CCH_DPOP202529_FINAL

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.

Garlambirla-gundi-yu City Junyirrigam-bu junga-ngarraynggi yaanga gungangulam wajaarrgundi yilangandi ngiyaa gawbarri: yaam Gumbaynggirr girrwaa yaamanga-ndi yaam wajaarr jalumbawnyarr ngarraynggang.

Ngiyalagay garla-ngarraynggi yanggidamgundi Guuyunga, Jurruya jalumbawnyarr, giili, waybunyjigam. Baya ngiyalagay yilaana minggiiya gunganbuwa ngayinggirra Girrwaanbiya; garrabuugili.

Translation provided by Muurrbay Aboriginal Language and Culture

Artwork: Reece Flanders, ‘Beach Camps’

01 Mayor Foreword

The Coffs Harbour LGA is on a dynamic journey toward a connected, sustainable, and thriving future. The Delivery Program and Operational Plan lay the groundwork to make it happen.

I’m proud to present a program that transforms community priorities from the MyCoffs Plan into the City of Coffs Harbour’s strategic investments, delivering a broad range of services and real action – shaping our community’s well-being and prosperity.

This financial year, we’re investing $67.2 million in capital works, ensuring our assets, facilities and programs are aligned with the evolving needs and expectations of the Coffs Harbour community. This ongoing commitment ensures we are building sustainable and adaptive infrastructure that can meet the demands of today and the challenges of tomorrow.

A highlight of this financial year’s budget is our investment of $1.1 million into community safety. Recent community feedback identified public safety as a key priority. This funding will further enhance our public spaces through CCTV, lighting and other safety initiatives – making them more vibrant, safe and well-connected.

We remain steadfast in our commitment to fostering economic development by working with local, interstate and international industry stakeholders. We are proud to attract and host major cultural, business and sporting events that solidify Coffs Harbour as a premier destination for both regional tourism and sporting events. Additionally, we continue to fund key community events, including Australia Day and NAIDOC week, fostering connection and celebrating the diversity of our region.

We are also making substantial investments into key sectors like waste, water, sewer, parks, transport, and community facilities. These investments will directly support the growth and liveability of our region.

A particularly exciting development is our allocation of $2.3 million for new playgrounds and sports facilities. These projects will directly benefit the health and wellbeing of our residents, both young and old, by providing high-quality spaces for recreation and leisure.

I hope you agree that with these thoughtful investments, we’re not only strengthening our infrastructure but also fostering a community where everyone feels connected and can thrive. By focusing on key priorities like roads, the natural environment and safety, we are laying solid foundations for a bright future for our city. A place where our collective vision for a connected, sustainable, and thriving community is becoming a reality.

Cr Nikki Williams Mayor, City of Coffs Harbour

02 General Manager Foreword

With the unveiling of the latest Delivery Program and Operational Plan, it is evident that City of Coffs Harbour (City) remains focused on shaping the continued growth and vibrancy of our community.

Investment in public infrastructure is essential to building a thriving city – and recent community feedback has reaffirmed this as a top priority. This financial year, we are pleased to allocate $21.3 million to transport, including the upkeep of roads, bridges, footpaths, and cycleways – enhancing active transport and commutes for all residents.

Waste management is a key priority for our community, as highlighted in our recent community satisfaction survey. Our updated Waste Strategy, supported by $2.1 million in funding to implement waste initiatives this financial year, demonstrates our commitment to improving waste services while prioritising sustainability and recycling – as we work towards a cleaner and more sustainable future for the Coffs Harbour LGA.

Supporting local businesses and advancing economic opportunities is also central to our vision, though destination development, promotion of economic development and the responsible management of the City’s commercial business operations.

Beyond infrastructure and economic development, we are also committed to enhancing the community’s quality of life through the ongoing review and improvement of all service areas –including the efficient and effective use of the City’s assets, such as sports facilities, pools, libraries, community halls and other public and cultural infrastructure like the Jetty Memorial Theatre and Yarrila Arts and Museum.

Our approach to delivering services is anchored in a deep dedication to excellence in governance, financial management, ICT, communications and customer service – including the continuous improvement of key assisting service areas like asset management, land-use planning and development approvals.

The road ahead is filled with opportunity, and we remain dedicated to delivering positive change, creating lasting impacts, and advancing the Coffs Harbour LGA toward a future that is connected, sustainable and thriving.

Andrew Beswick

Acting 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 Community Strategic Plan (covering at least 10 years)

 Delivery Program (4-year)

 Operational Plan (Annually)

• Resourcing Strategies

- Long Term Financial Plan,

- Asset Management Plan, and

- Workforce Management Strategy.

 Quarterly Progress Report

 Annual Reports

 State of our City Report (End of Term)

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 four-year 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 Thriving

The diversity of our natural environment will be sustained for the future and our resources will be used.

05 IP&R Framework

We will create an economically prosperous place for all and attract people to live, work and visit by championing business, events, innovation and technology.

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.

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 2025/26.

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 and the Operational Plan 2025/26.

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

Preference Share (out of 100%)

Community safety measures (lighting, CCTV), 22%

Bulky goods waste collection, 20%

Footpaths and cycleways, 8%

7. Public amenities and BBQs

8. Street tree planting and maintenance

9. Cleaning in local town centres

10. Community events

11. Pool opening hours

12. Library opening hours

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 2025-2029 is based on an asset service level to allow the City to operate within its 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).

Our major areas of focus arising are:

 Realigning the current service levels and asset delivery to achieve the City’s ongoing financial sustainability.

 Working with the NSW Government in developing its Jetty Foreshore Precinct masterplan, and projects that emerge from it, to create vibrant and inclusive places.

 Helping drive new housing opportunities by facilitating residential release areas and urban renewal.

 Deliver active transport options to help foster and active, safe and healthy community.

 Working with Transport for NSW on enhancements to the current Pacific Highway corridor and working with business to prepare for the Coffs Harbour Bypass.

 Investigating innovative and effective waste landfill options for the community.

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, 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.

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 - 2029.

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 next 4 years.

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.

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.

Design 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

Measures of success

Statistics

Total attendance for all activities across all City managed pools

Significant projects for Delivery Program Projects

Develop an Aquatic Strategy

Income Statement

How is the service 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.

Service Information

Responsible

Workforce

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 Who is the responsible officer

How many full-time equivalent staff are required to deliver this service

The Key Performance Indicators for this service area

The statistics that are measured for this service area

Operational projects to be delivered and the financial year they will be actioned

The total forecast Operational Income & Expenditure

Total forecast Capital Expenditure

10 Community Wellbeing

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

Core Strategies

 Creative Coffs - Cultural Strategic Plan

 Library, Museum and Gallery Strategy (LMG)

 Lifeguard Service Strategic Plan

 Public Realm Strategy

 Disability Inclusion Action Plan

 Sawtell and Woolgoolga Swimming Pool Strategy

 Sports Facility Plan

 Community and Cultural Facilities Plan

 Local Strategic Planning Statement

 Movement and Place Strategy

 Local Growth Management Strategy

 Affordable Housing Strategy

Objective:

An active, safe and healthy community

A1.1 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

Service areas

 Deliver library services

 Deliver lifeguard services

 Deliver museum and art gallery services

 Deliver theatre services

 Maintain and operate cemeteries

 Deliver and maintain recreational assets

 Deliver and maintain walking and cycling assets

 Deliver and maintain maritime assets

 Maintain and operate public swimming pools

 Manage sports facilities and development

 Operate community facilities

 Protect public health, environment and animal management

Deliver library services

Deliver library services

Quadruple Bottom Line

Addressing the Social issues of:

 Access and equity

 Cultural activities

 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 the 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

Measures of success

Total library loans (circulation)

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 Number Quarterly Quarter

Significant projects for Delivery Program

Update the Creative Coffs Cultural Strategic Plan (including the Library, Museum and Galleries Strategy, and the Public Art Strategic Plan)

Income Statement

Deliver library services - Income Statement 2025-2029

Deliver lifeguard services

Deliver lifeguard services

Quadruple Bottom Line

Addressing the Social and Civic Leadership issues of:

 Access and equity

 Recreation and active living

 Public health and safety

 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 the service delivered?

Beach safety and patrol services (flagged beaches) are provided in partnership between the City and surf life saving 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 extensive 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

Measures of success

Beach safety education programs attendance total 3,200 / year Six monthly Cumulative

Preventable drownings at patrolled beaches in the LGA 0 Quarterly Quarter

Number of beach safety education programs delivered Number Quarterly Quarter

Number of beach wheelchair hires Number 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

Income Statement

Deliver lifeguard services - Income Statement 2025-2029

Deliver museum and art gallery services

Deliver museum and art gallery services

Quadruple Bottom Line

Addressing the Social issues of:

 Access and equity

 Cultural activities

 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

A2.4 We cultivate a safe community

 Our key places and spaces are activated to be vibrant and always welcoming

How is the service delivered?

Yarrila Arts and Museum (YAM) is an art gallery and museum space that presents a program of permanent and temporary exhibitions with a focus on contemporary art, social history, science and technology.

Exhibitions can be produced in-house or touring, and are often developed, installed and delivered by the YAM team and supported by contractors as required. 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. Public programs are centred on permanent and temporary exhibitions and include educational programs for schools in the LGA.

The programs aim to foster a rich engagement with the exhibitions and collection for visitors of all ages and abilities. 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 digital collection can be accessed through an online database.

We create strategies that support the cultural and creative industries. We enhance new public spaces with cultural activities and commissioned public art. We fund local arts and community groups wanting to create new projects via the Arts and Cultural Grants Programs.

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 Number Quarterly Quarter

% of visitors from the LGA % Quarterly Quarter

Number of programs and activations Number Quarterly Quarter

Number of exhibitions presented Number Quarterly Quarter

Number of school visits Number Quarterly Quarter

Significant projects for Delivery Program

Update the Creative Coffs Cultural Strategic Plan (including the Library, Museum and Galleries Strategy, and the Public Art Strategic Plan)

Income Statement

Deliver museum and art gallery services - Income Statement 2025-2029

Deliver theatre services

Deliver theatre services

Quadruple Bottom Line

Addressing the Social and Economic issues of:

 Access and equity

 Cultural activities

 Providing and maintaining community facilities

 Tourism

 Regional economic profiles and opportunities

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 the 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:

 3 full-time equivalent staff, supported by casual staff and volunteers

Measures of success

Jetty Memorial Theatre annual attendance (ticket sales) 26,000 / year Quarterly Quarter

Number of screenings and performances

Income Statement

Deliver theatre services - Income Statement 2025-2029

Maintain and operate cemeteries

Maintain and operate cemeteries

Quadruple Bottom Line

Addressing the Social and Civic Leadership issues of:

 Access and equity issues

 Cultural activities

 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 the 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

Measures of success

Interment records management compliance

Customer requests investigated within 7 days of receipt 90% Quarterly Quarter

Maintenance of cemetery grounds is undertaken in accordance with schedule

of burials and interments

Significant projects for Delivery Program

Digitise hardcopy cemetery records

Quarterly Quarter

Income Statement

Maintain and operate cemeteries - Income Statement 2025-2029

Deliver and maintain recreational assets

Deliver and maintain recreational assets

Quadruple Bottom Line

Addressing the Social issues of:

 Access and equity

 Recreation and active living

 Public health and safety

 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 the 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)

 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

% of playground equipment maintained in a safe working order

Maintenance is undertaken in accordance with schedule

Customer requests investigated within 7 days of receipt

Compliance with compulsory notification of pesticides use (EP&A Act)

Significant projects for Delivery Program

Implementation of short-term recommendations from 2024/25 Transport and Open Spaces service review, including improved supervision and reporting of field activities

Implementation of medium term recommendations from 2024/25 Transport and Open Spaces service review, including optimising workflows to increase efficiency

Development of exploration document - Maintenance Efficiency Program

Income Statement

Deliver and maintain recreational assets - Income Statement 2025-2029

Deliver and maintain walking and cycling assets

Deliver and maintain walking and cycling assets

Quadruple Bottom Line

Addressing the Social issues of:

 Access and equity

 Recreation and active living

 Built environment - urban design and planning growth

 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

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

Measures of success

Customer requests investigated within 7 days of receipt 90% Quarterly Quarter

Overall condition of active transport links (bike paths and footpaths) is considered ‘fair’ or better 90% Quarterly Quarter

Lineal meters of footpath replaced

Significant projects for Delivery Program

Develop an Active Transport Plan

Update Maintenance and Operations Plan, including response times for low, medium and high-risk trip hazards. Review intervention thresholds

Income Statement

Deliver and maintain walking and cycling assets - Income Statement 2025-2029

Deliver and maintain maritime assets

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 the 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

Measures of success

Customer requests investigated within 7 days of receipt 90% Quarterly Quarter

Safety defect inspections undertaken in accordance with schedule 90% Quarterly Quarter

Income Statement

The Income Statement for this service area is included in the “Deliver and Maintain Roads, Bridges and Drainage Assets” service area income statement.

Develop and operate public swimming pools

Develop 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 the service 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.

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

Measures of success

Total attendance for all activities across all City managed pools

Significant projects for Delivery Program

Income Statement

Maintain and operate public swimming pools - Income Statement 2025-2029

Manage sports facilities and sport development

Manage sports facilities and sport development

Quadruple Bottom Line

Addressing the Social and Economic 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 yearround visitation and economic benefit to the region

How is the service 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

Measures of success

Deliver 2 sport development community engagement opportunities 2 /

Fields occupied by seasonal hirer on Coffs Coast Sport & Leisure Park

Fields occupied by seasonal hirer on local and district sport facilities Number Quarterly Quarter

Casual bookings on local and district sport facilities Number Quarterly Quarter Casual bookings at Coffs Coast Sport & Leisure Park Number Quarterly Quarter

Significant projects for Delivery Program

Develop a Sports and Active Recreation Strategy

Income Statement

Manage sports facilities and sports development - Income Statement 2025-2029

Operate community facilities

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 committeemanaged 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:

 5 full-time equivalent staff

Measures of success

Planned facility management committee meeting held (completed as scheduled)

Quarterly Quarter

Number of bookings of City-managed facilities Number Quarterly Quarter

Significant projects for Delivery Program

Projects 2025/26 2026/27 2027/28 2028/29

Undertake Toormina Precinct Review and Masterplan

Plan and design Moonee Community Hub

Income Statement

Manage community facilities - Income Statement 2025-2029

Protect public health, environment and animal management

Protect public health, environment and animal management

Quadruple Bottom Line

Addressing the Social and Environmental issues of:

 Providing and maintaining community facilities

 Public health and safety

 Preserving biodiversity

 Protecting specific environmental features

 Environmental impact of 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 the 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

Measures of success

Meet compliance response timeframes

health inspections

food inspections

Building information certificates received

Cats impounded at Animal Management Centre

Dogs impounded at Animal Management Centre

Quarterly Quarter

Food premises subject to inspection under the Food Act Number Quarterly Quarter

Onsite Sewage Management (OSSM) inspections completed Number Quarterly Quarter

Other commercial premises subject to Health Inspections (skin, public pools, Warn Water Systems

Swimming pool compliance certificates received

Income Statement

Protect public health and safety incl. emergency servicesIncome Statement 2025-2029

11 Community Prosperity

Objective: A thriving & 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 in the Coffs Harbour local government area

Objective: Community achieving its potential

B2.1 We are best prepared to take advantage of opportunities now and in the future

Core Strategies

 Coffs Harbour Event Strategy

 Creative Coffs - Cultural Strategic Plan

 Library, Museum and Gallery Strategy

 Plans of Management

 Economic Development Strategy

 Coffs Coast Tourism Strategy

Service areas

 Attract and deliver events

 Deliver construction services

 Operate Coffs Harbour Laboratory

 Operate Coffs Harbour Holiday Parks

 Support economic development

 Support tourism and destination management

Attract and deliver events

Attract and deliver events

Quadruple Bottom Line

Addressing the Economic issues of:

 Regional economic profiles and opportunities

 Economic sustainability strategies

 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 yearround 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

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)

Economic impact of events held at C.ex Coffs International Stadium and Coffs Coast Sports and Leisure Park

Significant projects for Delivery Program

Actively seek events to further maximise use of stadium outside of current use

Income Statement

Attract and deliver events - Income Statement 2025-2029

Deliver construction services

Deliver construction services

Quadruple Bottom Line

Addressing the Economic issues of:

 Economic sustainability strategies

 Commercial and industrial opportunities

 Providing vocational pathways

 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 subcontractors 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 Coastal Works

Workforce resourcing:

 39 full-time equivalent staff

Measures of success

Net operating profit after tax (NOPAT)

Average gross margin

Confidential Quarterly Quarter

Confidential Quarterly Quarter

Percentage of capital works program delivered 100% Quarterly Quarter

Procurement performance 100% Quarterly Quarter

Open tender success rate 50% Quarterly Quarter

Invited tender success rate 70% Quarterly Quarter Statistics

submissions made

Income Statement

Deliver construction services - Income Statement 2025-2029

Operate Coffs Harbour Laboratory

Operate Coffs Harbour Laboratory

Quadruple Bottom Line

Addressing the Economic issues of:

 Economic sustainability strategies

 Commercial and industrial opportunities

 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

Significant projects for Delivery Program

Income Statement

Operate Coffs Harbour Laboratory - Income Statement 2025-2029

Operate Coffs Harbour Holiday Parks

Operate Coffs Harbour Holiday Parks

Quadruple Bottom Line

Addressing the Economic issues of:

 Commercial and industrial opportunities

 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 this service required by legislation? No

Responsible Officer:

 Manager Holiday Parks

Workforce resourcing:

 27 full-time equivalent staff, supported by casual staff

Measures of success

Satisfaction - Net Promoter Score

Significant projects for Delivery Program

Develop a Sustainable Improvement Strategy for all parks

Income Statement

Operate Coffs Coast Holiday Parks - Income Statement 2025-2029

Support economic development

Support economic development

Quadruple Bottom Line

Addressing the Economic issues of:

 Regional economic profiles and opportunities

 Commercial and industrial opportunities

 Small business strategies

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

 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

Enquiries to the economic development team

City Centre marketing activities Number Quarterly Quarter

Programs/events/initiatives provided for business Number Quarterly Quarter Communication/information provided for industry Number Quarterly Quarter

Significant projects for Delivery Program

Inform and collaborate with businesses in preparation for Bypass

Collaborate with Future Food Systems Cooperative Research Centre partners

Partner with local businesses to deliver the annual Australian Event Awards & Symposium

Complete the launch of the Investment Prospectus

Renew Economic Development Strategy

Investigate screen attraction program

Develop a new plan for City Centre activation

Income Statement

Support economic development - Income Statement 2025-2029

Support

tourism and destination management

Support tourism and destination management

Quadruple Bottom Line

Addressing the Economic issues of:

 Regional economic profiles and opportunities

 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 yearround 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

Activities/events provided for visitor economy businesses

Communication/information provided for industry

Marketing activities for visitor attraction

Significant projects for Delivery Program

Renew ECO Destination Certification with a focus on continued improvement

Develop a Business Events Attraction Plan

Develop a local knowledge and customer service program in partnership with local businesses (subject to funding)

Renew Tourism Strategy

Income Statement

The income statement for this service area is included in the “Support economic development” service area income statement.

12 A Place for Community

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

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

Objective: A natural environment sustained for the future

C1.2 We protect the diversity of our natural environment

C2.2 We use resources responsibly to support a safe and stable climate

Service areas

 Assess development

 Certify buildings

 Plan and manage waste services

 Deliver, maintain and operate wastewater assets

 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

Assess development

Quadruple Bottom Line

Addressing the Environmental, Social and Economic issues of:

 Preserving biodiversity

 Protecting specific environmental features

 Environmental impact of development

 Environmentally sound operation of assets

 Access and equity

 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

Measures of success

Development application assessment timeframes in line with the Minister’s Statement of Expectations Order

Income Statement

The Income Statement for this service area is included in the “Certify buildings” service area income statement.

Certify buildings

Certify buildings

Quadruple Bottom Line

Addressing the Environmental and Social issues of:

 Protecting specific environmental features

 Environmental impact of development

 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 marketcompetitive building certification services to the public.

Service Information

Legislation

Is this service required by legislation? Yes

Responsible Officer:

 Section Leader Development Assessment

Workforce resourcing:

 4 full-time equivalent staff

Measures of success

Construction certificates issued by City (as total for the LGA)

Occupation certificates (residential) issued

Income Statement

Assess development and certify buildings - Income Statement 2025-2029

Plan and manage waste services

Plan and manage waste services

Quadruple Bottom Line

Addressing the Environmental issues of:

 Waste management

 Climate change impacts and initiatives

 Alternative energy sources

 Air quality

 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:

 Section Leader Waste Services

Workforce resourcing:

 17 full-time equivalent staff

Measures of success

Breaches of Environmental Protection Licences

Unresolved odour complaints

Significant projects for Delivery Program

Projects

Develop options to better promote and improve accessibility and effectiveness of the bulky goods collection service

Procure new/renewed waste collection and processing contracts

Develop a central waste transfer station

Investigate collaborative alternate waste disposal solutions within the Local Government Area and/or Region

Income Statement

Plan and manage waste services - Income Statement 2025-2029

Deliver, maintain and operate wastewater assets

Deliver, maintain and operate wastewater assets

Quadruple Bottom Line

Addressing the Environmental issues of:

 Total water cycle management

 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:

 Section Leader Water and Wastewater Services

Workforce resourcing:

 48 full-time equivalent staff

Measures of success

Significant projects for Delivery Program

Income

Statement Deliver, maintain and operate wastewater assets - Income Statement 2025-2029

Deliver, maintain and operate water assets

Deliver, maintain and operate water assets

Quadruple Bottom Line

Addressing the Environmental issues of:

 Total water cycle management

 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 increases

 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:

 Section Leader Water and Wastewater Services

Workforce resourcing:

 68 full-time equivalent staff

Measures of success

Compliance with the City’s Drinking Water Quality Assurance Program

Microbiological compliance in drinking water quality 100% Quarterly All Main breaks per 100km < 20 / quarter Quarterly All

Verified water quality complaints (odour, colour, taste) < 5 / quarter Quarterly All

Volume of drinking water produced ML / day Quarterly Quarter

Income Statement

Deliver, maintain and operate water assets - Income Statement 2025-2029

Deliver and maintain natural area assets

Deliver and maintain natural area assets

Quadruple Bottom Line

Addressing the Environmental issues of:

 Preserving biodiversity

 Protecting specific environmental features

 Climate change impacts and initiatives

 Environmental impact 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.

Service Information

Legislation

Is this service required by legislation? Yes

Responsible Officer:

 Section Leader Open Space Services

Workforce resourcing:

 12 full-time equivalent staff

Measures of success

Customer requests investigated within 7 days of receipt

Mowing is undertaken in accordance with schedule

Overall condition of open space assets considered ‘fair’ or better

Significant projects for Delivery Program

Projects

Korora Lagoons remediation project

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

Income Statement

Deliver and maintain natural area assets - Income Statement 2025-2029

Deliver and maintain stormwater and flood mitigation assets

Deliver and maintain stormwater and flood mitigation assets

Quadruple Bottom Line

Addressing the Environmental issues of:

 Total water cycle management

 Environmental impact of development

 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

Measures of success

Detention Basins inspected in accordance with schedule

Customer requests investigated within 7 days of receipt

Quarterly Quarter

Quarterly Quarter Compliance with Dam Safety Act and Regulations

Total Gross Pollutant Traps serviced in accordance with schedule

Quarterly Quarter

Significant projects for Delivery Program

Projects

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

Income Statement

Deliver and maintain stormwater and flood mitigation assetsIncome Statement 2025-2029

Plan and maintain botanic garden

Plan and maintain botanic garden

Quadruple Bottom Line

Addressing the Environmental issues of:

 Preserving biodiversity

 Protecting specific environmental features

 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

Measures of success

satisfaction (Google rating)

of events held

Significant projects for Delivery Program

Projects

Implementation of short-term recommendations from 2024/25 Transport and Open Spaces service review, including increasing revenue by improving services, focusing on cost-effective operations and growth

Implementation of medium term recommendations from 2024/25 Transport and Open Spaces service review, including optimising workflows to increase efficiency

Income Statement

Plan and maintain botanic garden - Income Statement 2025-2029

Place and natural resource planning

Place and natural resource planning

Quadruple Bottom Line

Addressing the Social, Environmental and Economic issues of:

 Total water cycle management

 Preserving biodiversity

 Protecting specific environmental features

 Climate change impacts and initiatives

 Environmental impact of development

 Access and equity issues

 Transport links between communities in our LGA

 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

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.

Service Information

Legislation

Is this service required by legislation? Yes

Responsible Officer:

 Section Leader Local Planning

Workforce resourcing:

 12 full-time equivalent staff

Measures of success

Local Strategic Planning Statement actions delivered

Benchmark timeframes set out in the NSW Government LEP Making Guidelines

Coastal Management Program implementation actions underway or completed

Significant projects for Delivery Program

Projects

Flood Risk Management Planning Program, specifically undertake:

Moonee Creek Flood Study

Bonville Creek Flood Study

Northern LGA Floodplain Risk Management Study & Plan (subject to grant funding)

Upper Orara Flood Study & Floodplain Risk Management Study and Plan (subject to grant funding)

Boambee Newports Creek Study Review (subject to grant funding)

Jordan and Pine Brush Creek Flood Study (subject to grant funding)

Woolgoolga Flood Study Review (subject to grant funding)

Biodiversity Planning Program

Develop Orara River Rehabilitation Strategy

Coastal Planning Program

Develop Central Coffs Coastal Management Program

Develop Open Coast Coastal Management Program

Implement Hearnes Lake Water Quality Project

Growth Planning Program, specifically undertake:

Coffs Harbour Development Control Plan 2015 Amendment No. 25 (Flood Planning)

Coffs Harbour Local Environmental Plan 2013 Amendment (Local Growth Management Strategy Part 2) / Coffs Harbour Development Control Plan 2015 Amendment (Local Growth Management Strategy Part 2)

Coffs Harbour Local Environmental Plan 2013 Amendment (R1 General Residential)

Comprehensive Review of Coffs Harbour Development Control Plan 2015

Coffs Harbour SEPP (Resilience and Hazards) Amendment (Coastal Vulnerability Area) and Coffs Harbour DCP 2015 Amendment (Coastal Vulnerability Area)

Coffs Harbour Local Strategic Planning Statement Review

Movement and Place Planning Program, develop:

Park Beach Movement and Place Plan

City Centre Movement and Place Plan

City Centre Parking Plan

Active Transport Plan

Community Planning Program

Develop Homelessness Strategy

Develop Youth Strategy

Review the Disability Inclusion Action Plan

Develop Aboriginal & Torres Strait Islander Strategy

Adaptation Planning

Support the development of an Adaptation Strategy through NSW Reconstruction Authority

Income Statement

Place and natural resource planning - Income Statement 2025-2029

13 Community Leadership

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

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

Core Strategies

 Resourcing Strategy – Long Term Financial Plan

 Resourcing Strategy –Workforce Management Strategy

 Resourcing Strategy –Asset Management Strategy

 Disability Inclusion Action Plan

 External Communications Strategy

 Customer Service Strategy

 Property Strategy

 Community Engagement Strategy

Service areas

 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 building 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 data services

Promote and engage on the City’s activities

and services

Promote and engage on the City’s activities and services

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Decision-making principles and allocation of priorities

 Levels of service

 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

Measures of success

Growth in online corporate newsletter engagement (%) Increase Quarterly Quarter

Growth in audiences on key social media channels (%) Increase Quarterly Quarter

Number of engagements via Have Your Say Number Quarterly Quarter

Number of media releases distributed Number Quarterly Quarter

Significant projects for Delivery Program

Projects 2025/26 2026/27 2027/28 2028/29

Implement Brand Guidelines

Implement Digital Asset Management System

Income Statement

The Income Statement for this service area is included in the “Coordinate customer service requests” service area income statement.

Coordinate customer service requests

Coordinate customer service requests

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Levels of service

 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? Yes

Responsible Officer:

 Group Leader Engagement

Workforce resourcing:

 25 full-time equivalent staff

Measures of success

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 80% Quarterly Quarter

The average call handle time for call made to the contact centre is less than 5 minutes 5 minutes Quarterly Quarter

Urgent 10.7 Planning Certificates are issued within 2 business days 95% Quarterly Quarter

Non-urgent 10.7 Planning Certificates are issued within 7 business days 95% Quarterly Quarter

Results from mystery shopper surveys have a rating greater than 80 %

Quarterly Quarter

Customer requests are actioned within 7 business days 90% Quarterly Quarter Average Development Application lodgement timeframes in line with the Minister’s Statement of Expectations Order <14 days Quarterly Quarter

Significant projects for Delivery Program

Income Statement

Coordinate customer service requests - Income Statement 2025-2029

Deliver and maintain roads, bridges and drains

Deliver and maintain roads, bridges and drains

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Decision-making principles and allocation of priorities

 Levels of service

 Business efficiency and probity expectations of the Council

 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

Measures of success

Customer requests investigated within 7 days of receipt 90% Quarterly Quarter

Maintenance is undertaken in accordance with schedule 90% Quarterly Quarter

Overall condition of the road network considered 'fair' or ‘better’ 90% Quarterly Quarter

m2 pavement renewed

Cumulative m2 surfacing renewed

Cumulative Lm kerb and gutter replaced

Cumulative Lm kerb and gutter constructed

Community and road safety program attendance

Number of community and road safety events

Significant projects for Delivery Program

Projects

Implementation of short-term recommendations from 2024/25 Transport and Open Spaces service review, including improved supervision and reporting of field activities

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

Pilot a “Friends of the CBD” program in the Coffs City Centre

Cumulative

Income Statement

Deliver and maintain roads, bridges and drainage assets - Income Statement 2025-2029

Deliver

Deliver a positive employee experience

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Levels of service

 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 Organisational Development

Workforce resourcing:

 14 full-time equivalent staff

Measures of success

Significant projects for Delivery Program

Projects 2025/26 2026/27 2027/28 2028/29

Deliver Leadership Development training in line with the Leadership Development Framework 

Undertake regular employee surveys

Income Statement

Deliver a positive employee experience - Income Statement 2025-2029

Maintain car parks

Maintain car parks

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Levels of service

 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

Customer requests investigated within 7 days of receipt 90% Quarterly Quarter

Maintenance is undertaken in accordance with schedule 90% Quarterly Quarter

Significant projects for Delivery Program

Projects

Develop a City Centre Parking Plan

2025/26 2026/27 2027/28 2028/29

Income Statement

Maintain car parks - Income Statement 2025-2029

Manage building and property

Manage building and property

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Business efficiency and probity expectations of the Council

 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

 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.

Service Information

Legislation

Is this service required by legislation? Yes

Responsible Officer:

 Group Leader Commercial Business

Workforce resourcing:

 4 full-time equivalent staff

Measures of success

Occupancy/rental rate across all City owned/managed properties

in number of Tenancies Holding Over > 5 years

Land Register legislative compliance

Lease Contracts Register compliance against Government Information (Public Access) Act

Significant projects for Delivery Program

Projects

Develop a Property Strategy that includes an investigation of surplus property and determines a strategic approach for future use

Asset Summary Document - Update the lease register to include assets and identify internal ownership and control

Complete 3 Plans of Management

Determine a suitable key management system for the City in conjunction with Building Services and other asset owners

Develop a plan and confirm the future of the old Administration Building

Develop a Masterplan for City Hill

Income Statement

Manage buildings and property - Income Statement 2025-2029

Manage City and provide leadership

Manage City and provide leadership

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Policy frameworks

 Decision-making principles and allocation of priorities

 Leadership and representation

 Business efficiency and probity expectations of the Council

 Ethical practices

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

Measures of success

Number of citizenship ceremonies held 3 per year Annual Total Mayor and Councillors attendance at Council meetings 75% Quarterly Cumulative

Mayor and Councillors attendance at committee meetings

Mayor and Councillors attendance at briefings/workshops

Significant projects for Delivery Program

Projects

Undertake a comprehensive review of Community Strategic Plan

Coordinate Local Government Elections

Facilitate Councillor inductions (post-election)

Investigate a Community Safety Strategy

Income Statement

Manage City and provide leadership - Income Statement 2025-2029

Manage City governance

Manage City governance

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Policy frameworks

 Leadership and representation

 Business efficiency and probity expectations of the Council

 Ethical practices

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

% of Formal GIPA applications completed within the legislative timeframe

Audit Risk and Improvement Committee Meetings convened in accordance with legislation

Audits and reviews undertaken in accordance with the Annual (Internal Audit) Work Plan

Number of Council meetings held

Number of appeals lodged against decisions of Council and delegated officers to the New South Wales Civil and Administrative Tribunal (NCAT)

Significant projects for Delivery Program

Development of Delivery Program and Operational Plan 2029 - 2033

Preparation of our State of our City Report

Conduct Community Satisfaction Survey

Conduct Community Wellbeing Survey

Review of the Fraud and Corruption Control Framework

Development of CCTV Framework and Policy

Investigate and deliver insurance claims management system

Review of the Renewable Energy and Emission Reduction Plan (REERP)

Income Statement

Manage City governance - Income Statement 2025-2029

Manage corporate information

Manage corporate information

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Business efficiency and probity expectations of the Council

 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

Significant projects for Delivery Program

Update information management training material

Digitise hardcopy cemetery records

Digitise historical hardcopies of Council Meeting Minutes

Update Corporate Information Management Systems to reflect revised disposal authority for local government records

Manage corporate information - Income Statement 2025-2029

Maintain financial services

Maintain financial services

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Decision-making principles and allocation of priorities

 Levels of service

 Business efficiency and probity expectations of the Council

 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

Measures of success

Return on investment (> current benchmark return) Positive Quarterly Quarter

Overdue rates and annual charges < 7% Quarterly Quarter

Financial statutory reporting completed on time 100% Annually Compliance

Delivered a balanced budget for the City's General Fund Yes Annual Annual Capital works listed in OP delivered on budget and within City's financial capability > 90% Annual Total

Significant projects for Delivery Program

Review rates and water notice production, and the delivery service contract

Investigate non-cash payment options at City venues

Income Statement

Manage financial services - Income Statement 2025-2029

Deliver technology support and improvement for the City

Deliver technology support and improvement for the City

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Leadership and representation

 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

customer satisfaction is 80% or higher

Significant projects for Delivery Program

Projects 2025/26 2026/27 2027/28 2028/29

Improve business processes and operational efficiencies by migrating, upgrading and integrating business applications into the Technology One platform

Improve information security within the City’s systems to advance our maturity against the ACSC guidelines

Income Statement

Deliver technology support and improvements - Income Statement 2025-2029

Maintain plant and fleet

Maintain plant and fleet

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Business efficiency and probity expectations of the Council

 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 this service required by legislation? Yes

Responsible Officer:

 Chief Financial Officer

Workforce resourcing:

 11 full-time equivalent staff

Measures of success

Plant and vehicle servicing carried out within timeframes stated

Annual comparison of internal versus external plant hire costs

Income Statement

Manage plant and fleet - Income Statement 2025-2029

Deliver supporting asset services

Deliver supporting asset services

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Decision-making principles and allocation of priorities

 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

 Public infrastructure continues to meet our community and business requirements

 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

 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 support the planning and delivery of community assets to ensure safe, functional and fit for purpose solutions are delivered. We provide technical advice and support to the City as well as undertaking the survey and design of civil infrastructure to meet project objectives and to be compliant with the Australian Standards and Guidelines.

We collate data and update registers to assist asset owners in the creation of management plans which are utilised to plan maintenance of community assets to maximise their useful life.

We follow legislative requirements by undertaking environmental assessments for new works. This includes identifying environmental matters that may impact a project, provide mitigation measures and ensure these measures are implemented.

Service Information

Legislation

Is this service required by legislation? Yes

Responsible Officer:

 Section Leader Asset Services

Workforce resourcing:

 26 full-time equivalent staff

Measures of success

Inclusion of ‘discovered assets’ into the asset register, updated within 4 weeks of information received

Complete Safety in Design reviews for all capital projects

Complete all environmental assessments within 3 months of receiving brief

90% Quarterly Quarter

90% Quarterly Quarter

90% Quarterly Quarter

Number of surveys completed Number Quarterly Cumulative

Number of detailed designs completed Number Quarterly Cumulative Number of Part V environmental approvals completed Number Annual Total

Significant projects for Delivery Program

Undertake asset revaluation - Community land, other asset classes, other structures and land improvements

Undertake asset revaluation - Water and Wastewater

Undertake asset revaluation - Property, plant, equipment and buildings

Income Statement

Deliver supporting asset services - Income Statement 2025-2029

Provide mapping data services

Provide mapping data services

Quadruple Bottom Line

Addressing the Civic leadership issues of:

 Levels of service

 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.

Service Information

Legislation

Is this service required by legislation? Yes

Responsible Officer:

 Group Leader Business Systems

Workforce resourcing:

 3 full-time equivalent staff

Measures of success

Subdivision updates in Geospatial Information Systems processed within 5 days

Percentage of spatial layers with metadata records

Significant projects for Delivery Program

Projects

Move to the state-based cadastre

2025/26 2026/27 2027/28 2028/29

Income Statement

Provide mapping data services - Income Statement 2025-2029

14 Evaluation

How will we measure success of the Delivery Program and the 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.

Progress framework

We are required to report on the progress in implementing actions in the Delivery Program and Operational Plan. The Delivery Program and Operational Plan is reported on quarterly and will include changes and updates. There is also 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

2025/26 Income Statement by Fund

2026/27 Income Statement by Fund

2027/28 Income Statement by Fund

2028/29 Income Statement by Fund

2025/26 - 2028/29 Consolidated Income Statements

16 Capital Projects

To ensure assets, facilities and programs meet the needs and expectations of our community. We maintain, renew and upgrade existing assets and identify new assets that the community needs. Like all businesses we prioritise our capital projects based on our capacity to deliver. This list showcases key projects we will deliver between 2025 and 2029.

Capital Projects 2025/26

Project description

New Laboratory

Len Towels Oval Nana Glen new amenities

Sawtell Beach Holiday Park new villas

Building renewal and major maintenance

Park Beach Holiday Park new villas

New cabins

Sawtell Beach Holiday Park refurbishing of middle amenity block

Woolgoolga Beach Holiday Park renovation of amenity block

Woolgoolga Lakeside Holiday Park Camp Kitchen

New villas

Park Beach Holiday Park upgrade of Gilbey block

Commercial Buildings renewal program

Community Infrastructure Grants

Jetty Memorial Theatre renewal of green room amenities

Botanic Gardens renewal of amenities

Community Halls Renewal Program

Jetty Memorial Theatre Improvements

Replacement of flooring in Story Space

Review of existing Wi-Fi and CCTV coverage and reliability

Community Village City Venues Capital Renewal

Yarrila Minor Renewals

Community Hall renewal

Library Collections

Woolgoolga Library lighting upgrade

7,826,970

Portfolio

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Library Books

Furniture & Fittings

Project

Coffs Harbour Historic Jetty refurbishment of structure

Park Beach Holiday Park new pool

Open Space Assets Renewal Program

Renewal of Sports Facilities

Lower Park Beach Reserve renewal of combination play equipment (design only)

Recreation Precinct Upgrade including feature installation, resurfacing of softfall and introduction of new attractions

MacNamara Park renewal including removal of playground equipment

Lower Park Beach Reserve renewal of revetment wall

Toormina Community Hub and Playspace design

Boronia Park update design

Moonee Sports Complex feasibility study

Open Spaces and Buildings project planning

Norman Hill Drive Reserve Renewal

Various CCRP Visitor asset renewal

CLIRP Infrast Renewal

Ayrshire Park 2nd Field Lighting upgrade

North Coast Regional Botanic Garden - Wetland Forest and Central Forest Boardwalk Renewal

7,076,342 Capital Projects 2025/26

Open Spaces

Open Spaces

Open Spaces

Toormina Sports Complex new playing field, carpark and footpaths 1,150,000 Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

6,778,272

Coffs Harbour War Memorial Pool renewal of wet deck 29,000 Swimming Pools

Renew the robotic pool cleaning machines at Coffs, Sawtell and Woolgoolga Pools

Coffs Pool assets capital renewal

Plant & Equipment

Plant & Equipment

Plant & Equipment

Plant & Equipment CCTV for Coffs Pool

Renew automatic pool chemical dosing unit at Sawtell Pool

Renew automatic pool chemical dosing unit at Woolgoolga Pool

Sawtell Pool assets capital renewal

Woolgoolga Pool assets capital renewal

Lifeguard beach patrol equipment renewal

Refresh and Rebrand Woolgoolga Library

Plant & Equipment

Plant & Equipment

Plant & Equipment

Plant & Equipment

Plant & Equipment

Plant & Equipment

Plant & Equipment

Project description

Annual Sewer Main Relining Project

Sewer

Woolgoolga Water Reclamation Plant Dewatering Unit Procurement 1,000,000 Sewer

Woolgoolga Sewer Network Design Project

Annual Sewer Manhole Refurbishment Project

Moonee Water Reclamation Plant Tertiary Filter Procurement

Lakes Estate Stage 2 Sewer Pump Station Upgrades

Annual Coffs Harbour Water Reclamation Plant Refurbishment

Annual Moonee Water Reclamation Plant Refurbishment

North Boambee Valley Stage 2 Sewer Infrastructure Design

Annual Woolgoolga Water Reclamation Plant Refurbishment

Corindi Sewer Pump Station 8001 Renewal

Coffs Water Harbour Reclamation Plant Drying Beds Design

Sewage Pump Station Safety Lids Renewal Program

Sawtell Main Sewer Pump Station Renewal

Coffs Harbour Sewer Pump Station 1037 Switchboard Renewal

Sewer Pump Stations Telemetry and Radio Device Renewals

Coffs Harbour Sewer Rising Main 07 Renewal Design

Supervisory Control and Data Acquisition (SCADA) Network Redesign

Sawtell Sewer Pump Station 2003 Renewal

Sapphire Sewer Pump Station 1071 Renewal

Morgans Road Reservoir Condition Assessment

Sapphire Sewer Pump Station 1072 Renewal

Sewer Pump Station Roof Renewals

Fisherman’s Drive DN225 Sewer Upgrade

North Boambee Valley Flood detention basin

Stormwater drainage renewal program

Remediation of Loaders Lane Flood Levee (NSW Grant)

Woolgoolga Flood Evacuation Works investigation and design

S7.11 Flood Mitigation & Drainage Reserve West Coffs

Installation of new stormwater pipe to fill in existing large open drain, to increase levels of safety and amenity for the owners of 20 Warrawee St, Sapphire Beach (Lot 4 DP 1147679).

Stormwater pipe renewal at Strawberry Close

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer 4,980,000

Stormwater & Flooding

Stormwater & Flooding

Stormwater & Flooding

Stormwater & Flooding

Stormwater & Flooding

Stormwater & Flooding

Stormwater & Flooding

Project description

Budget Portfolio

North Boambee Road - road raising & infrastructure works 7,000,000 Transport

O'Keefe Drive pavement renewal (design) 1,380,000 Transport

Regional Emergency Road Repair Program 1,018,630 Transport

Road Resealing Program 1,000,000 Transport

Park Avenue Transport Hub Revitalisation

Bridge renewal program

800,000 Transport

800,000 Transport

West Woolgoolga Newmans Rd Intersection 795,817 Transport

Upper Orara Way road culvert renewal 780,000 Transport

Pavement renewals 750,000 Transport

Arrawarra Beach Road - road renewal 620,000 Transport

Harbour Drive Pedestrian Crossing 543,639 Transport

Gale Street road renewal 425,000 Transport

Arthur Street Footpath and Cycleway renewal program 350,000 Transport

South Coffs Cycleways New s7.11 1,059,902 Transport

Jetty Strip Detailed Design 200,000 Transport

Transport Facilities & Furniture Renewal Program 200,000 Transport

Renewal of Coffs Coast Regional Park car park and road facilities 168,000 Transport

Unsealed Roads gravel resheet program 150,000 Transport

First & Second Ave Sawtell - footpath and curb renewal 300,000 Transport

West Coffs Cycleway 590,000 Transport

Installing new lighting in City Centre laneways to encourage activation 60,000 Transport

Transport & Stormwater Drainage Project Planning 50,000 Transport

North Bonville Roads & Cycleways S7.11 2,264,621 Transport 21,305,609

Coffs Harbour Landfill Plant acquisition - hook-lift truck with implements 600,000 Waste

Coffs Harbour Waste Transfer Station Planning 200,000 Waste

Coffs Harbour Landfill Safety Upgrades 500,000 Waste

Coffs Harbour Landfill Progressive Capping 200,000 Waste

Coffs Harbour Waste Transfer Station Weighbridge Renewal 150,000 Waste

Coffs Harbour Landfill Fire Fighting Enhancement 50,000 Waste

Coffs Harbour Landfill Washdown Bay 25,000 Waste

Waste Services Telemetry Upgrades 20,000 Waste

Landfill Gas System Enhancement Works 300,000 Waste

2,045,000

Project

Coffs Harbour Arthur St Water Main Construction 1,100,000 Water

North Boambee Valley Stage 2 Water Main Construction 880,000 Water

Coffs Harbour Duke St to Coff St Water Main Renewal

Water

Toormina Lyons Rd Water Main Construction 650,000 Water

Karangi Dam Scour Valve Construction

Coffs Harbour Ocean Pde Water Main Renewal

Karangi Dam Aeration Line Renewal

Water

Water

Water

Annual Karangi Dam and Treatment Plant Refurbishment 300,000 Water

Emerald to Mullaway Water Main Duplication Stage 1 Design 2,000,000 Water

Toormina Reservoir 1 Repair

Sawtell First Ave Water Main Renewal Design

Water

Water

Roberts Hill Reservoir Refurbishment 1,390,000 Water

Coffs Harbour Orlando St and Anderton St Water Main Renewal Design 120,000 Water

Mullaway to Corindi Water Manin Duplication Design

Coffs Harbour Coral Ave Water Main Renewal Design

Coffs Harbour Marcia St and Rose Ave Water Main Renewal Design

Coffs Harbour Bray St and Elm St Water Main Renewal Design

Coffs Harbour Vernon St Water Main Renewal Design

Macauleys Reservoir Repair

Emerald Beach Beacon Cr Water Main Renewal Design

Nana Glen Reservoir Refurbishment

Supervisory Control and Data Acquisition (SCADA) Network Redesign

Coffs Harbour Gundagai St Water Main Renewal Design

Coffs Harbour Grant Cl Water Main Renewal Design

Mullaway Reservoir Condition Assessment

Woolgoolga Dam Scour Realignment

Coffs Harbour Bray St Water Main Renewal Design

Buchanans Rd Water Main

Chloring Booster Emerald Beach

Campbell’s Cl to Sapphire Reservoir Water main

Marcia St/Ann St Water Main Renewal

Lucas Ave Mater Main Renewal

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water

Water 10,410,000

Total 67,215,857

Capital Projects 2026/27

Project description

Building renewal and major maintenance

Sawtell Beach Holiday Park - Ensuite Replacement

Park Beach Holiday Park - Ensuite Replacement

Community Halls Renewal Program

Commercial Buildings renewal program

Park Beach Holiday Park - Pool Features

Park Beach Holiday Park - Entry Statement Works

Moonee Beach Community Facility s7.12

Sawtell Beach Holiday Park - Community Hall Restoration

Community Infrastructure Grants

Jordan Esplanade Coffs Harbour Jetty lifesaving facility

Park Beach Holiday Park - Road Refurbishment

Park Beach Holiday Park - Cabin and Facility Refurb

Park Beach Holiday Park - Tourist Site Improvements

Woolgoolga Lakeside Holiday Park - Amenity Block Renovation

Sawtell Beach Holiday Park - Road Refurbishment

Woolgoolga Beach Holiday Park - Tourist Site Upgrades

Sawtell Beach Holiday Park - Cabin and Facility Refurbish

Yarrila Minor Renewals

Jetty Memorial Theatre Improvements

Community Village City Venues Capital Renewal

Woolgoolga Lakeside Holiday Park - Tourist Site Improvements

Library Collections

Emerald Beach Reserve upgrade

Lower Park Beach Reserve renewal

Sport Facility Asset Renewal Program

Playground Asset Renewal Program

Woolgoolga Foreshore Reserve Upgrade Stage 2

Open Space Assets Renewal Program

West Coffs Playground Stage 2 s7.11

Toormina Community Hub & Playspace design

Boronia Park design to inform upgrade

Coffs Coast Leisure Park Upgrade s7.11

Construction of concrete seating steps at Ayrshire Park

Sandy Beach Reserve Footpath

Open Spaces & Buildings Project Planning

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings 3,959,760

Library Books

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces 7,132,900

Project description

Major Plant Purchases

Hardware and Software Renewal

Hardware and Software New

Office Equipment

Office Equipment

Office Equipment Replacement of libraries public PCs

Lifeguard beach patrol equipment renewal

Environmental Laboratory new equipment

Environmental Laboratory Equipment Replacement Program

Coffs Pool assets capital renewal

Sawtell Pool assets capital renewal

Woolgoolga Pool assets capital renewal

Office Equipment

Office Equipment 8,133,016

Plant & Equipment

Plant & Equipment

Plant & Equipment

Plant & Equipment

Plant & Equipment

North Boambee Valley Stage 2 Sewer Infrastructure Construction 2,600,000 Sewer

Woolgoolga Sewer Network Design Project 2,000,000 Sewer

Annual Sewer Main Relining Project 1,500,000 Sewer

Annual Sewer Manhole Refurbishment Project

Coffs Harbour Water Reclamation Plant Biosolids Upgrades

Woolgoolga Water Reclamation Plant Biosolids Upgrades

Moonee Water Reclamation Plant Biosolids Upgrades

Sewer Pump Station Renewals Program

Sawtell Sewer Rising Main 2001a Renewal

Sewer

Sewer

Sewer

Sewer

Sewer

Sewer

Coffs Water Harbour Reclamation Plant Drying Beds Construction 300,000 Sewer

Korora Shell Cove Lane Sewer Main Construction 250,000 Sewer

Coffs Harbour Sewer Rising Main 07 Renewal Construction

Annual Coffs Harbour Water Reclamation Plant Refurbishment

Corindi Sewer Network Upgrades Design

Annual Woolgoolga Water Reclamation Plant Refurbishment

Annual Moonee Water Reclamation Plant Refurbishment

Sewer

Sewer

Sewer

Sewer

Sewer 10,330,000

North Boambee Valley Flood detention basin 3,266,443 Stormwater & Flooding

Stormwater drainage renewal program 1,500,000 Stormwater & Flooding 4,766,443

Project description

Budget Portfolio

Roads to Recovery Road Renewal Program 2,625,991 Transport

New roadway, kerbing and footpath for Safety Beach Drive 2,305,100 Transport

Road Resealing Program 2,000,000 Transport

Sandy Beach shared path new 1,844,410 Transport

Bridge renewal program 1,500,000 Transport

Pavement renewals 851,590 Transport

Coffs Harbour CBD Car Parking Design s7.11 500,000 Transport

Footpath & Cycleway renewal program 500,000 Transport

Regional Emergency Road Repair Program 340,600 Transport

Unsealed Roads gravel resheet program 300,000 Transport

Transport Facilities & Furniture Renewal Program

Transport & Stormwater Drainage Project Planning

Transport

Transport 13,017,691

Coffs Harbour Waste Transfer Station Construction 1,000,000 Waste

Coffs Harbour Landfill Gas Extraction Upgrades 650,000 Waste

Coffs Harbour Landfill Progressive Capping 500,000 Waste

Regional Transfer Station Options Analysis 250,000 Waste

Coffs Harbour Waste Transfer Station Weighbridge Renewal 150,000 Waste 2,550,000

Coffs Harbour Coral Ave Water Main Renewal Construction 1,500,000 Water

Annual Water Mains Renewal Design Program 1,200,000 Water

Mullaway to Corindi Water Manin Duplication Construction 1,000,000 Water

Coffs Harbour Marcia St and Rose Ave Water Main Renewal Construction 1,000,000 Water

Emerald Reservoir Outlet Duplication Construction 890,000 Water

Red Hill Balance Tank Refurbishment 850,000 Water

Toormina Reservoir 2 Refurbishment 750,000 Water

Karangi Water Treatment Plant Funding and Walkway Replacement 750,000 Water

Roberts Hill Reservoir Refurbishment

Coffs Harbour Bray St and Elm St Water Main Renewal Construction

750,000 Water

750,000 Water

Arrawarra Beach Rd Water Main Extension Construction 680,000 Water

Coffs Harbour Vernon St Water Main Renewal Construction

Coffs Harbour Gordon St Water Main Renewal Construction

Coffs Harbour Grant Cl Water Main Renewal Construction

Coffs Harbour Harbour Dr Water Main Renewal Construction

Emerald Beach Beacon Cr Water Main Renewal Construction

Annual Karangi Dam and Treatment Plant Refurbishment

Toormina Lyons Rd Water Main Renewal Construction

Coffs Harbour Gundagai St Water Main Renewal Construction

Coffs Harbour Bray St Water Main Renewal Construction

Cochran's Pool Fish Screen Design

Karangi Dam Fish Screen Design

Coffs Harbour Shepherds Lane Bosster Pump Design

600,000 Water

400,000 Water

400,000 Water

400,000 Water

310,000 Water

300,000 Water

250,000 Water

200,000 Water

200,000 Water

100,000 Water

100,000 Water

20,000 Water

13,400,000

Total 63,976,230

Project description

Moonee Beach Community Facility s7.12

Jetty Memorial Theatre Improvements

Community Village City Venues Capital Renewal

Community Infrastructure Grants

Building renewal and major maintenance

Community Halls Renewal Program

Commercial Buildings renewal program

Yarrila Minor Renewals

Park Beach Holiday Park - Cabin Installation

Park Beach Holiday Park - Cabin and Facility Refurb.

Park Beach Holiday Park - Digital Technologies

Sawtell Beach Holiday Park - Cabin Installation

Sawtell Beach Holiday Park - Cabin/Facility Refurbishment

Sawtell Beach Holiday Park - Digital technologies

Woolgoolga Beach Holiday Park - Cabin and Facility Refurb.

Woolgoolga Beach Holiday Park - Cabin Installation

Woolgoolga Lakeside Holiday Park - Cabin Installation

Woolgoolga Lakeside Holiday Park - Cabin and Facility Refurb.

Woolgoolga Lakeside Holiday Park - Tourist Site Improvements

Library Collections

Coffs Pool assets capital renewal

Sawtell Pool assets capital renewal

Woolgoolga Pool assets capital renewal

Woolgoolga Foreshore Reserve Upgrade Stage 2

Toormina Community Hub & Playspace design

Sport Facility Asset Renewal Program

Open Space Assets Renewal Program

Playground Asset Renewal Program

Moonee Neighbourhood Open Space

Sandy Beach Reserve Footpath

Ayrshire Park Carpark Upgrade

Moonee Sports Complex detailed design

Open Spaces & Buildings Project

Nana Glen Equestrian polo field design (S7.11)

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings 6,077,680

Library Books

Plant & Equipment

Plant & Equipment

Plant & Equipment

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Project description

Budget Portfolio

Major Plant Purchases 4,247,398 Office Equipment

Hardware and Software Renewal 832,807 Office Equipment

Hardware and Software New 275,834 Office Equipment

Environmental Laboratory Equipment Replacement Program 150,000 Office Equipment

Environmental Laboratory new equipment

Lifeguard beach patrol equipment renewal

Office Equipment

Office Equipment

5,566,539

Corindi Sewer Network Upgrades Construction 2,500,000 Sewer

Annual Sewer Main Relining Project 1,500,000 Sewer

Coffs Harbour Water Reclamation Plant Biosolids Upgrades 1,000,000 Sewer

Woolgoolga Water Reclamation Plant Biosolids Upgrades 1,000,000 Sewer

Moonee Water Reclamation Plant Biosolids Upgrades 1,000,000 Sewer

Annual Sewer Manhole Refurbishment Project 500,000 Sewer

Sewer Pump Station Renewals Program 500,000 Sewer

Annual Coffs Harbour Water Reclamation Plant Refurbishment 150,000 Sewer

Korora Sewer Network Upgrades Design 150,000 Sewer

Annual Woolgoolga Water Reclamation Plant Refurbishment 100,000 Sewer

Annual Moonee Water Reclamation Plant Refurbishment 50,000 Sewer

8,450,000

Stormwater drainage renewal program 2,000,000 Stormwater & Flooding 2,000,000

Road Resealing Program 3,000,000 Transport

Roads to Recovery Road Renewal Program 2,764,201 Transport

Bridge renewal program 2,000,000 Transport

Footpath & Cycleway renewal program 1,000,000 Transport

Unsealed Roads gravel resheet program 300,000 Transport

Transport Facilities & Furniture Renewal Program 300,000 Transport

Coramba Recreation Reserve car parking renewal 211,215 Transport

Transport & Stormwater Drainage Project Planning 75,000 Transport 9,650,416

Coffs Harbour Waste Transfer Station Construction

3,000,000 Waste

Coffs Harbour Landfill Progressive Capping 1,000,000 Waste

4,000,000

Annual Water Mains Renewal Program 12,000,000 Water

Emerald to Mullaway Water Main Duplication Stage 2 Construction 5,000,000 Water

Mullaway Reservoir Refurbishment 1,200,000 Water

Annual Water Mains Renewal Design Program 1,200,000 Water

Cochran's Pool Fish Screen Construction 1,000,000 Water

Karangi Dam Fish Screen Construction 1,000,000 Water

Annual Karangi Dam and Treatment Plant Refurbishment 300,000 Water

Coffs Harbour Shepherds Lane Booster Pump Construction 200,000 Water

21,900,000

Total 64,467,550

Project description

Building renewal and major maintenance

Sawtell Beach Holiday Park - Camp Kitchen Replacement

Commercial Buildings renewal program

Community Halls Renewal Program

Yarrila Minor Renewals

Sawtell Beach Holiday Park - Recreation Precinct Upgrade

Sawtell Beach Holiday Park - Tourist Site Improvements

Community Infrastructure Grants

Sawtell Beach Holiday Park - Road Refurbishment

Park Beach Holiday Park - Tourist Site Improvements

Park Beach Holiday Park - Road Refurbishment

Park Beach Holiday Park - Guest Facility Upgrades

Park Beach Holiday Park - Cabin and Facility Refurb.

Sawtell Beach Holiday Park - Cabin/Facility Refurbishment

Jetty Memorial Theatre Improvements

Community Village City Venues Capital Renewal

Library Collections

Coffs Pool assets capital renewal

Sawtell Pool assets capital renewal

Woolgoolga Foreshore Reserve Upgrade Stage 4

Nana Glen Equestrian polo field construction (S7.11 / GRANT)

Coffs Coast Leisure Park Upgrade

Sport Facility Asset Renewal Program

Open Space Assets Renewal Program

Playground Asset Renewal Program

Brelsford Park upgrade stage 2 - design

Open Spaces & Buildings Project Planning

Major Plant Purchases

Hardware and Software Renewal

Hardware and Software New

Environmental Laboratory new equipment

Environmental Laboratory Equipment Replacement Program

Lifeguard beach patrol equipment renewal

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings

Buildings 3,674,225

6,175,000

Plant & Equipment

Plant & Equipment

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Office Equipment

Office Equipment

Office Equipment

Office Equipment

Office Equipment

Office Equipment 8,221,778 Capital Projects 2028/29

Capital Projects 2028/29

Project description Budget Portfolio

Korora Sewer Network Upgrades Construction 2,500,000 Sewer

Annual Sewer Main Relining Project 1,500,000 Sewer

Coffs Harbour Water Reclamation Plant Biosolids Upgrades 1,000,000 Sewer

Woolgoolga Water Reclamation Plant Biosolids Upgrades 1,000,000 Sewer

Moonee Water Reclamation Plant Biosolids Upgrades 1,000,000 Sewer

Annual Sewer Manhole Refurbishment Project

Sewer Pump Station Renewals Program

Sewer

Sewer

Annual Coffs Harbour Water Reclamation Plant Refurbishment 150,000 Sewer

Annual Woolgoolga Water Reclamation Plant Refurbishment 100,000 Sewer

Annual Moonee Water Reclamation Plant Refurbishment 50,000 Sewer 8,300,000

Stormwater drainage renewal program 2,500,000 Stormwater & Flooding 2,500,000

Road Resealing Program 4,000,000 Transport

Road Renewal Program 2,764,201 Transport

Bridge renewal program 2,500,000 Transport

Footpath & Cycleway renewal program 1,000,000 Transport

Transport Facilities & Furniture Renewal Program

Park Beach Car Parking Design

Transport & Stormwater Drainage Project Planning

Transport

Transport

Transport 10,851,371

Regional Transfer Station 8,000,000 Waste

Coffs Harbour Landfill Progressive Capping 5,000,000 Waste

Coffs Harbour Landfill Leachate Upgrades 900,000 Waste

Coffs Harbour Landfill Gas Extraction Upgrades 800,000 Waste

Coffs Harbour Landfill Stormwater Upgrades 500,000 Waste

15,200,000

Annual Water Mains Renewal Program

Water

Annual Karangi Dam and Treatment Plant Refurbishment 3,000,000 Water

Annual Water Mains Renewal Design Program 1,200,000 Water 16,700,000 Water

Total 71,956,974

Unfunded Capital Projects Priorities

Project description

Status

Jetty Structure Renewal Design in progress

Jetty Strip Streetscape Upgrade Design in progress

Jetty Memorial Theatre Re-Development Designed and costed

Lobby NSW Government to undertake Beyond the Bypass stage one improvements

Moonee Community Hub

Sawtell Swimming Pool Upgrade

Stadium Drive/Hogbin Drive & Phil Hawthorne/ Stadium Drive Intersection

Transport for NSW concept design in progress

Concept design required

$5.5M

$10M

$3-5M

Concept design completed $21M

Concept design completed $10M

West Coffs Cycleway Design in progress $5M

Woolgoolga Swimming Pool Upgrade

Concept design completed

17 Appendices

Appendix A – 2025 Community Satisfaction Survey Results

Creation or attraction of cultural and sporting events (e.g. festivals, concerts in community halls and one-off events and concerts)

Appendix B – 2025/26 Financial Estimates

General Fund

The following result is projected for the City of Coffs Harbour’s General Fund: GENERAL

Surplus

2027/28

2028/29 1,646 Surplus

Surplus

Surplus

Surplus

Surplus

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 2025/26 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:

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.

Appendix C – Statement of Borrowings

Proposed Loan Borrowings for 2025/26

 No internal or external loans have been proposed for 2025/26.

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

2025/26 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 2025/26

The Environmental Levy (a Special Rate) is calculated with a ‘base amount’ to raise approximately 47% 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.

2025/26 ($)

Revenue 1,741,378

2025/26 Rating Structure

Variation to General Income – 4.6% ‘Rate Pegging’ Increase

The 2025/26 Operational Plan allows for the implementation of a 4.6% increase in ‘General Income’ (income from ordinary and special rates). This rate is based on the Rate Peg of 4.0% with an additional population growth factor of 0.6%, as announced by the Independent Pricing and Regulatory Tribunal (IPART) in October 2024 under the Local Government ‘Rate Pegging’ legislation.

Impact on Residential Ratepayers

With a 4.6% increase in ‘General Income’ for 2025/26, the ‘average’ residential property can expect a total rates and charges increase (including annual and usage charges not capped by the rate peg increase) of approximately $159.68 per annum (or $3.07 per week) which is a 3.7% increase from 2024-25.

The following table shows the impact on the total rates and charges payable in 2025/26 for the ‘average’ residential property.

The ‘average’ residential property has been based on a land valuation of $430,600 and this valuation has been used in the determination of both the residential ordinary rates and the environmental levy.

and Charges

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 2025/26 with a 4.6% IPART Rate Peg increase in ‘General Income’ for 2025/26.

 The Ordinary Rate for Farmland properties has been based on an average land valuation of $805,400.

 The Ordinary Rate for Business properties (outside of the Coffs Harbour CBD) has been based on an average land valuation of $719,700.

 The Ordinary Rate for City Centre Business properties has been based on an average land valuation of $917,500.

 The Business (City Centre) Special Rate Variation expired on 30 June 2023.

Ordinary Rate

The following tables show the ‘Ordinary and Environmental Rate’ structure (with estimated yields) for 2025/26 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 2025/26

Rate Category Maps

NOTICE UNDER SECTION 405(4) - Local Government Act 1993 for the Rating Period - 12 months: 1 July 2025 to 30 June 2025

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 sub-category of the ordinary rate and each special rate included in the draft 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”).

City of Coffs LGA “A”

Coffs Harbour City Centre Business “B”

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 2025/26

A charge structure applies to annual Water, Sewer, Stormwater, Trade Waste, Waste Management and OnSite 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 2025/26 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 2025/26.

Water Access Charge

Sewer Access Charges

Stormwater Management Charges

Usage Charges for 2025/26

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 2025/26:

Water Access Charge

Sewer Access Charges

Recycled Water Usage Charges

Up

Excess

For non-rateable, non-commercial and sporting bodies who can demonstrate a not-for-profit operating model

all users, including

Pensioner Rebates for 2025/26

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 $3.054m in pensioner rates and charges in 2025/26. Of this, the City voluntarily forgoes approximately $667,973. The City is required to forgo the remaining $2.386m under NSW Government legislation.

 The amount the City is reimbursed by the NSW Government is approximately $1.312m, leaving an overall cost to the City of approximately $1.074m.

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.