Fund, supporting the recovery and resilience of our road network.
The Coffs Harbour LGA is a rapidly growing region which in turn requires suitable investments across essential infrastructure such as stormwater and flood mitigation assets. The delivery of new flood detention basins in North Boambee Valley and the ongoing North Boambee Road raising works represent significant investments in the City’s stormwater management and resilience to protect our community and prepare for future conditions and growth.
Across the City’s water network, a comprehensive program of water main renewals will support the longterm reliability and performance of essential services. While these works are not always visible, they are critical to supporting public health, population growth and long-term sustainability.
The City is continuing to invest in the renewal of community assets, including swimming pools across the region, ensuring these facilities remain safe, accessible and fit for purpose.
Improvements across the City’s commercial business units, particularly within our holiday parks, will enhance the visitor experience and support ongoing economic performance. This includes a $1.9 million investment in a new pool and spa facility at Park Beach Holiday Park, alongside upgrades to sites, amenities and supporting infrastructure across multiple locations. This Plan reflects a balanced approach. It focuses on maintaining and renewing core infrastructure while continuing to support livability, economic activity, and long-term growth.
It is a practical program of work, focused on delivering outcomes for the community and ensuring the City continues to function effectively today while planning responsibly for the future. The year ahead presents both challenges and opportunities, and the City remains committed to delivering services and infrastructure that support the wellbeing of our community and the continued strength of the Coffs Coast.
Murray Wood General Manager City
of Coffs Harbour
03 Introduction
What is Integrated Planning and Reporting?
Why do we do it?
The Integrated Planning and Reporting (IP&R) framework recognises that most communities share similar aspirations: a safe, healthy and vibrant place to live, a sustainable environment, a caring and engaged community, opportunities for employment, reliable infrastructure, etc. The difference lies in how each community responds to these needs. That is what shapes the character of individual cities, towns and villages.
The IP&R framework recognises that the City’s plans and policies are interconnected and together to get the maximum benefit from our efforts by planning holistically for the future.
Our IP&R system guides the business planning for the City, brings plans and strategies together to support a clear vision for the future and provides an agreed roadmap for delivering community priorities and aspirations. While the City leads the IP&R process, it is a journey we undertake in close consultation with communities and elected representatives.
The framework consists of:
MyCoffs 2035 Community Strategic Plan
• Reviewed and Adopted in 2025.
• Based on comprehensive community engagement.
• Contains broad strategic directions.
Delivery Program 2025-29
• 4-year program reviewed annually.
• Principle activities identified for the 4-year program, linked back to the CSP’s broad strategic direction.
• Identifies key performance indicators and performance tracking.
Operational Plan 2026/27
• Reviewed and updated annually.
• Actions identified contribute to the 4-year programs principal activities and objectives.
• Represents the annual delivery of our 4-year program.
Quarterly Progress Report
• Quarterly updates on the progress of the City in delivering the actions identified in the Operational Plan.
• Provided to the community within two months of the end of quarter.
Annual Reports
• Focuses on the council’s implementation of the Delivery Program and Operational Plan, which are fully under council responsibility.
• The Annual Report includes additional information required by regulation to help the community understand council performance as both a business entity and community leader.
State of our City Report (End of Term)
• In the year of a local government election, the Annual Report includes the State of Our City Report (formerly End of Term Report) assessing progress and effectiveness of the Community Strategic Plan.
What are the Delivery Program and Operational Plan?
The Delivery Program is a four-year plan that turns the strategic objectives, initiative and outcome found in the MyCoffs Community Strategic Plan (MyCoffs Plan) into actions. It is the point where the City makes a commitment to the MyCoffs Plan, and act upon those issues that are within its area of responsibility.
The Delivery Program is the key ‘go to’ document for the councillors. It identifies all of the key activities the Council has committed to undertake over its fouryear term. All plans, projects, activities and funding allocations of the Council must be directly linked to the Delivery Program.
The Delivery Program is also supported by the Resourcing Strategy. The Delivery Program is reviewed every year as the City prepares the next Operational Plan. If any significant amendments are proposed to the Delivery Program, the Council must re-exhibit it, explaining the proposed changes and inviting community comment.
The City’s Delivery Program and Operational Plan have been combined to better set out the City’s objectives for the next four years and to outline in more detail our planned activities and projects for 2025/26.
04 Community vision
Connected
Our community will have safe, vibrant and inclusive places where people can connect.
Sustainable
The diversity of our natural environment will be sustained for the future and our resources will be used.
Thriving
We will create an economically prosperous place for all and attract people to live, work and visit by championing business, events, innovation and technology.
05 IP&R framework
Other Council Strategies and Plans Examples include:
Local Strategic Planning Statement Disability Inclusion Access Plan Environmental Strategies
Ongoing monitoring and review
How the Delivery Program and Operational Plan use our Resourcing Strategy
The City’s Resourcing Strategy (separate document) shows how we will implement and resource the Delivery Program and Operational Plan. It consists of 3 components:
Long-Term Financial Plan (LTFP)
Workforce Management Strategy
Asset Management Plan
The LTFP, Asset Strategy and Asset Management Plan are adopted by Council while the Workforce Management Strategy is endorsed by Council. Relevant Regional Plans and Priorities
Long Term Financial Plan
The Long-Term Financial Plan (LTFP) has been developed to project financial forecasts for the City for at least ten years and is used by the City to inform its decision-making during the development of the Delivery Program and Operational Plan.
The Long-Term Financial Plan is structured to include:
projected income and expenditure, a balance sheet and cash flow statement
planning assumptions that were used in the Plan’s development
a sensitivity/ risk and challenges analysis which highlights the factors and assumptions most likely to impact on the Plan
financial modelling for at least three different scenarios, for example the planned scenario, an optimistic scenario and a conservative scenario
methods of monitoring financial performance.
Workforce Management Strategy
The Workforce Management Strategy focuses on the workforce environment and the challenges before the City. It is a key platform for creating a positive employee experience through our core themes of:
attracting our people
leading our people
protecting our people
rewarding our people
developing our people
supporting our people
Asset Management Strategy and Plan
Asset management planning explains the City’s asset management system and how to provide value to the community.
It aligns with infrastructure creation, renewal and maintenance with financial planning and risk management. This planning also explains the value and known conditions of our assets.
The City currently manages 99,500 individual assets ranging from buildings and roads to water meters and road signs. These assets are valued at $3.4 billion.
Major drivers of our current asset management are population growth, technology advances, industry pressures (rising cost of materials and lack of resources), the environment and climate change.
06 Context and strategic direction
The MyCoffs Plan was first adopted in 2017. The community informed us that by 2030, the vision was for Coffs Harbour to be connected, sustainable and thriving.
A check-in of the MyCoffs Plan 2032 was undertaken in late 2021 and again in early 2025. This confirmed the priorities that are included in the MyCoffs Plan 2032 and are also addressed in the Delivery Program 2025-2029 and Operational Plan 2026/27.
In early 2025, we commissioned a survey to assess the community’s thoughts and insight on living in the Coffs Harbour Local Government Area (LGA) and the services the City provides. This report highlighted the key areas the community have indicated that the City should focus on, in the development of the Delivery Program 2025-2029 which have in turn been incorporated in the Operational Plan 2026/27.
The community was also asked to rank the following services in order of priority should additional investment become available:
1. Responsiveness to pothole repair requests
2. Community safety measures (lighting, CCTV)
3. Bulky goods waste collection
4. Footpaths and cycleways
5 Mowing and weed maintenance
6. Playgrounds and maintenance
7. Public amenities and BBQ’s
8. Street tree planting and maintenance
9. Cleaning in local town centres
10. Community events
11. Pool opening hours
12. Library opening hours
Preference Share (out of 100%)
Community safety measures (lighting, CCTV), 22%
Bulky goods waste collection, 20%
Footpaths and cycleways, 8%
Responsiveness to pothole repair requests, 24%
Library opening hours, <1%
Pool opening hours, 1%
Community events, 2%
Cleaning in local town centres, 3%
Street tree planting and maintenance, 3%
Public amenities and BBQs, 4%
Playgrounds and maintenance, 5%
Mowing and weed maintenance, 8%
07 What we plan to deliver
The Delivery Program 2025-29 is based on an asset service level to allow the City to operate within it’s financial means.
We have been able to do this by removing the City’s operational deficits for its Funds (General, Water and Sewer) in the immediate future (see the LTFP).
The Operational Plan 2026/27 is the second year of the Delivery Program 2025–29 and sets out the ongoing actions Council will take to progress its objectives over the remainder of the program.
Our major areas of continuing focus following the completion of year 1 of our plan are:
Realigning the current service levels and asset deliver to achieve the City’s ongoing financial sustainability.
Continuing to work with the NSW Government in the development of the Jetty Foreshore Precinct Masterplan, and projects that emerge from it, to create a vibrant and inclusive places.
Encouraging urban renewal.
Working with Transport for NSW on enhancements to the Current Pacific Highway corridor and working with business to prepare for the Coffs Harbour Bypass.
Work with the NSW Government to plan and deliver the Coffs Harbour Workplace Hub, enabling 600 State Government staff to operate in the City Centre, creating opportunities for enhanced public domain improvements, and a more vibrant, economically active city core’.
Deliver active transport options to help foster an active, safe and healthy community.
Continue our work in investigating innovative and effective waste landfill options for the community and working towards a long-term solution.
We commit to reviewing current service levels and assets to meet community needs while maintaining and improving the City’s financial sustainability. As part of the 2025 Community Satisfaction Survey which was undertaken to check in with the community on our broader strategic objectives within the MyCoffs 2035 Community Strategic Plan, the respondents were asked about their overall satisfaction with performance of the City, the results below are compared to the Regional Local Government Area (LGA) Benchmark as assessed by Micromex Research.
08 What does this document cover
This document aligns the City’s services directly to the themes, objectives, initiatives and outcomes found within the MyCoffs Plan.
For each theme, we have outlined:
An assessment of each service area and how it relates to achieving the social, environmental, economic and civic leadership issues, commonly referred to as Quadruple bottom line.
The initiatives and outcomes from the MyCoffs Plan that this service delivers.
A summary of what each service delivers.
If this service is required by legislation.
Who is responsible for the service.
The workforce resourcing requirements.
The funding source for each service area.
Measures of success
• Key performance indicators (KPIs)
• Statistics related to this service
Significant projects to be delivered over the remaining 3 years of our Delivery Program 2025-29.
The Capital Projects and their estimated cost and delivery timeframes are listed in Section 16. These are broken down by financial year and asset type.
Overall satisfaction with performance of the City
What happens if we need to change our plan?
We need to be able to adapt to new issues and opportunities. To make sure we can continue to deliver the commitments of the Delivery Program 2025 2029, we will review the Delivery Program and Operational Plan every year and the Resourcing Strategy as needed.
Each year, we will review our capital program. If additional funding becomes available or the Council’s priorities change, the capital program will be updated to reflect this in the updated Delivery Program 2025-29.
09 How to read this document
This document aligns the City’s services directly to the themes, objectives, initiatives and outcomes found within the MyCoffs Plan.
The issues of the quadruple bottom line that are aligned to the service area
The initiative and outcomes that are achieved by this service area
The details of what is delivered by this service
How many full-time equivalent this service
The Key Performance Indicators for this service area
The statistics that are measured for this service area
Operational projects to be
year they will be actioned
The total forecast Operational Income & Expenditure
Total forecast Capital Expenditure
10 Community wellbeing
10 Community wellbeing
The City of Coffs Harbour supports community wellbeing by building an active, inclusive and connected region. Our work focuses on maintaining the places and services that bring people together, supporting healthy and fulfilling lives and improving the overall wellbeing of our community.
We deliver this through:
9 Promoting healthy and active living by providing patrolled beaches, walking and cycling paths, parks and recreation spaces that make it easy to stay active and connected.
9 Supporting culture and learning through our management of libraries, museums and cultural facilities that celebrate creativity, learning and our shared heritage.
9 Encouraging inclusive communities by supporting events, volunteering and partnerships that strengthen belonging and participation across all parts of our community.
9 Working with the Gumbaynggirr Nation to honour culture, heritage and connection to place and fostering respect for country
9 Maintaining cemeteries, boat ramps, jetties, pontoons and other public assets that enhance liveability and access to our coast and waterways.
Through these actions, we give practical effect to the goals of MyCoffs 2035, helping ensure Coffs Harbour remains a welcoming, thriving and vibrant place for everyone.
Community Strategic Plan objective
A vibrant, inclusive place
A1.1 We recognise and acknowledge the traditional custodians of the Coffs Harbour local government area
A1.2 We foster a sense of community, belonging, and diversity
A1.3 We address the causes of disadvantage
A1.4 We enrich cultural life through art, learning and cultural endeavour
Community Strategic Plan objective
An active, safe and healthy community
A2.1 We support our community to lead healthy active lives
A2.2 We facilitate positive ageing
A2.3 We nurture mental health, wellbeing and social connection
A2.4 We cultivate a safe community
Deliver library services
Quadruple bottom line
Addressing the Social issues of:
9 Access and equity
9 Cultural activities
9 Providing and maintaining community facilities
MyCoffs Plan 2035 [initiatives and outcomes]
A1.1 We recognise and acknowledge the traditional custodians of the Coffs Harbour local government area
Gumbaynggirr Nation culture and heritage is honoured and acknowledged
A1.4 We enrich cultural life through art, learning and cultural endeavour
Our community is recognised for its innovation and creativity and there is increased participation in cultural and artistic activities
We value the contribution of arts, heritage and culture to our wellbeing, economy and in creating liveable and vibrant communities
We recognise the need for enhanced cultural precincts, venues and public art within our region
A2.2 We facilitate positive ageing
Our community supports lifelong learning
A2.4 We cultivate a safe community
Safe design of our public realm is a key driver in all planning
Our key places and spaces are activated to be vibrant and always welcoming
We address the challenges of family violence, child protection, addiction and road safety
B2.1 We are best prepared to take advantage of opportunities now and in the future
Our education, training and learning services meets the needs of our growing population
How is this service delivered?
We provide library services through three branches; Coffs Harbour (the Harry Bailey Memorial Library), Woolgoolga and Toormina; and an outreach service to those who cannot attend a physical branch.
Library services offer a range of programs and events to support early literacy, lifelong learning, wellbeing, and formal studies.
Online library services offer research and learning opportunities, as well as entertainment options including films, documentaries, and audio books.
Access to public computers, internet, Wi-Fi, printing, copying and scanning is provided in all branches. Membership is free.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Group Leader Events, Sports and Cultural Services
Workforce resourcing
24 full-time equivalent staff, supported by casual staff and volunteers
Deliver Library Services
Measures of success
Total library loans (circulation) Number Quarterly Quarter
Physical library visits per capita Number Quarterly Quarter
Total physical library visits (includes program attendance) Number Quarterly Quarter
Number of programs and activations Number Quarterly Quarter
Number of total collection items (physical and digital) Number Quarterly Quarter
Sustainable Living program attendance
Significant projects for delivery
Update the Creative Coffs Cultural Strategic Plan (including the Library, Museum and Galleries Strategy, Jetty Memorial Theatre and the Public Art Strategic Plan) 9 9 9
Deliver Library Services
Income statement
Deliver Library Services – Income statement 2025-2029
Deliver lifeguard Services
Quadruple bottom line
Addressing the Social and Civic Leadership issues of:
9 Access and equity
9 Recreation and active living
9 Public health and safety
9 Education (Water Safety)
MyCoffs Plan 2035 [initiatives and outcomes]
A2.1 We support our community to lead healthy active lives
We have facilities that support affordable options for people to be active through a wide range of sport and recreation activities
Our community is supported to make healthy lifestyle choices
A2.3 We nurture mental health, wellbeing and social connection
We enjoy safe and inclusive community spaces and activities that bring people together
A2.4 We cultivate a safe community
Our key places and spaces are activated to be vibrant and always welcoming
How is this service delivered?
Beach safety and patrol services (flagged beaches) are provided in partnership between the City and surf lifesaving clubs during peak periods (generally September to April). Park Beach is patrolled all year, and several other beach locations are patrolled within available resources during peak periods, in response to visitation trends and risk profile.
The lifeguard service provides local beach and water safety education programs for schools and other groups. We respond to in-shore emergency call-out events within our LGA.
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Section Leader Community Facilities
Workforce resourcing
5 full-time equivalent staff, supported by casual staff
Deliver Lifeguard Services
Measures of success
Key Performance Indicators
Beach safety education programs attendance total 3200/year Six Monthly Cumulative
Preventable drownings at patrolled beaches in the LGA 0 Quarterly Quarter
Number of beach safety education programs delivered
Number of beach wheelchair hires
Quarterly Quarter
Quarterly Quarter
Total number of first aid provided Number Quarterly Quarter
Total number of rescues Number Quarterly Quarter
Number of fatal drownings in the LGA in public spaces Number Quarterly Quarter
Deliver Lifeguard Services – Income statement 2025-2029
Deliver museum and art gallery services
Quadruple bottom line
Addressing the Social issues of:
9 Access and equity
9 Cultural activities
9 Providing and maintaining community facilities
MyCoffs Plan 2035 [initiatives and outcomes]
A1.1 We recognise and acknowledge the traditional custodians of the Coffs Harbour local government area
Gumbaynggirr Nation culture and heritage is honoured and acknowledged
We walk together with our local Aboriginal community to honour, share and acknowledge their stories, heritage and culture
A1.2 We foster a sense of community, belonging, and diversity
Our community and our events are inclusive, and we celebrate together
The richness of our diverse backgrounds is appreciated and there are opportunities for people to connect
A1.4 We enrich cultural life through art, learning and cultural endeavour
Our community is recognised for its innovation and creativity and there is increased participation in cultural and artistic activities
We value the contribution of arts, heritage and culture to our wellbeing, economy and in creating liveable and vibrant communities
We recognise the need for enhanced cultural precincts, venues and public art within our region
A2.4We cultivate a safe community
Our key places and spaces are activated to be vibrant and always welcoming
How is this service delivered?
Yarrila Arts and Museum (YAM) is an art gallery and museum that presents exhibitions and programs with a focus on contemporary art, social history, science and technology.
YAM supports living Australian artists and creative industries, with a focus on the Mid North Coast, through a range of exhibitions, programs and commercial activities.
Exhibitions can be produced in-house or touring, and are developed, installed and delivered by the YAM team and supported by contractors as required.
Programs aim to foster a rich engagement with the exhibitions and collection for visitors of all ages and abilities. Programs are centred on permanent and temporary exhibitions and include educational programs for schools in the LGA. YAM also provides industry training and education opportunities for young people through specialist programs.
YAM manages a significant art, social history, local history and digital collection. The collection can be publicly accessed through an online database.
The City creates strategies that support the cultural and creative industries in the region, and enhances new public spaces with cultural activities and commissioned public art.
The City funds local arts and community groups wanting to create new projects via the Arts and Cultural Development Grants program.
Deliver museum and art gallery services
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Group Leader Events, Sports and Cultural Services
Workforce resourcing
12 full-time equivalent staff, supported by casual staff and volunteers
Measures of success
Yarrila Arts and Museum (YAM) visitation 45,450/year Annual Total
Yarrila Arts and Museum (YAM) visitation
Quarterly Quarter % of visitors from the LGA
Number of programs and activations
Number of exhibitions presented
Number of School Visits
Significant projects for delivery
Quarterly Quarter
Quarterly Quarter
Deliver museum and art gallery services
Income statement
Deliver Museum and Art Gallery Services – Income statement 2025-2029
Deliver theatre services
9
9
MyCoffs Plan 2035 [initiatives and outcomes]
A1.2 We foster a sense of community, belonging, and diversity
Our community and our events are inclusive, and we celebrate together
A1.4 We enrich cultural life through art, learning and cultural endeavour
Our community is recognised for its innovation and creativity and there is increased participation in cultural and artistic activities
We value the contribution of arts, heritage and culture to our wellbeing, economy and in creating liveable and vibrant communities
We recognise the need for enhanced cultural precincts, venues and public art within our region
A2.1 We support our community to lead healthy active lives
We have facilities that support affordable options for people to be active through a wide range of sport and recreation activities
A2.2 We facilitate positive ageing
Our senior residents are supported in participating in all aspects of community life
A2.3 We nurture mental health, wellbeing and social connection
We enjoy safe and inclusive community spaces and activities that bring people together
A2.4 We cultivate a safe community
Our key places and spaces are activated to be vibrant and always welcoming
How is this service delivered?
The Jetty Memorial Theatre provides community and commercial venue hire for screenings and performances, as well as presenting its own annual program of shows. The venue is also available for event hire.
Cultural experiences on offer include theatre (professional and community), comedy, dance, film, music, eisteddfod, and children’s performances. Alternative venues are used for larger shows or to provide cultural experiences across the LGA.
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Section Leader Community Facilities
Workforce resourcing
2.7 full-time equivalent staff, supported by casual staff and volunteers
Deliver theatre services
Measures of success
Jetty Memorial Theatre annual attendance (ticket sales)
and performances
Significant projects for delivery
Update the Creative Coffs Cultural Strategic Plan (including the Library, Museum and Galleries Strategy, Jetty Memorial Theatre and the Public Art Strategic Plan)
/ year
Deliver Theatre Services – Income statement 2025-2029
Maintain and operate cemeteries
Quadruple bottom line
Addressing the Social and Civic Leadership issues of:
9 Access and equity
9 Cultural activities
9 Ethical practices
MyCoffs Plan
2035
[initiatives and outcomes]
A1.2 We foster a sense of community, belonging, and diversity
The richness of our diverse backgrounds is appreciated and there are opportunities for people to connect
A2.3 We nurture mental health, wellbeing and social connection
We enjoy safe and inclusive community spaces and activities that bring people together
How is this service delivered
We have 7 cemeteries, and we manage interment rights, registers, burials and interments, organise plinths and plaques.
Maintaining the cemetery grounds includes mowing, gardening, weed and pest control, furniture maintenance, rubbish removal, turf, tree and bush land management. Buildings and structures are maintained to be clean, safe and functional. Maintenance work is coordinated to avoid conflict with burial services.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Open Spaces
Workforce resourcing
3 full-time equivalent staff
Maintain and operate cemeteries
Measures of success
Cemetery interment records are managed to compliance standards
of customer requests resolved or responded to within 7 days
Proportion of planned maintenance activities completed each quarter
Significant projects for delivery
Maintain and operate cemeteries
Income statement
Maintain and Operate Cemeteries – Income statement 2025-2029
Deliver and maintain recreational assets
Quadruple bottom line
Addressing the Social issues of:
9 Access and equity
9 Recreation and active living
9 Public health and safety
9 Education
MyCoffs Plan 2035 [initiatives and outcomes]
A2.1 We support our community to lead healthy active lives
We have facilities that support affordable options for people to be active through a wide range of sport and recreation activities
Our community is supported to make healthy lifestyle choices
A2.3 We nurture mental health, wellbeing and social connection
We enjoy safe and inclusive community spaces and activities that bring people together
A2.4 We cultivate a safe community
Safe design of our public realm is a key driver in all planning
Our key places and spaces are activated to be vibrant and always welcoming
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is this service delivered?
We deliver projects for new and existing recreational assets. We aim to provide the community with the recreational facilities and services they need.
We plan, design and oversee the ongoing operation of recreational assets. We manage the community’s assets responsibly, focussing on best value, risk and sustainability.
This service covers a range of maintenance work that keeps outdoor spaces with public infrastructure, such as the Coffs Harbour Jetty, parks, playgrounds, skate parks and gardens, fit for use by residents and visitors alike.
Maintenance of recreational assets including frequencies are:
CBD gardens (1 2 weeks)
Other gardens (2 – 16 weeks)
Park mows (2 – 6 weeks)
Roadside and reserve slashing (8 – 10 weeks)
Playgrounds inspected (8 – 10 weeks)
High to medium use recreational parks inspected (12 – 16 weeks) 4 Foreshores barbecues cleaned (3 times weekly)
Other barbecues cleaned (weekly)
Public toilets cleaned and inspected (daily)
Foreshores amenities inspected (twice daily on weekdays, daily on weekends and public holidays)
Weeds are also managed, streets are cleaned (including public bins) and the Sawtell Memorial Rock Pool is maintained and checked for issues.
Maintenance is proactive through inspections to identify defects. Customer requests are reviewed for risk and priority, and where appropriate, are scheduled in the maintenance program.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Open Spaces
Workforce resourcing
32 full-time equivalent staff
Measures of success
Significant projects for delivery
Deliver and maintain recreational assets
Income statement
Deliver and maintain recreational assets – Income statement 2025-2029
Deliver and maintain walking and cycling assets
Quadruple bottom line
Addressing the Social issues of:
9 Access and equity
9 Recreation and active living
9 Built environment – urban design and planning growth
9 Providing and maintaining community facilities
9 Public health and safety
MyCoffs Plan 2035 [initiatives and outcomes]
A2.1 We support our community to lead healthy active lives
We have facilities that support affordable options for people to be active through a wide range of sport and recreation activities
Our community is supported to make healthy lifestyle choices
Active transport is encouraged through an integrated network of cycle ways and footpaths that connect our key spaces
A2.4 We cultivate a safe community
Safe design of our public realm is a key driver in all planning
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is the service delivered?
We deliver projects for new or existing walking and cycling assets. We aim to provide the community with the facilities and services they need.
We plan, design and deliver active transport (walking and bike riding) assets. We manage the community’s assets responsibly, focussing on best value, risk and sustainability.
There are several types of footpaths and bike paths used for active transport: shared paths, high traffic footpaths, low traffic footpaths and strategic bike paths. Bus stops also fall within this service as they connect pedestrians to public transport.
To maintain the active transport network, we carry out routine inspections and consider customer requests in line with the City’s Movement and Place Strategy.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Transport Services
Workforce resourcing
3 full-time equivalent staff
Deliver and maintain walking and cycling assets
Measures of success
Percentage of customer requests resolved or responded to within 7 days
Percentage of identified cycleways and footpath defects addressed within defined intervention timeframes.
Significant projects for delivery
Develop risk-based response times for trip hazards and intervention thresholds
Undertake analysis, in partnership with Coffs Coast Regional Park, to identify infrastructure gaps, accessibility issues and opportunities to support delivery of a continuous coastal walking track along the Solitary Islands Coastal Walk between Woolgoolga and Sawtell, including Hearnes Lake
Deliver and maintain walking and cycling assets
Income statement
Deliver and maintain walking and cycling assets – Income statement 2025-2029
Deliver and maintain maritime assets
Quadruple bottom line
Addressing the Social issues of:
Access and equity
Recreation and active living
Providing and maintaining community facilities
Public health and safety
MyCoffs Plan 2035 [initiatives and outcomes]
A2.1 We support our community to lead healthy active lives
We have facilities that support affordable options for people to be active through a wide range of sport and recreation activities
Our community is supported to make healthy lifestyle choices
Active transport is encouraged through an integrated network of cycle ways and footpaths that connect our key spaces
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is this service delivered?
We deliver projects for new or existing maritime assets. We aim to provide the community with the facilities and services they need.
We plan, design and oversee the ongoing operation of maritime assets. We manage the community’s assets responsibly, focussing on best value, risk and sustainability.
There are 24 platforms, 16 boat ramps (excluding Coffs Harbour Regional boat ramp), 8 jetties and 2 pontoons. There are monthly safety and defect inspections of boat ramps and weekly maintenance. There are quarterly safety and defect inspections for jetties and weekly maintenance.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Transport Services
Workforce resourcing
3 full-time equivalent staff
Deliver and maintain maritime assets
Measures of success
Key Performance Indicators
Percentage of customer requests resolved or responded to within 7 days
% Safety inspections of boat ramps, jetties and pontoons are completed in accordance with scheduled inspection frequencies
Deliver and maintain maritime assets
Income statement
Deliver and maintain maritime assets – Income statement 2025-2029
Maintain and operate public swimming pools
Quadruple bottom line
Addressing the Social issues of:
Access and equity
Recreation and active living
Public health and safety (supervised swimming areas)
Education (learn to swim)
MyCoffs Plan 2035 [initiatives and outcomes]
A2.1 We support our community to lead healthy active lives
We have facilities that support affordable options for people to be active through a wide range of sport and recreation activities
A2.2 We facilitate positive ageing
Our senior residents are supported in participating in all aspects of community life
A2.3 We nurture mental health, wellbeing and social connection
We enjoy safe and inclusive community spaces and activities that bring people together
A2.4 We cultivate a safe community
Our key places and spaces are activated to be vibrant and always welcoming
How is this service being delivered?
Public swimming pool services at Coffs Harbour, Woolgoolga and Sawtell are delivered by the City, while Nana Glen’s pool is operated by lease.
In addition, through improved management practices and operational efficiencies, daily operating hours at Woolgoolga and Sawtell Pools will be extended during the season, from late September to late December and late January to late April. This enhancement will be delivered within the 2026/27 Budget and responds directly to community demand for greater access to local aquatic facilities.
Preliminary assessment of year round (winter) operation for Woolgoolga and Sawtell pools has commenced and indicates this would require additional City investment of approximately $166,000 per annum, based on restricted opening hours, six days per week operation, and current assumptions regarding winter attendance and program viability. The capacity of existing heat pump infrastructure to maintain comfortable water temperatures during winter is still being assessed with manufacturers and has not yet been confirmed. Given the inclusion of the increased opening hours at Woolgoolga and Sawtell Pools during the shoulder season is proposed for 2026/27, the budget impact and operational considerations for winter operations, it is not proposed to proceed with the winter operation for Woolgoolga and Sawtell pools.
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Section Leader Community Facilities
Workforce resourcing
4 full-time equivalent staff, supported by casual staff
Maintain
Measures of success
Maintain and operate public swimming pools
Income statement
Maintain and operate public swimming pools – Income statement 2025-2029
Manage sports facilities and sport development
Quadruple bottom line
Addressing the Social issues of:
Access and equity
Recreation and active living
Public health and safety
Providing and maintaining community facilities
MyCoffs Plan 2035 [initiatives and outcomes]
A2.1 We support our community to lead healthy active lives
We have facilities that support affordable options for people to be active through a wide range of sport and recreation activities
Our community is supported to make healthy lifestyle choices Active transport is encouraged through an integrated network of cycle ways and footpaths that connect our key spaces
Our health service provision meets the needs of our growing and ageing population
A2.3 We nurture mental health, wellbeing and social connection
We enjoy safe and inclusive community spaces and activities that bring people together
B1.2 We attract people to work, live and visit in the Coffs Harbour local government area
Year-round tourism and event opportunities are on offer
A diverse calendar of events drives year-round visitation and economic benefit to the region
How is this service being delivered?
We manage and operate Wiigulga Sports Complex and Coffs Coast Sport and Leisure Park precinct, a 20-hectare regional sports hub that includes C.ex Coffs International Stadium and 2 multisport synthetic fields.
We manage and maintain 14 local and district sports grounds used for a range of seasonal sports and local competitions.
We manage and maintain sports facilities and infrastructure, and coordinate bookings. We liaise and engage with the local sports community and state sporting organisations and agencies for sport development opportunities and identifying growth strategies.
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Group Leader Events, Sports and Cultural Services
Workforce resourcing
10 full-time equivalent staff, supported by casual staff
Significant projects for delivery
Manage sports facilities and sport development
Income statement
Manage Sports Facilities and sport development – Income statement 2025-2029
Operate community facilities
Quadruple bottom line
Addressing the Social issues of:
Access and equity
Cultural Activities
Recreation and active living
Built environment – urban design and planning growth
Providing and maintaining community facilities
MyCoffs Plan 2035 [initiatives and outcomes]
A1.2 We foster a sense of community, belonging, and diversity
Our community and our events are inclusive, and we celebrate together
The richness of our diverse backgrounds is appreciated and there are opportunities for people to connect
A2.1 We support our community to lead healthy active lives
We have facilities that support affordable options for people to be active through a wide range of sport and recreation activities
Our community is supported to make healthy lifestyle choices
A2.2 We facilitate positive ageing
Our senior residents are supported in participating in all aspects of community life
A2.3 We nurture mental health, wellbeing and social connection
We enjoy safe and inclusive community spaces and activities that bring people together
How is the service delivered?
There are a range of City-managed and committee managed venues. All spaces can be hired by members of the public and are predominately booked by community groups at a reduced rate. We have 6 community halls, an equestrian centre, 1 sports facility and venues located within the Community Village precinct — including the Cavanbah Centre.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section leader Community Facilities
Workforce resourcing
2.7 full-time equivalent staff
Measures of success
Income statement
Operate Community Facilities – Income statement 2025-2029
Protect public health, environment and animal management
Quadruple bottom line
Addressing the Social issues of:
Providing and maintaining community facilities
Public health and safety
Preserving Biodiversity
Protecting specific environmental features
Environmental impact development
Environmentally sound operation of assets
MyCoffs Plan 2035 [initiatives and outcomes]
A2.3 We nurture mental health, wellbeing and social connection
We enjoy safe and inclusive community spaces and activities that bring people together
Information and support services provision match community need
C1.1 We create liveable spaces that are beautiful and appealing
The Coffs Harbour area is a place we are proud to call home. Our neighbourhoods have a strong sense of identity and are actively shaped by the local community
Our neighbourhoods are people-friendly and liveable environments
C1.2 We undertake development that is environmentally, socially and economically responsible
Land use planning and development protects the value and benefits provided by our natural environment
Population growth is focussed within the existing developed footprint
Sustainable design and best practice development provide quality housing options
C2.1 We protect the diversity of our natural environment
Through collaboration, we protect and enhance our natural environment
We manage public access to natural areas to enhance environmental experience and preserve ecological values
Pollution from human activities is minimised
How is this service delivered?
The service spans development compliance, building compliance, swimming pool safety, unauthorised vegetation removal, pollution control, environmental health, public health, plumbing and drainage inspections, septic systems, control over animals, operation of Animal Management Centre, food safety, fire safety, unauthorised use of City managed land, parking and vehicle offences, sediment and erosion.
Response times to these issues are covered in the Compliance Response Framework and range from:
Extreme (4 hours)
High (within 2 working days)
Medium (within 7 working days)
Minor (Information only)
No Action
Response time is based on the risk defined in the framework. For example, some extreme risks are dog attacks, pick up of seized dogs, stock on high-use road, footpath or parking hazards, and air pollution caused by the burning of prohibited items.
Service information
Legislation
Is this service required by legislation? – Yes Responsible Officer
Section leader Compliance and Regulatory Enforcement
Workforce resourcing
24 full-time equivalent staff, supported by casual staff
Protect public health, environment and animal management
Measures of success
Key Performance Indicators
Meet compliance response timeframes
health inspections
food inspections
Statistics
Building information certificates received
Cats impounded at Animal Management Centre
Dogs impounded at Animal Management Centre
Food premises subject to inspection under the Food Act
Other commercial premises subject to Health inspections (skin, public pools, Warn Water Systems)
Swimming pool compliance certificates received
Quarter
Quarterly Quarter
Quarterly Quarter
Annually Annual
Quarterly Quarter
Protect public health, environment and animal management
Income statement
Protect public health, environment and animal management – Income statement 2025-2029
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11 Community prosperity
10 Community prosperity
The City of Coffs Harbour supports a thriving and sustainable local economy by creating the conditions for business growth, innovation and long-term employment. Through strategic planning, partnerships and the delivery of essential public infrastructure, we help our community, industries and workforce achieve their full potential.
We deliver this through:
9 Supporting local business and innovation and partnering with industry and education providers to strengthen skills, attract investment and encourage entrepreneurship across emerging and traditional sectors.
9 Growing tourism and events and enhancing key visitor destinations, improving local amenities, and supporting a diverse calendar of cultural, sporting and community events that drive yearround visitation.
9 Encouraging and championing innovation, technology and sustainable ventures to diversify the local economy and promote resilience.
9 Promoting Coffs Harbour as a place to live, work and invest, creating connected, vibrant centres with the infrastructure and lifestyle that attract residents, professionals and businesses.
These efforts bring the MyCoffs 2035 vision to life by fostering a strong, adaptable and sustainable economy that supports local jobs and enhances the region’s prosperity.
Community Strategic Plan objective
A thriving and sustainable local economy
B1.1 Building on the natural advantages of our LGA, we champion business, events, sustainability, innovation and technology to stimulate economic growth, investment and local jobs.
B1.2 We attract people to work, live and visit ion the Coffs Harbour local government area.
Community Strategic Plan objective
Community achieving its potential
B2.1 We are best prepared to take advantage of opportunities now and in the future
areas
Attract and deliver events
Deliver construction services
Operate Coffs Harbour Laboratory
Operate Coffs Harbour Holiday Parks
Support Economic Development 9 Support Tourism and Destination Management
Attract and deliver events
Quadruple bottom line
Addressing the Economic issues of:
9 Regional economic profiles and opportunities
9 Economic sustainability strategies
9 Tourism
MyCoffs Plan 2035 [initiatives and outcomes]
B1.2 We attract people to work, live and visit in the Coffs Harbour local government area
Year-round tourism and event opportunities are on offer
The promotion of our natural tourism and sport tourism offerings is maintained
The growth of cultural tourism is supported
Investment in new tourism product, and event and tourism infrastructure, is encouraged
A diverse calendar of events drives year-round visitation and economic benefit to the region
How is the service delivered?
We are a facilitator, sponsor, supporter and venue manager. We aim to assist event organisers (the community and further abroad) run safe and successful events on the Coffs Coast by providing toolkits, information and advice. This includes liaising with other City sections to provide event promoters with current information on approvals, permits and licenses for events.
Our goal is to attract, deliver, support and promote a diverse calendar of events throughout the year across the LGA for the enjoyment of the community and visitors.
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Group Leader Events, Sports and Cultural Services
Workforce resourcing
10 full-time equivalent staff, supported by casual staff
Attract and deliver events
Measures of success
Attract and support a diverse range of events in the Coffs LGA (annually)
Attract, facilitate and deliver major sporting events (international, national and state level) at C.ex Coffs International Stadium and Coffs Coast Sports Leisure Park (annually)
20 / year
Attract and deliver events
Income statement
Attract and deliver events – Income statement 2025-2029
Deliver construction services
Quadruple bottom line
Addressing the Economic issues of:
9 Economic sustainability strategies
9 Commercial and industrial opportunities
9 Providing Vocational Pathways
9 Financial sustainability of Council
MyCoffs Plan 2035 [initiatives and outcomes]
B1.1 Building on the natural advantages of our LGA, we champion business, events, sustainability, innovation and technology to stimulate economic growth, investment and local jobs
The local economic and commercial base is more diversified
The experience and skills of all groups in our community are better utilised
B2.1 We are best prepared to take advantage of opportunities now and in the future
Local employers provide relevant training and work experience opportunities
We have increased education expectations within our community
Our education, training and learning services meets the needs of our growing population
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
Public infrastructure continues to meet our community and business requirements
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Best practice and innovation are used to deliver value for money.
How is the service delivered?
Coastal Works is a business unit of the City. We are one of only three local pre-qualified operators that can tender for Transport for NSW funded projects. We only bid for projects outside the LGA so that it does not directly compete against contractors from Coffs Harbour. We also employ local sub-contractors to carry out work on projects.
We provide the following civil contracting services for clients (including the City):
Roads, bridges, drainage including precast components
Water and sewer reticulation and pump station construction
Mechanical and electrical maintenance of water and sewer infrastructure
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Manager of Coastal Works
Workforce resourcing
39 full-time equivalent staff
Deliver construction services
Measures of success
Performance Indicators
Net operating profit after tax (NOPAT)
Gross Margin
Deliver construction services
Income statement
Deliver construction services – Income statement 2025-2029
Operate Coffs Harbour Laboratory
Quadruple bottom line
Addressing the Economic issues of:
9 Economic sustainability strategies
9 Commercial and industrial opportunities
9 Providing Vocational Pathways
MyCoffs Plan 2035 [initiatives and outcomes]
B1.1 Building on the natural advantages of our LGA, we champion business, events, sustainability, innovation and technology to stimulate economic growth, investment and local jobs
The local economic and commercial base is more diversified
Support is maintained for small and microbusiness start-ups
Our area is a leader in sustainable agriculture
How is the service delivered?
Coffs Harbour Laboratory is National Association of Testing Authorities (NATA)-accredited and carries out testing for the City and other councils, government departments, primary producers, developers, business and residential customers.
Testing analysis covers water, wastewater, food, and soil. Testing turnaround times range from overnight for microbiological results to 5 to 7 days for standard testing and 7 to 10 days for large sample batches.
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Manager Coffs Harbour Laboratory
Workforce resourcing
5 full-time equivalent staff, supported by casual staff
Measures of success
Total tests per month (12-month rolling average)
Tests conducted for internal council business, %
Tests conducted for other councils and government entities, %
Tests conducted for commercial entities, %
Tests conducted for general public clients, %
Significant projects for delivery
Operate Coffs Harbour Laboratory
Income statement
Operate Coffs Harbour Laboratory – Income statement 2025-2029
Operate Coffs Harbour Holiday Parks
Quadruple bottom line
Addressing the Economic issues of:
9 Commercial and industrial opportunities
9 Tourism
MyCoffs Plan 2035 [initiatives and outcomes]
B1.2 We attract people to work, live and visit in the Coffs Harbour local government area
Year-round tourism and event opportunities are on offer
A regional approach to tourism promotion is maintained
The promotion of our natural tourism and sport tourism offerings is maintained
The growth of cultural tourism is supported
The amenities at our popular destinations are enhanced
Investment in new tourism product, and event and tourism infrastructure, is encouraged
How is the service delivered?
The City operates 4 holiday parks, 1 each at Park Beach and Sawtell and 2 at Woolgoolga. They feature 116 cabins, 570 short-term sites and 128 long-term sites. Revenue generated is invested back into the parks and the surrounding reserves for the benefit of visitors and the local community.
Service information
Legislation
Is his service required by legislation? – No
Responsible Officer
Manager of Holiday Parks
Workforce resourcing
27 full-time equivalent staff, supported by casual staff
Operate Coffs Harbour Holiday Parks
Measures of success
Significant projects for delivery
Operate Coffs Harbour Holiday Parks
Income statement
Operate Coffs Harbour Holiday Parks – Income statement 2025-2029
Support economic development
Quadruple bottom line
Addressing the Economic issues of:
9 Commercial and industrial opportunities
9 Tourism
MyCoffs Plan 2035 [initiatives and outcomes]
B1.1 Building on the natural advantages of our LGA, we champion business, events, sustainability, innovation and technology to stimulate economic growth, investment and local jobs
The local economic and commercial base is more diversified 4 There is greater support for innovation in targeted sectors where there is growth potential
Support is maintained for small and microbusiness start-ups
Funding is increased for innovation investment within the Coffs Harbour local government area
Strategic planning for economic sustainability is better coordinated
A culture of entrepreneurship is facilitated
Export potential for our area is realised
The experience and skills of all groups in our community are better utilised
Our area is a leader in sustainable agriculture
B1.2 We attract people to work, live and visit in the Coffs Harbour local government area
Our urban and business centres offer the amenity, connectivity, lifestyle and liveability options that encourage businesses and professionals to relocate to our area
How is the service delivered?
We advocate and partner with targeted industry sectors where we can make a positive difference to their success and build on the advantages of our region. We support business innovation, sustainability, resilience, capacity building, and recognition. We also work with stakeholders to best position the Coffs Harbour LGA to leverage private and public investment.
We do this by:
Providing business services, including economic data, networking, advocacy and business support/ development information.
Facilitating activities and programs focused on skill, technology, and product and service development for current and future industry sectors.
Developing communications, prospectuses, campaigns and destination marketing for investment, event and resident attraction. Providing City Centre activation and marketing to support local businesses.
Researching and advocating for sector development across emerging industries, such as creative industries, smart manufacturing and logistics, agrifood, health technology, green and visitor economies.
Promoting business initiatives aligned to the NSW Government’s Bypass Project.
Working with government to align key economic development strategies.
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Section leader Economic Development and Tourism
Workforce resourcing
3 full-time equivalent staff
Measures of success
Support economic development
Income statement
Support Economic Development – Income statement 2025-2029
Support tourism and destination management
Quadruple bottom line
Addressing the Economic issues of:
9 Commercial and industrial opportunities
9 Tourism
MyCoffs Plan 2035 [initiatives and outcomes]
B1.2 We attract people to work, live and visit in the Coffs Harbour local government area
Year-round tourism and event opportunities are on offer
A regional approach to tourism promotion is maintained
The promotion of our natural tourism and sport tourism offerings is maintained
The growth of cultural tourism is supported
The amenities at our popular destinations are enhanced Investment in new tourism product, and event and tourism infrastructure, is encouraged
A diverse calendar of events drives year-round visitation and economic benefit to the region
How is the service delivered?
This service is focused on supporting our visitor economy businesses and delivering a strong destination brand that can be marketed to consumers, media, trade and industry.
To do this, we develop strategic partnerships that help sustainability grow the visitor economy, increase destination awareness and realise infrastructure investment. Working collaboratively with industry we:
Market the Coffs Coast to potential leisure, event and business visitors
Provide visitor information services
Maintain the Coffs Coast visitor website, Explorer app and digital information kiosks
Seek strategic direction through industry working groups
Advocate on behalf of the tourism industry
Monitor and report on tourism industry trends and economic impact
Deliver skill-building, business development and engagement programs for visitor economy businesses
Maintain and promote and the Coffs Coast’s ECO Destination certification.
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Section leader Economic Development and Tourism
Workforce resourcing
3 full-time equivalent staff
Measures of success
Significant projects for delivery
Income statement
The Income statement for this service is included in the “Support economic development” service area Income statement.
12 A place for community
10 A place for community
The City of Coffs Harbour plays a key role in creating places where people can live, work, and connect. Through integrated planning, development assessment, and place based service delivery, the City guides growth and land use to ensure neighbourhoods are liveable, well designed, and reflective of local character, while supporting housing choice, business activity, and community needs. By delivering essential services such as water, waste, and natural area management, and by caring for parks, public spaces, and local centres, the City helps maintain safe, healthy, and attractive environments. Strategic place management and land use planning support vibrant centres, protect environmental assets, and provide spaces that encourage recreation, connection, and a strong sense of belonging.
A Place for Community Focuses On:
9 Liveable and connected neighbourhoods enabled through planning and services that support safe, resilient, and well functioning communities.
9 Quality development and land use planning by guiding growth to create well designed places that meet housing, business, and community needs.
9 Reliable essential services and infrastructure provided by the City’s water, waste, parks, and natural area management that support community health and amenity.
9 management that strengthens local centres and provides spaces for people to meet, recreate, and connect.
9 Environmental care and sustainability, ensuring that we protect natural assets while supporting a sustainable and attractive urban and natural environment.
Community Strategic Plan objective
Liveable neighbourhoods with a defined identity
C1.1 We create liveable spaces that are beautiful and appealing
C1.2 We undertake development that is environmentally, socially and economically responsible
C1.3 We collaborate to deliver opportunities for housing for all
Community Strategic Plan objective
A natural environment sustained for the future
C2.1 We protect the diversity of our natural environment
C2.2 We use resources responsibly to support a safe and stable climate
Core strategies
Local Strategic Planning Statement
Coffs Harbour Heritage Strategy
Local Growth Management Strategy
Biodiversity Action Strategy
Movement and Place Strategy
Public Realm Strategy
Affordable Housing Strategy
Coffs Coast Region Waste Strategy
Plans of Management
Asset Management Strategy
Property Strategy
Community Engagement Strategy
Homelessness Strategy
Service areas
Assess Development
Certify Buildings
Plan and manage waste services
Deliver, maintain and operate wastewater services
Deliver, maintain and operate water assets
Deliver and maintain natural area assets
Deliver and maintain stormwater and flood mitigation assets
Plan and maintain botanic garden
Place and natural resource planning
Assess development
Quadruple bottom line
Addressing the Environmental and Social issues of:
9 Preserving biodiversity
9 Protecting specific environmental features
9 Environmental impact of development
9 Environmentally sound operation of assets
9 Access and equity
9 Commercial and industrial opportunities
MyCoffs Plan 2035 [initiatives and outcomes]
C1.1 We create liveable spaces that are beautiful and appealing
Our neighbourhoods are people-friendly and liveable environments
We reflect our beautiful natural setting throughout our built environment
C1.2 We undertake development that is environmentally, socially and economically responsible
Land use planning and development protects the value and benefits provided by our natural environment
Sustainable design and best practice development provide quality housing options
Local heritage is protected and the stories behind it shared
Our neighbourhoods are designed and maintained to meet the needs of the people who live there
C1.3 We collaborate to deliver opportunities for housing for all Housing is affordable
Development meets the changing needs and expectations of the community
We have the ability to access, afford and secure rental or long-term housing
How is the service delivered?
We provide development advice to help customers better meet legislative planning requirements. This is available face to face, via email and over the phone. We also offer user-pay pre-DA lodgement meetings to provide advice for larger, more complex applications. We assess applications in a timely manner and make sure they meet legislative requirements and result in an appropriate development outcome. Applications are submitted through the NSW Planning portal.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section leader Development Assessment
Workforce resourcing
18 full-time equivalent staff
Assess development
Measures of success
Key Performance Indicators
Development application assessment timeframes in line with the Minister’s Statement of Expectations Order 89 Days Quarterly
Income statement
Assess Development and Certify Buildings – Income statement 2025-2029
Certify buildings
Quadruple bottom line
Addressing the Environmental and Social issues of:
9 Protecting specific environmental features
9 Environmental impact of development
9 Access and equity
MyCoffs Plan 2035 [initiatives and outcomes]
C1.3 We collaborate to deliver opportunities for housing for all
Development meets the changing needs and expectations of the community
How is the service delivered?
The team provides a professional building certification service that is competitive and meets all legislative requirements. We aim to improve public safety and reduce risk by providing market-competitive building certification services to the public.
Measures of success
Construction certificates issued by City (as total for the LGA)
Income statement
The Income statement for this service area is included in the “Assess development” service area Income statement. Service information
Legislation Is this service required by legislation? – Yes
Responsible Officer
Section leader Development Assessment
Workforce resourcing
4 full-time equivalent staff
Plan and manage waste services
Quadruple bottom line
Addressing the Environmental issues of:
9 Waste management
9 Climate change impacts and initiatives
9 Alternate energy sources
9 Air quality
9 Environmentally sound operation of assets
MyCoffs Plan 2035 [initiatives and outcomes]
C2.1 We protect the diversity of our natural environment
We understand the challenges to our natural environment and act to mitigate them
Preserve ecological values
Pollution from human activities is minimised
C2.2 We use resources responsibly to support a safe and stable climate
Resource consumption is reduced and waste minimised
The use of renewable resources increases, and the use of non-renewable resources decreases
The reuse and recycling of resources increases
We are adapting for climate change; and we work collaboratively to mitigate our impacts
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is the service delivered?
We collect domestic, commercial and industrial waste from business and homes. People can bring their waste to our collections point.
In Coffs Harbour there is the Coffs Coast Resource Recovery Park and a recycling centre. There are also transfer stations at Woolgoolga, Coramba, Lowanna. Recycling is free.
We source and use recycling processes to minimise waste disposal and process waste to be made into products. We make sure only what needs to be is disposed to limit the use of landfill.
We aim to provide the community with the waste facilities and service they need.
We plan, design and oversee the ongoing operation of waste services. We manage the community’s waste responsibly, focussing on best value, risk and sustainability.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Group Leader Water and Waste Services
Workforce resourcing
17 full-time equivalent staff
Income statement
Plan and Manage Waste Services – Income statement 2025-2029
Expenditure
Deliver, maintain and operate wastewater assets
Quadruple bottom line
Addressing the Environmental issues of:
9 Total water cycle management
9 Environmentally sound operation of assets
MyCoffs Plan 2035 [initiatives and outcomes]
C2.1 We protect the diversity of our natural environment
Pollution from human activities is minimised
C2.2 We use resources responsibly to support a safe and stable climate
The use of renewable resources increases, and the use of non-renewable resources decreases
Water-use and water-cycle management is sustainable and meets current and future demand
We are adapting for climate change; and we work collaboratively to mitigate our impacts
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is the service delivered?
We deliver projects for new or existing wastewater assets. We aim to provide the community with the facilities and services they need.
We plan, design and oversee the ongoing operation of wastewater assets. We manage the community’s assets responsibly, focussing on best value, risk and sustainability.
Our goal is to protect the community, its health and the environment. We operate 3 wastewater schemes at Coffs Harbour, Woolgoolga and Moonee. Each scheme has a water reclamation plant, treating sewage into reclaimed water for non-potable uses with the excess returned to the environment.
We have scheduled maintenance programs and targeted renewal work. We use a system of remote control and monitoring via pre-set alarms to react quickly to issues within the system. Our day-today operations include trade waste management, backflow prevention work, managing private sewage pumps, recycled water connections and effluent pump-out.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Group Leader Water and Waste Services
Workforce resourcing
48 full-time equivalent staff
Deliver, maintain and operate wastewater assets
Income statement
Deliver, maintain and operate Wastewater assets – Income statement 2025-2029
Expenditure
Revenue
Deliver, maintain and operate water assets
Quadruple bottom line
Addressing the Environmental issues of:
9 Total water cycle management
9 Environmentally sound operation of assets
MyCoffs Plan 2035 [initiatives and outcomes]
C2.2 We use resources responsibly to support a safe and stable climate
Resource consumption is reduced and waste minimised
The reuse and recycling of resources increase
Water-use and water-cycle management is sustainable and meets current and future demand
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most.
How is the service delivered?
We deliver projects for new or existing water assets. We aim to provide the community with the facilities and services they need.
We plan, design and oversee the ongoing operation of water assets. We manage the community’s assets responsibly, focussing on best value, risk and sustainability.
We supply long-term sustainable and reliable water supply to the community, which meets legislative, statutory and best-practice management requirements. These services protect the community, public health and the environment.
We provide drinking water to all urban areas along the coastal strip from Corindi Beach in the north to Sawtell in the south as well as inland to Coramba and Nana Glen. Some of our usual activities include delivering water efficiency programs, managing raw water connections, new water service connections and meter exchanges. The service is also responsible for creating and renewing water infrastructure.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Group Leader Water and Waste Services
Workforce resourcing
68 full-time equivalent staff
Measures of success
Deliver, maintain and operate water assets
Income statement
Deliver, maintain and operate Water assets – Income statement 2025-2029
Deliver and maintain natural area assets
Quadruple bottom line
Addressing the Environmental issues of:
9 Preserving Biodiversity
9 Protecting specific environmental features
9 Climate change impacts and initiatives
9 Environmental impacts of development
MyCoffs Plan 2035 [initiatives and outcomes]
C2.1 We protect the diversity of our natural environment
Through collaboration, we protect and enhance our natural environment
We understand the challenges to our natural environment and act to mitigate them
We manage public access to natural areas to enhance environmental experience and preserve ecological values
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is the service delivered?
We deliver projects for new or existing natural area assets. We aim to provide the community with the facilities and services they need.
We plan, design and oversee the ongoing operation of natural area assets. We manage the community’s assets responsibly, focussing on best value, risk and sustainability.
We manage natural areas such as reserves, beach access points, creeks and trees, including 24 hectares of asset protection zones (fire breaks), that stretch 44km along the boundary between natural areas and developed land. We maintain assets such as boardwalks, bridges, fences, seats and tables, and shelters.
We are a member of the Coffs Coast Regional Park Trust Board, that oversees the management of 27 kilometres of coastal strip, which stretches from Macauleys Headland in the south to Corindi Beach in the north. The Park provides walking tracks and beach access for the community and visitors to the region.
NSW National Parks and Wildlife Service and the City manage the Park on behalf of the Board. The City provides and maintains facilities and infrastructure in the Park and provide secretariat services to the Board.
Our maintenance work centres around weekly activities, quarterly inspections (safety and defect checks) and customer requests.
Deliver and maintain natural area assets
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Open Spaces
Workforce resourcing
12 full-time equivalent staff
Measures of success
Percentage of customer requests resolved or responded to within 7 days
Percentage of mowing completed in accordance with schedule
Overall condition of open space assets considered ‘fair’ or better
Significant projects for delivery
Implementation of short-term recommendations from 2024/25 Transport and Open Spaces service review, including introducing service level statements for key Service areas
Implementation of medium-term recommendations from 2024/25 Transport and Open Spaces service review, including the allocation of resources to higher priority activities within budget constraints
Deliver and maintain natural area assets
Income statement
Deliver and maintain natural area assets – Income statement 2025-2029
Deliver and maintain stormwater and flood mitigation assets
Quadruple bottom line
Addressing the Environmental issues of:
9 Total water cycle management
9 Environmental Impact of Development
9 Environmentally Sound Operation of Assets
MyCoffs Plan 2035 [initiatives and outcomes]
C2.1 We protect the diversity of our natural environment
Pollution from human activities is minimised
The environmental impact of agricultural production is minimised
C2.2 We use resources responsibly to support a safe and stable climate
Water-use and water-cycle management is sustainable and meets current and future demand
We are adapting for climate change; and we work collaboratively to mitigate our impacts
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is the service delivered
We deliver projects for new or existing stormwater and flood mitigation assets. We aim to provide the community with the facilities and services they need.
We plan, design and oversee the ongoing operation of stormwater and flood mitigation assets. We manage the community’s assets responsibly, focussing on best value, risk and sustainability.
We manage storm water when it is discharged onto public land (roads and reserves). We have also built detention basins to reduce the volume of water flow to be able to release it slowly into the storm water network to reduce the impact of flooding.
The urban storm water network is underground in urban areas and above ground in rural areas. Maintenance is done by cleaning pipes, inspecting pipes and box culverts by CCTV, mowing grass (detention basins), cleaning, repairing filter materials and managing vegetation (bio-retention basins), creek and channel clearing.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Transport Services
Workforce resourcing
3 full-time equivalent staff
Deliver and maintain stormwater and flood mitigation assets
Measures of success
Performance Indicators
Detention basins inspected in accordance with schedule
Percentage of customer requests resolved or responded to within 7 days
Scheduled Dam safety and compliance inspections undertaken in accordance with Dam Safety Act and associated regulations
Gross Pollutant Traps serviced in accordance with schedule
Significant projects for delivery
Review consequence categories for detention basins x 4
Implementation of short-term recommendations from 2024/25 Transport and Open Spaces service review, including introducing service level statements for key services
Implementation of medium-term recommendations from 2024/25 Transport and Open Spaces service review, including leading a data centric culture introducing service level statements for key services
Deliver and maintain stormwater and flood mitigation assets
Income statement
Deliver and maintain stormwater and flood mitigation assets – Income statement 2025-2029
Plan and maintain botanic garden
Quadruple bottom line
Addressing the Environmental issues of:
9 Preserving biodiversity
9 Protecting specific environmental features
9 Environmentally sound operation of assets
MyCoffs Plan 2035 [initiatives and outcomes]
C1.1 We create liveable spaces that are beautiful and appealing
The Coffs Harbour area is a place we are proud to call home
C2.1 We protect the diversity of our natural environment
Through collaboration, we protect and enhance our natural environment
We manage public access to natural areas to enhance environmental experience and preserve ecological values
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is the service delivered
We deliver projects for new or existing botanic garden assets. We aim to provide the community with the facilities and services they need.
We plan, design and oversee the ongoing operation of the botanic garden. We manage the community’s assets responsibly, focussing on best value, risk and sustainability.
Work at the North Coast Regional Botanic Garden is carried out by staff and volunteers (Friends of the North Coast Regional Botanic Garden).
The garden is open 9am-5pm seven days a week and can be booked for weddings or larger events such as concerts. There is a gift shop for visitors, education programs and guided tours. There is also a seed bank, a herbarium and a service to help identify plants. Entry is free.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Open Space Services
Workforce resourcing
2 full-time equivalent staff, supported by volunteers
Significant projects for delivery
Plan and maintain botanic garden
Income statement
Plan and maintain botanic garden – Income statement 2025-2029
Place and natural resource planning
Quadruple bottom line
Addressing the Social, Environmental and Economic issues of:
9 Total water cycle management
9 Preserving biodiversity
9 Protecting specific environmental features
9 Climate change impacts and initiatives
9 Environmental impact of development
9 Access and equity issues
9 Transport links between communities in our LGA
9 Commercial and industrial opportunities
MyCoffs Plan 2035 [initiatives and outcomes]
A1.1 We recognise and acknowledge the traditional custodians of the Coffs Harbour local government area
Gumbaynggirr Nation culture and heritage is honoured and acknowledged
We walk together with our local Aboriginal community to honour, share and acknowledge their stories, heritage and culture
C1.1 We create liveable spaces that are beautiful and appealing
Our neighbourhoods have a strong sense of identity and are actively shaped by the local community
Our public places and spaces are activated through good planning and design
We reflect our beautiful natural setting throughout our built environment
C1.2 We undertake development that is environmentally, socially and economically responsible
Land use planning and development protects the value and benefits provided by our natural environment
Sustainable design and best practice development provide quality housing options
Local heritage is protected and the stories behind it shared
Our neighbourhoods are designed and maintained to meet the needs of the people who live there
C1.3 We collaborate to deliver opportunities for housing for all Housing is affordable
Development meets the changing needs and expectations of the community
C2.1 We protect the diversity of our natural environment
Through collaboration, we protect and enhance our natural environment
We understand the challenges to our natural environment and act to mitigate them
Community involvement in actively protecting the natural environment is increased
Place and natural resource planning
How is the service delivered?
We create strategies and planning controls that aim to “shape place”, creating a sustainable future aligned with the community’s needs. We also advocate for the community’s benefit and are working towards reconciliation with our First Nation people.
These strategies and actions guide social cohesion, sustainable growth, developing quality places and space, protecting natural environment, reducing the risk and impacts of climate change and more. We also provide strategic planning and placemaking advice.
Measures of success
out in the NSW Government LEP Making Guidelines
Management Program implementation actions underway or completed
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Local Planning
Workforce resourcing
12 full-time equivalent staff
Include ‘Action C: Undertake a feasibility study to investigate if public pedestrian access to Arrawarra Beach can be improved’ from the Arrawarra Creek, Pipe Clay Lake and Corindi River Coastal Management Program in the 2025–2029 Delivery Program, to be actioned in 2027/28, in response to community submissions.
Place and natural resource planning
Income statement
Place and natural resource planning – Income statement 2025-2029
13 Community leadership
13. Community leadership
The City of Coffs Harbour provides strong and trusted community leadership through transparent governance, ethical decision making, and inclusive engagement. By working openly with the community and providing clear strategic direction, the City ensures decisions are fair, accountable, and focused on long term outcomes that support a confident and sustainable future.
The City leads the planning, management, and stewardship of essential public assets and infrastructure that underpin community wellbeing and economic activity. Through effective governance, sound asset management, and responsible use of resources, the City delivers reliable services, supports growth, and builds community confidence in its ability to meet current and future needs.
Community Leadership Focuses On:
9 Strong governance and accountability through clear leadership, transparent decision making, and robust governance frameworks that support trust and integrity.
9 Inclusive community participation with meaningful engagement that enables the community to inform priorities and contribute to shaping the City’s future.
9 Responsible asset and land stewardship through strategic planning and management of infrastructure, public spaces, and community land to ensure safety, accessibility, and sustainability.
9 Long term planning and service delivery prioritising efficient use of resources and coordinated infrastructure programs that support resilience, liveability, and future generations.
Community Strategic Plan objective
Our leaders give us confidence in the future
D1.1 We foster informed and inspired leadership in our community
D1.2 We undertake effective engagement and are informed
Community Strategic Plan objective
We have effective use of public resources
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Promote and engage on the City’s activities and services
Coordinate customer service requests
Deliver and maintain roads, bridges and drains
Deliver a positive employee experience
Maintain car parks
Manage buildings and property
Manage City and provide leadership
Manage City governance
Manage corporate information
Maintain financial services
Deliver technology support and improvement for the City
Maintain plant and fleet
Deliver supporting asset services
Provide mapping and data services
Promote and engage on the City’s activities and services
Quadruple bottom line
Addressing the Social, Environmental and Economic issues of:
9 Decision-making principles and allocation of priorities
9 Levels of service
9 Business efficiency and probity expectations of the Council
MyCoffs Plan 2035 [initiatives and outcomes]
D1.2 We undertake effective engagement and are informed
All groups in our community are valued and have the opportunity to shape our future
Our leaders seek to engage and consult with the whole community to capture and consider all viewpoints
Decision-making processes are open and transparent
There is greater awareness of the key issues impacting our community
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Accurate data is collated and used to help effectively and strategically plan for future community needs
How is the service delivered?
We manage the City’s communication channels including social media, websites and digital newsletters to keep the community informed and up to date with our activities, events and programs.
We proactively engage with the media and respond to media enquiries, deliver marketing to promote the City’s events, services, and tourism and cultural offerings, and develop speeches for key events.
We engage with the community and stakeholders on major projects and plans and provide strategic advice and coordination of the City’s broader community engagement.
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Group Leader Engagement
Workforce resourcing
10 full-time equivalent staff
Promote and engage on the City’s activities and services
Measures of success
CTOR (Click To Open Rate) of corporate eNewsletter (%)
Engagement on key corporate social media channels (%)
Website feedback form submissions actioned (%)
via Have Your Say
Quarter
Quarter
Quarterly Quarter
Promote and engage on the City’s activities and services
Income statement
Promote and Engage on the City’s activities and services – Income statement 2025-2029
Coordinate customer service requests
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Levels of service
9 Business efficiency and probity expectations of the Council
MyCoffs Plan 2035 [initiatives and outcomes]
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our community continues to have access to high quality public services
We embrace the introduction of new technology to help deliver better outcomes for the community
How is the service delivered?
We aim to resolve 80% of customer enquiries or requests at the first point of contact.
We assist customers over the phone, at our front counter, by letters or emails, or via our website (online forms).
We aim to respond to written requests via email or traditional mail within 7 working days of receipt. Service requests received from customers are logged and allocated a priority level (with an associated response time):
Extreme (within 4 hours)
High (within 2 working days)
Medium (within 7 working days)
Low (within 7 working days)
Service information
Legislation
Is this service required by legislation? – No
Responsible Officer
Group Leader Engagement
Workforce resourcing
10 full-time equivalent staff
Coordinate customer service requests
Measures of success
Key Performance Indicators
Customer phone calls and front counter queries answered or registered for action at first point of contact
Calls made to the contact centre are abandoned < 5% Quarterly Quarter Calls made to the contact centre are answered within 90 seconds
The average call handle time for call made to the contact centre is less than 5 minutes 5 Minutes
Urgent 10.7 Planning Certificates are issued within 2 business days
Non-urgent 10.7 Planning Certificates are issued within 7 business days
Results from mystery shopper surveys have a rating greater than 80%
Customer requests to all business areas are actioned within 7 business days
Average Development Application lodgement timeframes in line with the Minister’s Statement of Expectations Order
Significant
projects for delivery
Quarter
Coordinate customer service requests
Income statement
The income statement for the service area ‘Coordinate customer service requests’ is included within the service area “Promote and engage on the City’s activities and services.
Deliver and maintain roads, bridges and drains
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Decision-making principles and allocation of priorities
9 Levels of service
9 Business efficiency and probity expectations of the Council
9 Consultation and community participation in decision making
MyCoffs Plan 2035 [initiatives and outcomes]
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
Public infrastructure continues to meet our community and business requirements
Infrastructure is planned for the long-term and without imposing an unfair burden on future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
Best practice and innovation are used to deliver value for money
How is the service delivered?
We deliver projects for new or existing road, bridge and drain assets. We aim to provide the community with the roads, bridges and drains they need.
We plan, design and oversee the ongoing safe operation of roads, bridges and drains. We manage the community’s assets responsibly, focusing on best value, risk, safety and sustainability.
We maintain and upgrade roads based on the Delivery Program and Operational Plan. We carry out emergency work to keep roads trafficable during weather events and accidents.
Planned maintenance work such as patching potholes is done to restore assets to useable standards. Unplanned maintenance work happens when the issue is a higher risk (e.g. a tree across a road needs clearing).
Road, pedestrian and footpath bridges as well as road signage and road marking are maintained regularly
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Transport Services
Workforce resourcing
62 full-time equivalent staff
Deliver and maintain roads, bridges and drains
Measures of success
Performance Indicators
Percentage of customer requests resolved or responded to within 7 days
Percentage of planned road, bridge and drainage maintenance activities completed within the scheduled period.
Overall condition of the road network considered ‘fair’ or ‘better’
m2 pavement renewed
m2 surfacing renewed
Community and road safety program
Number of community and road safety events
Significant projects for delivery
Implementation of short-term recommendations from 2024/25 Transport and Open Spaces service review, including improved supervision and reporting of field activities 9 9
Implementation of medium-term recommendations from 2024/25 Transport and Open Spaces service review, including leading a data centric culture introducing service level statements for key services 9 9
Pilot a “Friends of the CBD” program in the Coffs City Centre 9
Deliver and maintain roads, bridges and drains
Income statement
Deliver and maintain roads, bridges and drains – Income statement 2025-2029
OPERATING RESULT (Incl.
Deliver a positive employee experience
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Levels of service
9 Council’s role as a responsible employer
MyCoffs Plan 2035 [initiatives and outcomes]
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our community continues to have access to high quality public services
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is the service delivered?
We build the City’s capability and performance through effective talent management and resourcing, leadership development and promoting a positive and inclusive culture.
We facilitate capability development and ensure effective reward and recognition of our people. We develop effective safety systems and deliver proactive health and wellbeing initiatives to protect our people.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Group Leader Organisation Development
Workforce resourcing
14 full-time equivalent staff
Deliver a positive employee experience
Income statement
Deliver a positive employee experience – Income statement 2025-2029
Maintain car parks
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Levels of service
9 Consultation and community participation in decision making
MyCoffs Plan 2035 [initiatives and outcomes]
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
Public infrastructure continues to meet our community and business requirements
Our community continues to have access to high quality public services
We embrace the introduction of new technology to help deliver better outcomes for the community
How is the service delivered?
We maintain 30 off-street dedicated public car parking areas (this excludes multiple storey car parks). The car parks are treated as low urban traffic areas and are managed accordingly.
We deliver infrastructure projects that are new or renewing existing assets. We aim to provide the community with the facilities and service they need.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Transport Services
Workforce resourcing
3 full-time equivalent staff
Measures of success
Significant projects for delivery
Develop a City Centre Parking Plan 9 9
Income statement
Maintain car parks – Income statement 2025-2029
Manage building and property
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Levels of service
9 Council’s role as a responsible employer
MyCoffs Plan 2035 [initiatives and outcomes]
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
Public infrastructure continues to meet our community and business requirements
Our community continues to have access to high quality public services
Infrastructure is planned for the long-term and without imposing an unfair burden on future generations
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
Best practice and innovation are used to deliver value for money
How is the service delivered?
The City manages over 1,000 individual land title parcels with the majority relating to public open space and roads. The City is also the appointed Crown Land Manager (CLM) for many Crown reserves in the Coffs Harbour LGA. Under the Local Government Act our land parcels are categorised as community land, multiple use, roads, and operational land.
There are 278 buildings with uses ranging from corporate and operational services of the City, public amenities, community facilities, recreational and sport facilities and commercial premises.
Property Services manages tenancy arrangements covering community, social, recreational or commercial purposes on City owned or managed land. We also undertake property transactions (purchases, sales, easements and dedications) to assist the City deliver on adopted strategies and projects.
Manage Building and Property – Income statement 2025-2029
Manage City and provide leadership
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Levels of service
9 Council’s role as a responsible employer
MyCoffs Plan 2035 [initiatives and outcomes]
D1.1 We foster informed and inspired leadership in our community
Our strategic directions are inclusive and reflect the views of the community
Our leaders advocate on our behalf, promote the area’s interests, and secure resources and investment
D1.2 We undertake effective engagement and are informed
Decision-making processes are open and transparent
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our public infrastructure is maintained for its current purpose and for future generations
Our community continues to have access to high quality public services
We embrace the introduction of new technology to help deliver better outcomes for the community
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
The Gumbaynggirr nation is an integral part of planning the future of the Coffs Harbour LGA
How is the service delivered?
Effective governance is key to delivering services valued by the community and in accordance within our financial capability. We have an important role in advocating on behalf of our community to the NSW and Australian governments and other relevant stakeholders. The work is led by the Mayor, Councillors and the City’s executive team.
We drive engagement and communication efforts so that when decisions are made there is a strong understanding of the community’s position, progress and our financial capability.
The executive leadership team is responsible for ensuring the City meets all of its legislative requirements. This includes delivering integrated corporate planning and reporting documents.
We also conduct citizenship ceremonies on behalf of the Minister for Home Affairs and other significant civic events such as Australia Day awards.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
General Manager
Workforce resourcing
9 full-time equivalent staff
Manage City and provide leadership
Manage City and provide leadership
Income statement
Manage City and Provide Leadership – Income statement 2025-2029
Manage City governance
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Levels of service
9 Consultation and community participation in decision making
MyCoffs Plan 2035 [initiatives and outcomes]
D1.1 We foster informed and inspired leadership in our community
Our strategic directions are inclusive and reflect the views of the community
D1.2 We undertake effective engagement and are informed
Our leaders seek to engage and consult with the whole community to capture and consider all viewpoints
Decision-making processes are open and transparent
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
We embrace the introduction of new technology to help deliver better outcomes for the community
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
How is the service delivered?
We coordinate and manage audit and risk improvement, policies, procedures, high-level complaints and delegations. We manage enterprise risk through the City’s risk management framework with the aim of reducing risk. We also manage the organisation’s insurance portfolio.
We coordinate legal issues and litigation affecting the organisation by providing access to legal advice and expertise. We make sure the community can access information as required under legislation and offer support for queries from staff and external stakeholders. We deliver integrated corporate planning and reporting in compliance with regulated requirements. We support Councillors to carry out their duties.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Group Leader Legal and Governance Services
Workforce resourcing
7 full-time equivalent staff
Measures of success
Number of appeals lodged against decisions of Council and delegated officers to the New South Wales Civil and Administrative Tribunal (NCAT)
City governance
Income statement
Manage City Governance – Income statement 2025-2029
Manage corporate information
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Business efficiency and probity expectations of the Council
9 Ethical practices
MyCoffs Plan 2035 [initiatives and outcomes]
D1.1 We foster informed and inspired leadership in our community
Decision-makers lead, govern and regulate in an ethical, equitable, transparent and accountable way
D1.2 We undertake effective engagement and are informed
Our leaders seek to engage and consult with the whole community to capture and consider all viewpoints
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
We embrace the introduction of new technology to help deliver better outcomes for the community
How is the service delivered?
We manage the City’s corporate information. This includes capturing, creating, storing, and disposing of records.
All staff (and Councillors) are responsible for managing corporate information and records in accordance with the State Records Act 1998 and the City’s policies and procedures.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Group Leader Engagement
Workforce resourcing
N/A
Income statement
Manage Corporate Information – Income statement 2025-2029
Manage financial services
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Decision-making principles and allocation of priorities
9 Levels of service
9 Business efficiency and probity expectation of the Council
9 Ethical Practices
MyCoffs Plan 2035 [initiatives and outcomes]
D1.2 We undertake effective engagement and are informed
Our leaders seek to engage and consult with the whole community to capture and consider all viewpoints
Decision-making processes are open and transparent
There is greater awareness of the key issues impacting our community
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Accurate data is collated and used to help effectively and strategically plan for future community needs
We embrace the introduction of new technology to help deliver better outcomes for the community
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
Best practice and innovation are used to deliver value for money
How is the service delivered?
We manage our investments and loan portfolios, provide finance reporting to Councillors and managers and deliver statutory reporting. We drive strategic financial planning, manage grants and donations, buying processes to meet legal requirements, developer contributions, City revenue and expenditure processes, credit cards and manage payroll.
We also ensure our procurement services are sustainable and provide value for money for the City.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Chief Financial Officer
Workforce resourcing
32 full-time equivalent staff
Income statement
Manage financial services – Income statement 2025-2029
NET OPERATING RESULT (Incl. Capital Grants & Contributions)
Deliver technology support and improvement for the city
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Leadership and presentation
9 Business efficiency and probity expectations of the Council
MyCoffs Plan 2035 [initiatives and outcomes]
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our community continues to have access to high quality public services
Accurate data is collated and used to help effectively and strategically plan for future community needs
We embrace the introduction of new technology to help deliver better outcomes for the community
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
Best practice and innovation are used to deliver value for money
How is the service delivered?
We provide Information and Communication Technology (ICT) support, maintain the City ICT networks, manage new and existing ICT assets and implement technology projects to help support the organisation. We manage security risks and controls in accordance with City polices and relevant laws and regulations.
The service manages server infrastructure, networking equipment, end user devices, printers, telephony, CCTV, wireless and audio visual.
We encourage and drive business improvement across the organisation by leading technology enabled projects and working with teams to improve processes.
The service coordinates the operation and maintenance of the City’s fibre optic network and communication solutions to ensure availability for stakeholders.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Group Leader Business Systems
Workforce resourcing
13 full-time equivalent staff
Measures of success
Key Performance Indicators
Positive customer satisfaction is 80% or higher
of service desk request
Significant projects for delivery
Deliver technology support and improvement for the city
Income statement
Deliver technology support and improvement for the City – Income statement 2025-2029
Manage plant and fleet
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Business efficiency and probity expectations of the Council
9 Ethical practices
MyCoffs Plan 2035 [initiatives and outcomes]
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Our community continues to have access to high quality public services
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Our limited resources are targeted to where they are needed most
Best practice and innovation are used to deliver value for money
How is the service delivered?
We purchase and maintain vehicles to provide a pool of cars for day-to-day business needs. We also provide machinery and vehicles needed to deliver services across the city (e.g. lawn mowers, trucks, front end loaders). We have a team managing the fleet and plant, which includes a mechanical workshop, where repairs and maintenance is carried out.
Three goals of the service are to reduce car fleet costs, keep specialist vehicle costs low and make sure vehicles and machinery are available when needed.
Service information
Legislation
Is his service required by legislation? – Yes
Responsible Officer
Chief Financial Officer
Workforce resourcing
11 full-time equivalent staff
Measures of success
Income statement
Maintain plant and fleet – Income statement 2025-2029
Deliver supporting asset services
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Decision-making principles and allocation of priorities
9 Business efficiency and probity expectations of the Council
MyCoffs Plan 2035 [initiatives and outcomes]
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Accurate and reliable data is collated and used to help effectively and strategically plan for future community needs
Accurate data is collated and used to help effectively and strategically plan for future community needs
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Best practices and innovation are applied to deliver value for money
Best practice and innovation are used to deliver value for money
How is the service delivered?
We support the planning and delivery of community assets to promote safe, functional and fit for purpose outcomes. We provide technical advice and support to the City including undertaking survey and design services of civil infrastructure to meet project objectives and compliance with the Australian Standards and Guidelines.
We collate data and maintain registers to support asset owners in the development of management plans, which are used to plan maintenance activities and maximise their useful life of community assets.
We follow legislative requirements by undertaking environmental assessments for new works. This includes identifying environmental matters that may impact a project, defining appropriate mitigation measures and supporting the implementation of those measures through project delivery.
Service information
Legislation
Is this service required by legislation? – Yes
Responsible Officer
Section Leader Asset Services
Workforce resourcing
26 full-time equivalent staff
supporting asset services
Measures of success
Inclusion of ‘discovered assets’ into the asset register, updated within 4 weeks of information received > 90% Quarterly Quarter
Complete Safety in Design reviews for all capital projects > 90% Quarterly Quarter
Complete all environmental assessments within 3 months of receiving brief > 90% Quarterly Quarter
Number of detailed designs completed
of Part V environmental approvals completed
Significant projects for delivery
asset revaluation Property, plant, equipment and buildings 9
Deliver supporting asset services
Income statement
Deliver supporting asset services – Income statement 2025-2029
Provide mapping and data services
Quadruple bottom line
Addressing the Civic Leadership issue of:
9 Levels of service
9 Business efficiency and probity expectations of the Council
MyCoffs Plan 2035 [initiatives and outcomes]
D2.1 We effectively manage the planning and provision of regional public services and infrastructure
Accurate data is collated and used to help effectively and strategically plan for future community needs
We embrace the introduction of new technology to help deliver better outcomes for the community.
How is the service delivered
Our online mapping system allows everyone to access property information such as connections to sewer, rating category, zoning, property address, latest annual rate levy, postponed rates and property area.
This data is maintained by us to meet legislative requirements. We provide mapped historical data on our cemeteries for all burials, provide access to externally sourced aerial photography, and manage new rural house numbers.
Measures of success
Service information
Legislation
Is his service required by legislation? – Yes
Responsible Officer
Group Leader Business Services
Workforce resourcing
3 full-time equivalent staff
Income statement
Provide mapping data services – Income statement 2025-2029
14 Evaluation
How will we measure the success of the Delivery Program and Operational Plan?
Our measurements of success will be obtained through our key performance indicators (KPIs) and statistics found throughout this document. We call them ‘measures of success’ and they are found in the service summary pages. The Measures of Success have been identified by service leaders as key metrics which update the community on how the service area is progressing against the long-term strategic themes identified within the MyCoffs 2035 Community Strategic Plan.
The results of our measures of success are published quarterly through our Quarterly Progress Reports.
Progress framework
We are required to report on our progress in implementing actions in the Delivery Program and Operational Plan. The Delivery Program and Operational Plan is reported on quarterly and will include any changes and updates.
The City also produces an Annual Report which is reported to Council and placed on our website within 5 months of the end of the financial year. Overall progress in contributing to the achievement of the MyCoffs Plan is reported every 4 years in the State of our City Report.
Any changes to the Delivery Program will be reviewed on a continuous basis. Changes will be reported to Council regularly and will be updated in the Delivery Program.
Assessment methods
To assess progress in implementing the Delivery Program a range of measures will be used within each service. These measures should deliver on the MyCoffs Plan outcomes linked to the service.
We also assess progress using:
The City’s Community Satisfaction Survey which measures the community’s perception of the City’s performance and importance ratings for service delivery and for achieving the MyCoffs Plan outcomes.
The condition and fitness for purpose of the City’s built assets.
Other results-based progress measures found within the MyCoffs Plan. We have a range of output and input measures that determine if the City has achieved its planned activities effectively.
These measures include:
• Number of project or programs completed on time and within budget.
• Extent to which customer service standards are met. We are committed to enhancing our metrics base through new technology and projects to gather better data, with new metrics and data being added to the Delivery Program and Operational Plan as they are created.
15 Forecast Financial Estimates
2026/27 Income statement by fund
2027/28 Income statement by fund
2028/29 Income statement by fund
Consolidated
income statements 2025/26 – 2028/29
2026/27 – 2028/29 reserve movements
16 Capital projects
The 2026/27 Capital Works Program (Program) has been developed to reflect what the City of Coffs Harbour (City) can safely, responsibly and realistically deliver within existing workforce capacity and capability currently available. While the City’s Asset Management Plans and strategies recognise that there are significant infrastructure renewal needs across the City—particularly for water, sewer and open spaces—not all identified projects can be delivered at the same time.
The infrastructure renewal challenge is a Local Government sector-wide issue; however, it is particularly relevant in regional cities, such as Coffs Harbour, where maintaining existing reliable services is essential, together with providing for population growth and increasing service expectations from the community.
The Program aims to balance the renewal of ageing infrastructure with increasing community expectations for new and improved facilities. The Program therefore prioritises works that protect essential services, improve safety and reliability, and maintain valued community and cultural assets, while also progressing a number of Council endorsed initiatives that support growth and liveability such as the Jetty Strip Detailed Design and the Beyond the Bypass initiatives.
Key examples included in the Program are continued investment in critical water and sewer infrastructure, including water main renewals, sewer main and pump station upgrades, water reclamation plant refurbishments and biosolids improvements. These projects help ensure safe, reliable and environmentally compliant services as infrastructure ages and demand increases. Major regional works such as the Regional Water Supply upgrade, delivered in partnership with Clarence Valley Council, also continue to strengthen long term water security for the region.
In the building’s portfolio, the Program includes continued renewal of the Jetty Memorial Theatre, recognising its importance as a major cultural asset for the community. Works focus on renewing ageing building elements, safety systems and essential plant and equipment to ensure the facility remains operational, compliant and fit for purpose. Planning and scoping for the Moonee Community Hub is also included, supporting the City’s longer term commitment to providing community facilities in growth areas, while scoping for the Toormina Community Hub has been staged to a later year to ensure both projects are well planned and ready for delivery when capacity allows.
Within open spaces, the Program delivers the Lower Park Beach Playground Renewal as a major project, alongside other playground upgrades at Tolhurst Park, Jane Circuit and the Jetty Foreshores fitness area. Works also continue across the Coffs Coast Regional Park through matched funding arrangements, including detailed design at Norman Hill Drive (Hills Beach) Reserve, replacement of beach access stairs at Mullaway and Arrawarra, and pathway renewals. Investment in sporting facilities also continues, with projects at York Street Oval and C.ex Stadium.
The transport and stormwater programs focus on maintaining safety, managing flood risk and supporting growth. Major transport projects such as completing Fiddaman Road and associated car parking at Emerald Beach, and the raising of North Boambee Road for flood protection continue, unlocking future housing and improving network performance. Stormwater works prioritise renewal of ageing assets, targeted flood mitigation and delivery of projects identified through Floodplain Risk Management Plans, including ongoing works at the North Boambee Detention Basin.
In the Waste Services portfolio, the Program focuses on providing efficient, compliant and future-ready waste services. In addition to routine works, the program includes a Strategic Infrastructure Project, which includes planning and upgrades of the transfer station, weighbridge renewals to address aging infrastructure, as well as landfill gas extraction projects to manage environmental impacts, reduce emissions and enhance site safety. These works are prioritised based on asset condition, operational risk and environmental requirements.
To ensure projects are delivered to a high standard and essential services remain reliable, some works have been deliberately staged or deferred. This includes projects that are technically ready for delivery—such as Safety Beach Drive, Arrawarra Beach Road, selected footpath upgrades, and some playground renewals—which cannot be progressed at the same time with the current workforce capacity or without increasing delivery risk. These decisions do not reflect the importance of those projects, but rather the City’s commitment to responsible planning, workforce sustainability and achievable delivery timeframes.
Overall, the 2026/27 Capital Works Program represents a balanced and practical plan. It focuses on renewing priority assets, protecting critical services, supporting growth and delivering projects the community can rely on—while laying the groundwork for future investment as workforce capacity and resources grow.
The Capital Works Program for 2026/27 is greater than previous years’ programs due to the inclusion of strategic land acquisitions necessary for several major projects, and the City’s contribution to fund its share of major capital works being undertaken by Clarence Valley Council for the Regional Water Supply Scheme (total budget $24,500,000).
The forecast Capital Works Programs for 2027/28 and 2028/29 are also above historic levels due to the recognition of significant new and renewal works required in these years. The total budgeted water and wastewater (sewer) capital works in 2026-27 of $20.9 million increase to $54.4 million in 2027-28 and to $34.5 million in 2028/29. In particular, $22.6 million is budgeted in 2027/28 for sewer infrastructure to service the major residential growth areas of North Boambee Valley and Woolgoolga West/North West. A further $10,000,000 is budgeted in 2028/29 for sewer infrastructure to service Woolgoolga West/North West.
With respect to the water and sewer renewal works, these have been forecast based on strategy work to date. This strategy work will be finalised during 2026/27, which will provide an integrated resourcing and funding model and is expected to lead to refinement of the future capital works programs.
Capital projects 2026/27
Refurbishment of the State Heritage
This project upgrades and expands gateway flagpole infrastructure at key city entry points so Council can clearly tell the Coffs Coast story, direct visitors to experiences, and improve city presentation as traffic patterns change with the bypass.
Orara Valley Community Pool (Nana Glen) assets
starting (dive) blocks for 50m
Renew pool chlorinator cell and dosing unit controller in 25m indoor pool plant room at Coffs Harbour War Memorial Pool
Renew shade sails at Coffs Harbour War Memorial Pool to maintain a safe and presentable facility.
5,563,170
Harbour City Centre planning of multi-level car park sites
footpath, bus shelters and crossing on Stadium Drive Coffs Harbour
Pedestrian access design to St John Paul College
New
on Lyons Road Sawtell (Tindara Dr to Bongil Ln)
path on Myers Road Coffs
New footpath on Lyons Road Sawtell (Banool St to Bayldon Rd)
New pedestrian crossing on Pullen Street Woolgoolga (opposite Lions Centenary Park)
Old Coast Road No.3 bridge placement (near William Haworth Dr Korora)
North Boambee Road bridge replacement and road raising (west of Bishop Druitt College)
New footpath and bike lane improvements on Lyons Road (De Castella Dr to Toormina Rd)
96,297,709
Capital Projects 2028/29
19,600,000
2,500,000
2,500,000
6,000,000
14,850,000
75,841,403
Unfunded Capital Project Priorities
17 Appendices
Appendix A – 2025 Community Satisfaction Survey Results
A Community Satisfaction Survey was undertaken in 2025, the information for which has been used in both our four-year Delivery Program 2025-29 and our Annual Operational Plans. The Community Satisfaction Survey results have been provided below.
Appendix B – 2025/26 Financial Estimates
General Fund
The following result is projected for the City of Coffs Harbour’s General Fund:
Operational incomes and expenditures are tightly budgeted and have been subject to constant scrutiny in recent years.
There are significant capital works planned which are funded from rate variations, trading operations, grants, loans, S7.11 contributions and reserves.
Annual Charges for 2026/27 are detailed in the City’s Statement of Revenue Policy.
Water and Sewer Funds
Both the Water and Sewer Funds have undertaken substantial programs of capital works in recent years. These works have been essential to maintain the integrity of the infrastructure and liveability of our city. These programs have been funded by a combination of loan funds, developer contributions, reserve funds and grants.
Water and Sewer charges have been held to reasonable increases in recent years, despite the significant loan repayments that require to be serviced. The Delivery Program provides for operating surpluses in the Sewer and Water Funds. Details are set out below:
SEWER
These surpluses are primarily due to reducing loan repayments along with growth in assessments and increased developer contributions. A number of water and sewer strategies including the sewer developer servicing plans will be finalised over the coming 12 months to update the pricing pathway, asset management plans and long-term financial plan for Water and Sewer. Some significant infrastructure works are scheduled as detailed in the capital expenditure program.
Appendix C – Statement of Borrowings
Proposed Loan Borrowings for 2026/27
No internal or external loans have been proposed for 2026/27.
The City recognises that loan borrowings for capital works are an important funding source for Local Government and that the full cost of infrastructure should not be borne entirely by present-day ratepayers but be contributed to by future ratepayers who will also benefit.
The City will restrict all borrowings to expenditure on identified capital projects that are considered by the City to be of the highest priority, and which are unable to be funded from revenue, reserves or unrestricted cash.
Appendix D – Allocation of Special Rate Variation and Levy Funds
2026/27 Funding from Levies and Special Variations to General Income
Over recent years, the City has secured NSW Government approval on a number of occasions for Special Rate Variations (SRVs) to generate funding for specified priority projects.
The reporting requirements on these SRV’s have now expired.
Environmental Levy for 2026/27
The Environmental Levy (a Special Rate) is calculated with a ‘base amount’ to raise approximately 42% of the levy with the balance raised as an ad valorem rate applied to land values. The purpose of the Environmental Levy is to fund environmental works, and it is levied on all rateable land.
2026/27 ($)
Net Revenue $1,815,936
Appendix E – City of Coffs Harbour’s Statement of Revenue Policy 2026/27
2026/27 Rating Structure
Variation to General Income – 3.7% ‘Rate Pegging’ Increase
The 2026/27 Operational Plan allows for the implementation of a 3.7% increase in ‘General Income’ (income from ordinary and special rates). This rate is based on the Rate Peg of 3.1% with an additional population growth factor of 0.6%, as announced by the Independent Pricing and Regulatory Tribunal (IPART) in September 2025 under the Local Government ‘Rate Pegging’ legislation.
Impact on Residential Ratepayers
With a 3.7% increase in ‘General Income’ for 2026/27, the ‘average’ residential property can expect a total rate and charges increase (including annual and usage charges not capped by the rate peg increase) of approximately $149.89 per annum (or $2.88 per week) which is a 3.3% increase from 2025-26.
The following table shows the impact on the total rates and charges payable in 2026/27 for the ‘average’ residential property.
The ‘average’ residential property has been based on a land valuation of $453,500 in 2026/27 and this valuation has been used in the determination of both the residential ordinary rates and the environmental levy. The ‘average’ residential property was based on land valuation of $430,600 in 2025/26. The change in the ‘average’ residential property used is due to the new land values provided to the City of Coffs Harbour (City) by the NSW Valuer General as at 1 July 2025.
The following comments should be considered in conjunction with the above information:
1. The Rate Peg % does not apply to Sewer, Water, Waste or Stormwater charges.
2. Water charges include 250 KL of water usage for a year.
Impact on Non-Residential Ratepayers
The following table shows the impact on the ‘Ordinary Rate’ payable for the ‘average’ non-residential (Farmland and Business) property in 2026/27 with a 3.7% IPART Rate Peg increase in ‘General Income’ for 2026/27.
The Ordinary Rate for Farmland properties has been based on an average land valuation of $858,000 in 26/27 and $805,400 in 25/26.
The Ordinary Rate for Business properties (outside of the Coffs Harbour CBD) has been based on an average land valuation of $743,000 in 26/27 and $719,700 in 25/26.
The Ordinary Rate for City Centre Business properties has been based on an average land valuation of $994,000 in 26/27 and $917,500 in 25/26.
On 11 February 2021, Council resolved to not recoup the CBD Special Business Rate that was deferred in 2020/21. The approved 10-year CBD Special Business Rate expired on 30 June 2023.
In November 2025 the City Centre Masterplan Committee unanimously endorsed to recommend to Council the option of recouping the shortfall in general income as permitted under Section 511 of the Local Government Act 1993. On 26 February 2026 Council resolved to revoke the previously adopted position to not recoup the deferred 2020/21 CBD Special Business Rate revenue. This will recover approximately $700,000 in general rates income over a three-year period, at $250,000 in the first 2 years then $200,000 in the final year to undertake City Centre activation initiatives.
This levy will be applied exclusively to business properties located within the CBD.
The following tables show the ‘Ordinary and Environmental Rate’ structure (with estimated yields) for 2026/27 with the IPART Rate Peg in place.
The City of Coffs Harbour (City) applies a ‘base amount’ and a rate in the dollar (ad valorem rate) to land valuations when determining ‘Residential’ and ‘Farmland’ ordinary rates. The City applies an ad valorem rate (with minimum) to land valuations when determining ‘Business’ and ‘Business City Centre’ ordinary rates.
Ordinary Rate Structure for 2026/27
City of Coffs LGA “A”
Coffs Harbour City Centre Business “B”
Rate Category Maps
NOTICE UNDER SECTION 405(4) - Local Government Act 1993 for the Rating Period - 12 months: 1 July 2026 to 30 June 2027
Section 405 (4) “During the period of public exhibition, the City must have for inspection at its office (and at such other places as it may determine) a map that shows those parts of its area to which each category and subcategory of the ordinary rate and each special rate included in the operational plan applies.”
ORDINARY RATE - RESIDENTIAL
The Ordinary Rate - Residential will apply to all rateable land within the City’s area (Map “A”) categorised “RESIDENTIAL”.
ORDINARY RATE - BUSINESS
The Ordinary Rate - Business will apply to all rateable land within the City’s area (Map “A”) categorised “BUSINESS”, EXCEPT land sub-categorised City Centre Business.
ORDINARY RATE – CITY CENTRE BUSINESS
The Ordinary Rate – City Centre Business will apply to all rateable land, within the City Centre Business Area (being land within the heavy line shown on Map “B”) and categorised/sub-categorised “CITY CENTRE BUSINESS”.
ORDINARY RATE - FARMLAND
The Ordinary Rate - Farmland will apply to all rateable land within the City’s area (Map “A”) categorised “FARMLAND”.
SPECIAL RATE – ENVIRONMENTAL
LEVY
The Special Rate – Environmental Levy will apply to all rateable land within the City’s area (Map “A”).
Categorisation changes
If an application to change the rateable category or have information on reasonable grounds to believe that the rateable category should be changed, it may do so at any time. When declaring the effective date of a category change and consequentially any adjustments to land rates shall be as at 1 July, 1 October, 1 January or 1 April.
Cancellation of Postponed Rates
As per Section 585 of the Local Government Act 1993 (Act), the City will administer postponed rates for applicable properties upon application from the property owner.
As per Section 596 of the Act, the owner of a property that is subject to postponed rates has one (1) month to notify the City if the single dwelling house on the property ceases to be used or occupied.
Exemption Applications – Sections 555 – 559 LGA
Ratepayers may apply for exemption from Rates and/or Charges in accordance with Sections 554 - 559 of the Act. While Section 574 of the Act states that any appeal against a Rate must be made within 30 days of the service of the notice, the City will allow an application to be considered at any time. All applications must be in writing and state under which Section of the Act the appeal is being made.
Should the City agree with the application, consideration as to the commencement of the exemption will be based on:
1. The quarter in which the request was made, or
2. The City’s knowledge of the commencement of the approved use of the property, or
3. Consideration will be given to back-dating the exemption to the date of commencement of such works if, as a result of a Development Application approval, the use of the property is delayed allowing for works to take place to comply with the Development Application.
No exemption will be granted should the use of the property have no Development Approval.
New Service Charges
The City will levy pro-rata charges on newly acquired services part way through the year. Section 496 of the Act allows for the City to apply an ‘annual’ charge for the provision of domestic waste services where the service is available. The City recognises that it is inequitable to charge a full annual charge when the service is taken up part way through the year. In part year cases, the City will charge additional services on a pro-rata basis from the date that the service became available.
A letter detailing the revised instalment schedule will be issued to the ratepayer following a pro-rata service adjustment.
Annual Charges for 2026/27
A charge structure applies to annual Water, Sewer, Stormwater, Trade Waste, Waste Management and On-Site Sewage Charges. These charges are not subject to rate pegging restrictions.
Water Access Charges
Charges for Water Services are in accordance with the Pricing Policy mandated by the NSW Government and were implemented by the City from 1 July 2006.
Residential Water Access Charges for occupied land are based on the number of occupations at the property. Secondary dwellings, such as Granny Flats, will be charged separate to the main dwelling, irrespective of the number of services on the property.
Non-residential Water Access Charges are based on the number and size of water services at the property.
Sewer Access Charges
Charges for Sewerage Services are also in accordance with the Pricing Policy mandated by the NSW Government. The policy has a user-pays focus. NSW Government guidelines set a Sewer Discharge Factor (SDF) for NonResidential properties; the SDF determines the percentage of water each property is estimated to dispose of into the sewerage system.
Non-residential properties are charged a Sewer Access Charge relative to the number and size of water meters and the SDF determined for the property.
Residential properties are charged a flat sewer access charge per occupation. Secondary dwellings, such as Granny Flats, will be charged separate to the main dwelling, irrespective of the number of services on the property.
Recycled Water Access and Licencing Charges
Charges for Recycled Water were introduced as a user pays model by Council resolution 2021/42 on 11 March 2021 to financially incentivise remedial action against the misuse or neglect of Recycled Water by the paying end user.
Trade Waste Annual Charges
Non-residential properties are charged a trade waste annual charge based on the number of trade waste generators present on the property.
Stormwater Management Service Charge
The NSW Government, recognising the backlog of necessary stormwater management works, made amendments to the Local Government Act 1993 to allow councils to raise a stormwater management service charge on occupied land in urban areas. These funds for 2026/27 will be used towards a program of stormwater works across urban areas.
Waste Management Charges
These charges apply to properties serviced by the kerbside collection service or, in the case of vacant land, if the property is able to be serviced.
Charges are calculated on the number of 3-bin services provided to each property multiplied by the charge per service.
Non-Residential premises are charged a minimum of one garbage charge for each premise.
Residential properties are charged a 3-bin service per occupation. Secondary dwellings, such as Granny Flats, will be charged separate to the main dwelling, irrespective of the number of services on the property.
Onsite Sewage Management Fees
Apply to properties where onsite sewage management systems are installed. The fee is calculated on the number of systems multiplied by the unit price. Unit prices vary depending on whether the system has been deemed high, medium or low risk.
The following table shows the proposed annual charge structure (with approximate yields) for 2026/27.
Annual Charge Structure for 2026/27
Water Access Charges
Sewer Access Charges
Usage Charges for 2026/27
A charge structure applies to water, sewer and trade waste usage charges. These charges are not subject to rate pegging restrictions.
Water Usage Charges
Residential Customers
The water usage charge for residential customers is based on a two-step tariff, using the consumption recorded on the water meter(s).
Tariff Step 1: For water usage less than 1 Kilolitre (KL) per day
Tariff Step 2: For water usage greater than 1 KL per day
Non-Residential Customers
The water usage charge for non-residential customers is based on a single tariff, using the consumption recorded on the water meter(s).
Sewer Usage Charges
Sewer Usage Charges are levied in accordance with the mandated NSW Government Pricing Policy. The policy has a user pays focus. Non-Residential properties have been inspected and, using NSW Government guidelines, the percentage of water each is estimated to dispose of into the sewerage system has been determined. This is known as the sewerage discharge factor (SDF). Using this SDF, a sewerage usage charge will be included with the ‘Water Account’ issued each quarter for all non-residential properties.
Recycle Water Usage Charges
The recycled water usage charge for eligible customers is based on a two-step tariff, using the consumption recorded on the water meter(s).
Tariff Step 1: For recycled water usage up to their allocated supply volume
Tariff Step 2: For recycled water usage in excess of the allocated supply volume
Trade Waste Usage Charges
Non-residential properties that discharge trade waste into the City’s sewer incur usage charges based on the category and volume of waste discharged into the sewerage system.
Non-Residential properties have been inspected and, using NSW Government guidelines, each trade waste generator has been categorised into a charging category.
The estimated volume of trade waste disposed into the sewerage system has been determined and a Trade Waste Discharge Factor (TWDF) applied to relevant water services. The TWDF, in simple terms, is a percentage of the water usage (measured by the water meter) deemed to be discharged into the sewerage system as trade waste.
Using this TWDF, a trade waste usage charge will be included with the ‘Water Account’ issued each quarter for applicable non-residential properties.
It is important to note that different businesses and commercial activities attract different trade waste charges. These differences are based on the determination of the ‘Classification’ and ‘Charge Category’ of the trade waste generator and the level of compliance with Trade Waste regulations.
The following table shows the proposed usage charge structure (with approximate yields) for 2026/27:
Usage Charges
purposes
Sewer Usage Charges
Recycled Water Usage Charges
- For non-rateable, non-commercial and sporting bodies who can demonstrate a not-for-profit operating model
- For all users, including nonrateable, noncommercial and sporting bodies
Pensioner Rebates for 2026/27
Rebates are available to eligible pensioners who are solely or jointly liable for the payment of rates and charges.
These rebates are as follows:
50% of Ordinary Rate up to a $250.00 maximum rebate
50% of Water Charges up to a maximum $87.50 rebate
50% of Sewer Access Charge up to a maximum $87.50 rebate
50% of Domestic Waste Charges up to a maximum $87.50 rebate
50% of the Environmental Levy
The City will write off approximately $3.076m in pensioner rates and charges in 2026/27. Of this, the City voluntarily forgoes approximately $670,509. The City is required to forgo the remaining $2.405m under NSW Government legislation.
The amount the City is reimbursed by the NSW Government is approximately $1.323m, leaving an overall cost to the City of approximately $1.082m.
The rebates stated above are a combination of mandatory and voluntary rebates available.
The voluntary granted to eligible pensioners are 50% of the Domestic Waste Charges (up to a maximum of $87.50 rebate) and 50% of the Environmental Levy rate.
Pensioners with outstanding rates and charges that are in excess of 5 years will be exempt from receiving the voluntary rebates.
Sewerage Access Charging – Granny Flat Exemption
The City has been providing an exemption to water and sewer access charges for a number of properties that have a secondary dwelling. These properties have not benefited from changes to contribution of works for developers enabled by the State Environment Planning Policy (Affordable Rental Housing) 2009. For the exemption to apply, the owner is required to live at the property, the ‘Granny Flat’ is to be occupied by an elderly or disabled relative or infrequently by a family member and pays minimal or no rent.
The City will continue to provide the exemption to the current ratepayers only until such time as the property is either sold or the “Granny Flat” is rented.
Appendix F – Environmental Levy Major Strategic Programs/Projects
The Environmental Levy Major Strategic stream allocates 80% of the funding collected through the Environmental Levy to environmental programs and projects that are long-term and strategically important in nature.
These programs and projects are identified through the City’s planning processes and are included in the Delivery Program adopted by Council.
Program and project areas for consideration include:
a) Environmental Levy and EL Grants Program Coordination
b) Bush Regeneration
c) Environmental Weed Management
d) Biodiversity Strategies
e) Waterway Health Initiatives
f) Coastal Initiatives
g) Environmental Education
h) Environmental Health and Water Quality Research Initiatives, and
i) Street Tree Planting
The City invited internal proposals for programs and projects that aligned with key areas and supported relevant environmental strategies.
A total of 15 proposals were received and assessed by City officers with environmental expertise, with conflicts of interest declarations made where necessary.
Proposals were assessed on;
Alignment with C2.1 and C2.2 of the MyCoffs Community Strategic Plan
Alignment with adopted Council positions and strategies
Protection or rehabilitation of the local environment
Improvement of the aesthetic quality of the environment / Raise community awareness
Community benefit
Effort
Risk
The Executive Leadership team reviewed the evaluated proposals and endorsed funding recommendations. The Executive Leadership team also endorsed the allocation of available funding to Regional Landcare for the provision of essential land care services, including dune care activities.
Appendix G – Capital Projects Amendments List 2026/27
The Capital Projects schedule for 2026/27 has been amended to include the below listed projects:
Appendix H – Financial Amendments Register 2026/27
The below listed financial amendments have been made”
OPERATING INCOME AND EXPENDITURE
User Charges & Fees increase – additional casual and class revenue forecast as a result of additional opening hours for Woolgoolga and Sawtell Pools
Other Revenues increase - additional retail / kiosk revenue
as a result of additional opening hours for Woolgoolga and Sawtell Pools
Operating Grants & Contributions decrease – funding from Transport NSW under the MOU relating Coffs post Bypass design works all received in 2025/26. Had forecast it to be split over 2 financial years
Internal Income increase – additional income from the Water Fund towards the Orara River Rehabilitation Project within the EL program
Employee Costs increase – additional salaries as a result of additional opening hours for Woolgoolga and Sawtell Pools
