Draft -MyCoffs2035 Community Strategic Plan

2035 Î Community Strategic Plan Î Î The community’s vision for the future of Coffs Harbour

Acknowledgement of Country The 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 elders 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; garra-buugili.

Garlambirla-gundi-yu Coffs Harbour-’s

City Junyirrigam-bu City Council

wajaarrgundi yilangandi of the land where

ngiyaa gawbarri: we meet

yaamanga-ndi yaam these-who here

wajaarr the land

junga-ngarraynggi yaanga acknowledges these

gungangulam … traditional custodians

yaam Gumbaynggirr girrwaa … the Gumbaynggirr people

jalumbawnyarr from of old

ngarraynggang. have cared for.

Ngiyalagay garla-ngarraynggi yanggidamgundi Guuyunga, Jurruya … we respect their Eldermen, Elderwomen jalumbawnyarr, giili, waybunyjigam … past present and emerging Baya ngiyalagay yilaana minggiiya gunganbuwa ngayinggirra Girrwaanbiya; … garra buugili Let us hence in the heart be friends and sit together with the First People and be renewed.

Translation provided by Murrbay Aboriginal Language and Culture Cooperative

Mayor’s Message Real progress through vision and collaboration.

The MyCoffs Community Strategic Plan 2035 is a testament to our community, City of Coffs Harbour, and other key stakeholders working together to develop a shared vision that will help shape our city’s future.

The MyCoffs Plan is much more than just a document, it’s a roadmap for a connected, sustainable, and thriving Coffs Harbour. With goals set across four key themes —Community Wellbeing, Community Prosperity, A Place for Community, and Sustainable Community Leadership – this Plan reflects the aspirations of our residents and businesses, endorsed and advocated for by City of Coffs Harbour.

As we collectively work towards achieving our vision for the future, it is essential that the Council regularly checks in with the community to remain on track, focusing on the priorities and issues that matter most.

By listening, engaging, and adapting, we can continue to align its efforts with the needs and aspirations of the people who call Coffs Harbour home.

This updated Plan shares the latest “pulse-check” with the community, capturing feedback from our community who responded via the open questionnaire on Have Your Say,the community satisfaction survey, and the Delivery Program and Operational Plan.

Contents The MyCoffs Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2025 community check-in on priorities . . . . . . . . . . . . 2 Guiding principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Roles and responsibilities . . . . . . . . . . . . . . . . . . . . . . . 5 Key partners and other stakeholders . . . . . . . . . . . . . 7 Community Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 How to read the plan . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Themes and objectives . . . . . . . . . . . . . . . . . . . . . . . . 10 Community Wellbeing . . . . . . . . . . . . . . . . . . . . . . . . . 13 Community Prosperity . . . . . . . . . . . . . . . . . . . . . . . . . 19 A Place for Community . . . . . . . . . . . . . . . . . . . . . . . . . 25

Your insights have been heard and have helped shape the 2026–2030 DP&OP — the City’s blueprint for “getting things done”.

Community Leadership . . . . . . . . . . . . . . . . . . . . . . . . 31

The future of our city is a shared responsibility — and your voice is vital. I encourage you to stay involved, share your ideas, and help shape its direction – now and always.

Reporting progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Together, we will make Coffs Harbour a place where everyone feels at home, where innovation and opportunity flourish, and where everyone takes pride in the progress we achieve as a community. A place that is connected, sustainable and thriving.

Monitoring and reviewing . . . . . . . . . . . . . . . . . . . . . . 37 About the Coffs Harbour region . . . . . . . . . . . . . . . . 38 Coffs Harbour by the numbers . . . . . . . . . . . . . . . . . . 40

Cr Nikki Williams CITY OF COFFS HARBOUR MAYOR

This document was prepared by City of Coffs harbour (City).

On behalf of and in consultation with the community of the Coffs harbour LGA, in line with the NSW Local Government integrated planning and reporting guidelines.

The MyCoffs Plan The MyCoffs Plan (Plan) has been developed by the City on behalf of the community to set out its long-term vision for Coffs Harbour.

All NSW Councils are required to develop a community strategic plan on behalf of their community to set out their community’s future vision for the Local Government Area (LGA) and to identify objectives and initiatives on how to achieve this vision.

The plan focuses on four key questions: Î

Where are we now?

Î

Where do we want to be in 10 years?

Î

How will we get there?

Î

How will we know we’ve succeeded?

The objectives and initiatives within the plan will guide the City in aligning its policies, programs, and services with the community’s aspirations. It will also help guide the efforts of other levels of government and stakeholders for the Coffs Harbour LGA. Originally developed in 2009 in collaboration with our community, the MyCoffs Plan was reviewed in 2016, 2022 and most recently in 2024/25 with a community check-in.

As part of this recent check-in, 259 members of the Coffs Harbour community identified their current priorities to assist with updating the plan in line with the current aspirations of the community.

The City will continue to review the MyCoffs Plan every 4 years to ensure that it aligns with the community’s current priorities. Ongoing engagement with the community helps track progress, refine priorities, and guide actions towards the vision for Coffs Harbour.

Ongoing engagement with the community helps track progress, refine priorities, and guide actions towards the vision for Coffs Harbour.

MyCoffs Plan

1

2025 community check-in on priorities As part of the City’s 2025 Community Check-in, our community helped prioritise the objectives of the MyCoffs Plan. This check-in confirmed that the community’s current priorities align with the vision, objectives and initiatives of the Community Strategic Plan, reflecting the most pressing needs and aspirations at this time. The community-aligned objectives are outlined below in blue, with key corresponding City strategies underneath.

We cultivate a safe community

The City will continue to make our public spaces more vibrant, safe and well-connected through the implementation of its Public Realm Strategy and Movement and Place Strategy, and as part of its ongoing delivery of community safety initiatives through a Community Safety Program.

We support our community to live healthy, active lives

The City has developed a Movement and Place Strategy, to create more walkable and connected neighbourhoods. As part of this, the City is working on an Active Transport Plan, which will outline priority walking and cycling networks, to be delivered over the next 10 years.

We protect the diversity of our natural environment

The City has developed a Biodiversity Action Strategy, the Orara River Rehabilitation Strategy and coastal management programs, which seek to improve biodiversity and ecological processes within the local government area.

The City will ensure its Community Engagement Strategy is fair, transparent, and inclusive, providing all community members the opportunity to be involved in important decision making.

We undertake development that is environmentally, socially, and economically responsible

We stimulate economic growth, investment, and local jobs

The NSW Government’s North Coast Regional Plan and Coffs Harbour Regional City Action Plan in conjunction with the City’s Local Strategic Planning Statement and Local Growth Management Strategy will ensure that future development is managed to maintain the high liveability, environmental amenity and landscape qualities that characterise Coffs Harbour.

We create liveable places that are beautiful and appealing

The City’s Public Realm Strategy and Urban Design Guidelines will ensure that public realm improvements are of high quality and deliver places that people want to spend time in.

2

MyCoffs Plan

We undertake effective community engagement

The City has developed economic, tourism and event strategies to facilitate economic sustainability, guide the region’s visitor economy and attract, grow and retain significant events.

We facilitate positive ageing and foster a sense of community, belonging and diversity

The City’s Disability Inclusion Action Plan, Positive Ageing Strategy and Aboriginal Cultural Awareness and Engagement Guide, supported by specific Council Advisory Committees will deliver on this priority.

We use resources responsibly and sustainably to deliver public services and infrastructure

The City’s MyCoffs Plan outlines the vision for Coffs Harbour over the next 10 years, supported by a 4-year Delivery Program and annual Operational Plan that detail the projects and activities required for sustainable delivery, while the City’s Resourcing Strategies address the financial, asset and people requirements to achieve our objectives.

We foster informed leadership in our community

The City has a number of committees that give voice to our community leaders to make positive changes and help inform decisions.

We collaborate to deliver opportunities for housing for all

The City has developed an Affordable Housing Strategy which recognises that there is a shortage of affordable housing in the area and outlines actions the City will take to assist in the provision of additional social and affordable housing. The City will advocate and collaborate with Australian and NSW Government for additional social housing, affordable housing and key worker housing within the local government area.

The MyCoffs MyCoffs Plan 2035 Plan

3

Guiding principles

Roles and responsibilities

The City’s MyCoffs Plan has been developed in accordance with the NSW

The City overseas the Plan, however the implementation and success

Local Government Act 1993 and Integrated Planning and Reporting Guidelines,

of the MyCoffs Plan relies on the leadership, advocacy, collaboration

incorporating social justice principles and the quadruple bottom line to ensure

and actions from all stakeholders.

Equity

Access

Participation

Rights

Decision-making and resource allocation should be fair, prioritising those in need.

Everyone should have equal access to services, resources, and opportunities to enhance their quality of life.

All individuals should have meaningful opportunities to engage in decisions that impact their lives.

Equal rights should be upheld and promoted, ensuring opportunities for all people, regardless of their background

Quadruple bottom line Social

Environment

Economic

Civic Leadership

Community Wellbeing

A Place for Community

Community Prosperity

Community Leadership

Î Community well-being and inclusion

Î Water and waste management

Î Economic growth and sustainability

Î Governance and leadership

Î Planning and infrastructure

Î Biodiversity conservation

Î Industry and business development

Î Community engagement and participation

Î Culture and recreation

Î Climate and energy initiatives

Î Infrastructure and connectivity

Î Service delivery and accountability

Î Sustainable development

Î Regional economic opportunities

Î Workforce and ethical standards

Î Heritage and public engagement Î Public health, safety and affordable housing

4

MyCoffs Plan

Owns

The community owns the Community Strategic Plan.

Advocates

Advocates for the community, giving voice to community priorities and aspirations – to achieve the best outcomes for all.

Leads

Inspires action, fosters collaboration and shapes a shared community vision.

Mentors to build capacity.

Provides

Provides local infrastructure, services, facilities and programs that achieve the outcomes of the Plan.

Partners

Develops partnerships to achieve shared objectives aligned with community priorities.

Collaborates

A an ust G d ra ov N lia er SW n nm en No t p t in riva for du t p st e ro fit ry /

Description

Ci ty

Role

Th e

Social justice principles

Co m m un ity

an inclusive, sustainable, and balanced future for the Coffs Harbour LGA .

Shares resources, expertise and knowledge to drive progress. Through strong, ongoing relationships, works together to support and collaborate in achieving shared outcomes.

MyCoffs Plan

5

Key partners and other stakeholders Key partners in achieving the MyCoffs Plan include the Australian and NSW Government, other organisations and community groups. The following list details some of our key partners in delivery.

Government Australian and NSW Government departments including associated agencies and organisations cover the following areas:

6

MyCoffs Plan

Private Sector and industry organisations Î

Private education and training facilities

Î

Business community and associations

Î

Social service providers

Î

Coffs Harbour and District Local Aboriginal Land Council

Î

Premier

Î

Social Services

Î

Justice

Î

Health and Aged Care

Î

Arts and cultural sector organisations

Î

Education

Î

Peak bodies and associations

Î

Planning and Housing

Î

Î

Infrastructure

Î

Environment and Climate Change

Regional partners i.e. Coffs Coast Regional Trust Board, Regional Development Australia Mid North Coast

Î

Energy and Transport

Î

Chamber of Commerce

Î

Creative Industries

Î

Tourism and Hospitality

Î

Sport

Î

Primary Industries

Î

Regional Development

Î

Communications

Î

Statistics

Î

Arts and Culture

Î

Rail

Î

Emergency Management

Community Î

Residents

Î

Volunteers

Î

Visitors

Î

Community groups

Î

Workers

Î

Sporting groups

Î

Students

Î

Businesses

MyCoffs Plan

7

Community Vision Connected Sustainable Thriving

Connected Our community will have safe, vibrant and inclusive places where people can connect

Sustainable The diversity of our natural environment will be sustained for the future and our resources will be used responsibly through informed leadership

How to read the plan Themes

Categories of community topics aligned with the quadruple bottom line.

Objectives

High level goals to guide the initiatives within the Plan to achieve the community’s vision.

Initiatives

Actions to achieve objectives, outlined in the Delivery Program and Operational Plan, with measurable actions, timeframes, and responsibilities.

Outcomes

Broad, overarching goals that guide us towards our vision.

Measures

Benchmarks used to track progress, ensuring accountability and enable data-driven decision-making.

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

8

MyCoffs Plan

MyCoffs Plan

9

Themes and objectives This Plan is structured around four themes, each with two objectives, supported by targeted initiatives and measurable indicators to track progress. These elements help align our collective efforts with the vision set out in the MyCoffs Plan. The objectives are the overall goals the community wants to achieve.

Community Wellbeing

A1. A vibrant and inclusive place

A2. An active, safe and healthy community

B1. A thriving and sustainable local economy

B2. A community achieving its potential

C1. Liveable neighbourhoods with a defined identity

C2. A natural environment sustained for the future

D1. Our leaders give us the confidence in the future

D2. We have effective use of public resources

Girrwaa-gundi community-belong wellbeing

Community Prosperity Girrwaa-gundi community-belong Yaabu-maanaygam property-holding

A Place for Community Ya Maam Girrwaawa here place for community

Community Leadership girrwaa manggarla yanaa Community Take the lead

10

MyCoffs Plan

MyCoffs Plan

11

Community Wellbeing

12

MyCoffs Plan

MyCoffs Plan

13

A1. A vibrant, inclusive place Initiatives

Outcomes

A1.1 We recognise and acknowledge the traditional custodians of the Coffs Harbour local government area

Î Gumbaynggirr Nation culture and heritage is honoured and acknowledged

A1.2 We foster a sense of community, belonging, and diversity

Î Our community and our events are inclusive, and we celebrate together

Î We walk together with our local Aboriginal community to honour, share and acknowledge their stories, heritage and culture

Î The richness of our diverse backgrounds is appreciated and there are opportunities for people to connect Î More people in our community volunteer to help others, and volunteering is valued and recognised

A1. Measuring our progress

Î We explore innovative solutions to affordable accommodation provision

A1.4 We enrich cultural life through art, learning and cultural endeavour

Î Our community is recognised for its innovation and creativity and there is increased participation in cultural and artistic activities

Community Wellbeing Survey

Every 2 years



Î % of community involved in volunteer activities or community groups

Australia Bureau of Statistics

Census, every 5 years



Î % of community who agree that it is a good thing for our community to be made up of people from different cultures

Community Wellbeing Survey

Every 2 years



Î Households in the lowest 40% of incomes who are paying more than 30% of their usual gross weekly income on housing costs.

Australia Bureau of Statistics

Every 2 years



Î Households in the lowest 20% of incomes

Australia Bureau of Statistics

Every 2 years



Î Index of Relative Socioeconomic Disadvantage (IRSD)

Australia Bureau of Statistics

Census, every 5 years



Î % of community that regularly attend arts and cultural activities

Community Wellbeing Survey

Every 2 years



Î % of community satisfied with the opportunities to attend arts and cultural activities in the local government area

Community Wellbeing Survey

Every 2 years



Source

A1.1 We recognise and acknowledge the traditional custodians of the Coffs Harbour local government area

Î % of community that know the Aboriginal name for the local Aboriginal community

A1.2 We foster a sense of community, belonging, and diversity

A1.3 We address the causes of disadvantage

Î The impacts of alcohol and drug misuse are minimised Î Collaborative approaches, based on evidence, are used to best reduce disadvantage

Desired direction

Measures

Î New residents and visitors are welcomed and encouraged to participate in community life A1.3 We address the causes of disadvantage

Data availability

Initiatives

Î We value the contribution of arts, heritage and culture to our wellbeing, economy and in creating liveable and vibrant communities Î We recognise the need for enhanced cultural precincts, venues and public art within our region

A1.4 We enrich cultural life through art, learning and cultural endeavour

Key to symbols

14

MyCoffs Plan

 Increase

 Decrease

 Maintain  Stable

MyCoffs Plan

15

A2. An active, safe and healthy community

A2. Measuring our progress

Initiatives

Outcomes

Initiatives

Measures

Source

A2.1 We support our community to lead healthy active lives

Î We have facilities that support affordable options for people to be active through a wide range of sport and recreation activities

A2.1 We support our community to lead healthy active lives

Î % of the community that regularly participates in recreational activities with others

Î Our community is supported to make healthy lifestyle choices Î Active transport is encouraged through an integrated network of cycle ways and footpaths that connect our key spaces Î Our health service provision meets the needs of our growing and ageing population Î Local sport is supported to encourage active lifestyles at all ages A2.2 We facilitate positive ageing

Î Our senior residents are supported in participating in all aspects of community life

A2.2 We facilitate positive ageing

Î Our community supports lifelong learning Î The opportunities for people to live independently are supported A2.3 We nurture mental health, wellbeing and social connection we have increased awareness and understanding of the issues and challenges around mental health

Î We have increased awareness and understanding of the issues and challenges around mental health Î We enjoy safe and inclusive community spaces and activities that bring people together Î Information and support services provision match community need Î We have cultural and creative programs that contribute to community wellbeing, positive ageing and social connections

A2.4 We cultivate a safe community

Î Safe design of our public realm is a key driver in all planning Î Our key places and spaces are activated to be vibrant and always welcoming Î We address the challenges of family violence, child protection, addiction and road safety

A2.3 We nurture mental health, wellbeing and social connection

A2.4 We cultivate a safe community

Data availability

Desired direction

Community Wellbeing Survey

Every 2 years



Î % of the community that regularly participates in organised sporting activities with others

Community Wellbeing Survey

Every 2 years



Î People Self-Reporting Health

NSW Health

Every year

Î % of people over 65 years old thathave the opportunity to have their say on important issues

Community Wellbeing Survey

Every 2 years



Î % of people over 65 years old that regularly volunteer in the community (monthly or more)

Community Wellbeing Survey

Every 2 years



Î % of people over 65% years old that have a high level of pride in the community

Community Wellbeing Survey

Every 2 years



Î % over people over 65 years old that are satisfied with their quality of life

Community Wellbeing Survey

Every 2 years



Î % of people over 65 years old that feel part of the community

Community Wellbeing Survey

Every 2 years



Î Intentional self-harm: hospitalisations

NSW Health

Every year



Î Coffs Harbour local government area hospitalisation figures

NSW Health

Every year



Î % of community satisfied with quality of life in the Coffs Harbour local government area

Community Wellbeing Survey

Every 2 years



Î % of community that feel safe in the local government area

Community Wellbeing Survey

Every 2 years



Î Domestic violence related assault (rate per 100,000)

NSW Bureau of Crime Statistics and Research

Every year



Î Sexual assault (rate per 100,000)

NSW Bureau of Crime Statistics and Research

Every year



Î Intimidation, stalking and harassment incidents (rate per 100,000)

NSW Bureau of Crime Statistics and Research

Every year



Key to symbols

16

MyCoffs Plan

 Increase

 Decrease

 Maintain  Stable

MyCoffs Plan

17

How everyone can contribute to achieve our objectives Build stronger connections Get to know our neighbours and show respect and acceptance.

Engage locally Join community groups or club and support our local sporting teams.

Community Prosperity

Support arts Check out local theatre and gallery events.

Lend a helping hand Volunteer and help where needed.

Prioritise safety Speak up for safety in our community.

Celebrate local culture Participate in cultural / community events and festivals.

18

MyCoffs Plan

MyCoffs Plan

19

B1. A thriving and sustainable local economy Initiatives

Outcome

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

Î The local economic and commercial base is more diversified Î There is greater support for innovation in targeted sectors where there is growth potential Î Support is maintained for small and microbusiness start-ups Î Funding is increased for innovation investment within the Coffs Harbour Local Government Area Î Strategic planning for economic sustainability is better coordinated Î A culture of entrepreneurship is facilitated Î Export potential for our area is realised Î The experience and skills of all groups in our community are better utilised

B1. Measuring our progress Source

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

Î Local unemployment rate

National Institute of Economic and Industry Research

Every year



Î Youth unemployment rate

NSW Bureau of Crime Statistics and Research

Every year



Î Value of regional exports

NSW Bureau of Crime Statistics and Research

Every year



Î Gross Regional Product

NSW Bureau of Crime Statistics and Research

Every year



Î Value of agricultural production

Australian Bureau of Statistics

Every year



Î Tourism visitor numbers

Tourism Research Australia

Every year



Î Length of stay by tourists within the LGA

Tourism Research Australia

Every year



Î Coffs Harbour LGA tourism value add

Tourism Research Australia

Every year



Î Net migration rates

Australian Bureau of Statistics

Census, every 5 years



Î Our urban and business centres offer the amenity, connectivity, lifestyle and liveability options that encourage businesses and professionals to relocate to our area Î Year-round tourism and event opportunities are on offer Î A regional approach to tourism promotion is maintained Î The promotion of our natural tourism and sport tourism offerings is maintained Î The growth of cultural tourism is supported Î The amenities at our popular destinations are enhanced Î Investment in new tourism product, and event and tourism infrastructure, is encouraged Î A diverse calendar of events drives year-round visitation and economic benefit to the region

B1.2 We attract people to work, live and visit in the Coffs Harbour local government area

Key to symbols

20

MyCoffs Plan

Desired direction

Measures

Î 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

Data availability

Initiatives

 Increase

 Decrease

 Maintain  Stable

MyCoffs Plan

21

How everyone can contribute to achieve our objectives

B2. Community achieving its potential Initiative

Outcome

B2.1 We are best prepared Î Workforce planning and training opportunities anticipate emerging industries as well as employment and qualification needs within the local economy to take advantage of opportunities now Î Local employers provide relevant training and work experience opportunities and in the future Î We have increased education expectations within our community

Support local businesses Shop locally and employ local workers.

Î Business and entrepreneurial pathways are explored in school career planning Î Our education, training and learning services meet the needs of our growing population

Promote local creativity and culture Attend cultural events, visit cultural sites, and buy from local artists and creators.

B2. Measuring our progress Data availability

Desired direction

Initiative

Measures

Source

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

Î NAPLAN test scores

NSW Department of Education

Every year



Î School retention rates

NSW Department of Education

Every year



Î People aged 25–64 years enrolled in vocational education and training

Australian Bureau of Statistics

Every 5 years



Î Local university enrolments

Southern Cross University

Every year

Key to symbols

 Increase

Further education Enrol in tertiary education or a short /community course.

Start a business Seek advice on starting a local business.

 Decrease

  Maintain  Stable

Welcome newcomers Help newcomers discover local businesses and services.

Be visitor-friendly Create a welcoming environment for visitors.

Explore your City Be a local tourist and visitor ambassador (visit coffscoast.com.au).

22

MyCoffs Plan

MyCoffs Plan

23

A Place for Community

24

MyCoffs Plan

MyCoffs Plan

25

C1. Liveable neighbourhoods with a defined identity Initiative

Outcome

C1.1 We create liveable spaces that are beautiful and appealing

Î 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 Î Our neighbourhoods are people-friendly and liveable environments Î Our public places and spaces are activated through good planning and design

C1. Measuring our progress Data availability

Desired direction

Community Î % of community who express satisfaction with the Wellbeing Survey appearance of public areas

Every 2 years



Community Wellbeing Survey

Every 2 years



Î Kilometres of cycle ways and City of Coffs Harbour foot paths

Every year



C1.2 We undertake development that is environmentally, socially and economically responsible

Î % of new dwellings

City of Coffs Harbour

Every year



Î % of new dwellings in greenfield sites

City of Coffs Harbour

Every 5 years



Every year



C1.3 We collaborate to deliver opportunities for housing for all

Î % and total number of very low, low, and moderate income households in housing stress

Australian Bureau of Statistics

Every 5 years



Î % of total housing that is social housing (public and community)

Australian Bureau of Statistics

Every 5 years



Initiatives

Measures

C1.1 We create liveable spaces that are beautiful and appealing

Î Sustainable development enhances the Jetty Foreshores as a landmark destination in Coffs Harbour

Î % of community who express high levels of pride in the Coffs Harbour local government area

Î We reflect our beautiful natural setting throughout our built environment C1.2 We undertake development that is environmentally, socially and economically responsible

Î Land use planning and development protects the value and benefits provided by our natural environment Î Population growth is focussed within the existing developed footprint Î Sustainable design and best practice development provide quality housing options Î Local heritage is protected and the stories behind it shared Î 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

Î Housing is affordable Î Development meets the changing needs and expectations of the community Î We have the ability to access, afford and secure rental or long-term housing

Source

Î % of new dwellings on urban City of Coffs Harbour infill sites

Key to symbols

26

MyCoffs Plan

 Increase

 Decrease

 Maintain  Stable

MyCoffs Plan

27

C2. A natural environment sustained for the future

C.2 Measuring our progress

Initiatives

Outcome

Initiatives

Measures

Source

C2.1 We protect the diversity of our natural environment

Î Through collaboration, we protect and enhance our natural environment

C2.1 We protect the diversity of our natural environment

Î Habitat connectivity

Î We understand the challenges to our natural environment and act to mitigate them Î Community involvement in actively protecting the natural environment is increased

Data availability

Desired direction

NSW Environment and Heritage — Seed data portal

Approx. every 5–7 years



Î Net vegetation change — clearing

NSW Environment and Heritage — Landcover change monitoring and reporting

Every 2 years



Î Native flora and fauna threatened species, populations and communities

NSW Environment and Heritage — BioNet atlas

Every year



NSW Environment and Heritage — Estuary Report Cards

Every 3 years



City of Coffs Harbour

Every year



City of Coffs Harbour

Every year



Essential Energy Î Annual greenhouse gas Electricity emissions tonnes CO2 equivalent (CO2-e) per capita consumption data by Local Government Area, ABS population data by Local Government Area

Every year



NSW Water — Performance Monitoring Database

Every year



Î We manage public access to natural areas to enhance environmental experience and preserve ecological values Î Pollution from human activities is minimised Î The environmental impact of agricultural production is minimised C2.2 We use resources responsibly to support a safe and stable climate

Î Resource consumption is reduced and waste minimised Î The use of renewable resources increase, and the use of non-renewable resources decrease Î As informed consumers, we reduce our impact on the environment without affecting quality of life Î The reuse and recycling of resources increases Î Water-use and water-cycle management is sustainable and meets current and future demand Î We are adapting for climate change and we work collaboratively to mitigate our impacts Î Our use of public transport increases

Î Water quality C2.2 We use resources responsibly to support a safe and stable climate Î Total waste generated Î Total waste diverted from landfill

Î Water consumed in total across the local government area and percentage residential, non-residential

Key to symbols

28

MyCoffs Plan

 Increase

 Decrease

 Maintain  Stable

MyCoffs Plan

29

How everyone can contribute to achieving our objectives Learn about environmental sustainability Get educated on issues and ways to improve sustainability.

Reduce waste Recycle, compost, avoid excessive packaging, and stop using single-use plastic.

Community Leadership

Support local and sustainable Buy eco-friendly products, grow or buy local food.

Preserve nature Plant native trees and care for the environment.

Keep areas clean Use bins, take our rubbish with us, and report pollution or littering.

Get involved locally Join bush care groups, join walking/running groups and provide your feedback to the City on projects and initiatives.

Travel smart Walk, cycle, or use public transport for short journeys. Carpool and car share when heading somewhere together.

30

MyCoffs Plan

MyCoffs Plan

31

D1. Our leaders give us confidence in the future

D2. We have effective use of public resources

Initiatives

Outcome

D1.1 We foster informed and inspired leadership in our community

Î Communities and community leaders are empowered to make positive change Î Decision-makers lead, govern and regulate in an ethical, equitable, transparent and accountable way Î Our strategic directions are inclusive and reflect the views of the community Î our leaders advocate on our behalf, promote the area’s interests, and secure resources and investment

Initiatives

Outcome

D2.1 We effectively manage the planning and provision of regional public services and infrastructure

Î Our public infrastructure is maintained for its current purpose and for future generations

Î Regional resource sharing and partnership initiatives are pursued where they provide greater community benefits D1.2 We undertake effective engagement and are informed

Î Our future with the Pacific Highway bypass enhances the connectivity, liveability and economy of Coffs Harbour Î Public infrastructure continues to meet our community and business requirements Î Our community continues to have access to high quality public services and transport connections

Î All groups in our community are valued and have the opportunity to shape our future

Î There is collaborative planning to address needs associated with projected population growth

Î Our leaders seek to engage and consult with the whole community to capture and consider all viewpoints

Î Accurate data is collated and used to help effectively and strategically plan for future community needs

Î Decision-making processes are open and transparent

Î Infrastructure is planned for the long-term and without imposing an unfair burden on future generations

Î There is greater awareness of the key issues impacting our community

Î We embrace the introduction of new technology to help deliver better outcomes for the community

D1. Measuring our progress Data availability

Desired direction

Initiatives

Measures

Source

D1.1 We foster informed and inspired leadership in our community

Î % of the community who agree that they are able to vote for a trustworthy political candidate

Community Wellbeing Survey

End of term Financial Year 2026/27



D1.2 We undertake effective engagement and are informed

Community Î % of the community who Wellbeing Survey agree that they have the opportunity to have a say on important issues

Every 2 years



Community Î % of the community who feel it is an active community Wellbeing Survey where people get involved in local issues and activities

Every 2 years



Key to symbols

32

MyCoffs Plan

 Increase

 Decrease

D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area

Î Our limited resources are targeted to where they are needed most Î Best practice and innovation are used to deliver value for money Î Partnerships and collaboration support the delivery of coordinated, efficient and effective outcomes Î The Gumbaynggirr nation is an integral part of planning the future of the Coffs Harbour region

 Maintain  Stable

MyCoffs Plan

33

D2. Measuring our progress: Initiatives

Measures

Source

Data availability

Desired direction

D2.1 We effectively manage the planning and provision of regional public services and infrastructure

Î Financial commitment in Federal Budget to construct the Coffs Harbour Pacific Highway bypass

Federal Budget

Every year



D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area

Î % of the community who feel Community Wellbeing Survey the area has good or very good public services

Every 2 years

Î % of the community who feel Community Wellbeing Survey the area has good or very good public facilities and infrastructure

Every 2 years

Î Dollar value of NSW Government infrastructure grants

City of Coffs Harbour annual financial statements

Every year

Î Dollar value of Federal Government infrastructure grants

City of Coffs Harbour annual financial statements

Every year

Key to symbols

 Increase

 Decrease





   Maintain  Stable

How everyone can contribute to achieving our objectives Engage in civic affairs Take an active interest in local matters and provide feedback on local policies and decisions.

Attend Council meetings Stay informed by attending or watching the live streams.

Participate in public consultations Attend workshops or share thoughts online.

Volunteer locally Offer time to support community initiatives.

Join a community group Connect with like-minded individuals in local groups.

34

MyCoffs Plan

MyCoffs Plan

35

Reporting progress The Integrated Planning and Reporting (IP&R) Framework administered by the NSW Office of Local Government under the NSW Local Government Act 1993 and Regulation 2021 guides local government on planning and reporting requirements (see Figure 1). Within this framework, Community Strategic Plans are the highest level of strategic planning required to be undertaken by councils.

The MyCoffs Plan is the core of the City’s planning and reporting. All other city plans must align with and support this Plan. The Plan is backed by a Resourcing Strategy, detailing how the City will fund its priorities through long-term financial, workforce, and asset management planning. It is also supported by a Delivery Program, outlining commitments for the City Council’s 4-year term, and an Operational Plan, specifying yearly projects, activities, and budget.

The IP&R Framework (and MyCoffs Plan) is also influenced by state and regional plans and strategies.

The City also has other strategic plans addressing various areas, such as land use planning, sports and recreation, aquatics, natural resources, homelessness, affordable housing, First Nations, heritage, place and movement, waste management, economic development, tourism, events, cultural facilities (such as libraries, the museum, the art gallery) disability inclusion, positive ageing, property, and development servicing.

State Plans and Strategies

Relevant Regional Plans and Priorities

Monitoring and reviewing

JO Statement of Strategic Regional Priorities

To evaluate the effectiveness of the Council of the City of Coffs Harbour

Community Strategic Plan

in achieving its long-term goals, each outgoing elected Council must prepare

10 YEARS

a State of our City Report detailing its achievements.

Other Council Strategies and Plans

Resourcing Strategy

Local strategic planning statement

Asset Management Strategies and Plans

Environmental Strategies

Delivery Program

Operational Plan

Community Engagement

Affordable Housing Strategy

Community Engagement Strategy

How we measure success

Workforce Management Strategy Long-Term Financial Plan

EXAMPLES INCLUDE:

Î

The four-year Delivery Program guides the City’s actions to implement the Community Strategic Plan over four years. It is reviewed annually during the preparation of the Operational Plan, which details specific projects and initiatives.

Î

The Operational Plan covers work for the financial year, allocating resources to projects in areas like transport, water, recreation, environmental management, governance all aligned with community objectives.

Î

Annual and Quarterly progress reports measure the City’s performance in managing its budgets and delivering programs and services.

Î

State of our City Report provides information that sets the scene for the new council and may include

Community participation plan

Annual Report

Community Engagement

36

MyCoffs Plan

achievements to date and highlight future work to be undertaken. The report should assist the new council to undertake a review of the CSP, which is an essential component of IP&R cycle.

Each newly elected Council will review the Community Strategic Plan, allowing the community to reassess priorities in line with evolving needs. In accordance with the Integrated Planning and Reporting framework, the plan must be reviewed by 30 June after a local election. During this review, Council assesses implementation and uses data from sources like the Community Satisfaction Survey, Australian Liveability Census, ID.Profile and Australian Bureau of Statistics to ensure measurable progress toward long-term goals.

MyCoffs Plan

37

About the Coffs Harbour region Coffs Harbour is home to the Gumbaynggirr people who settled in this area over 60,000 years ago. Their thoughtful custodianship and care have shaped this land as it is today.

Today, around 85,000 residents call Coffs Harbour home, living in about 30 communities spread across the coast and hinterland — with population projected to increase to 99,900 by 2036. The local government area (LGA) covers 1,174 square kilometres, stretching from Red Rock in the North to Bundagen in the South and past Brooklana and Lowanna in the West.

Its population is concentrated in the main centres of Coffs Harbour, Toormina and Woolgoolga, with smaller villages and neighbourhoods providing key hubs for people living in suburban and rural environments.

Originally an agricultural hub, Coffs Harbour has evolved into a thriving coastal city with a diverse growing economy, thanks to the ongoing investment into health, education, construction and tourism sectors.

Our natural and rural landscapes form part of our cultural heritage and ‘sense of connection’ for our community.

38

MyCoffs Plan

Known for its rich ecological diversity, half of the LGA is dedicated as reserves, parks, National Parks and State Forest, with the Solitary Islands Marine Park protecting its offshore waters. In 2021, the Coffs Coast became NSW’s first certified ECO Destination, recognising the City’s commitment to sustainability, community engagement and cultural authenticity.

Natural and rural landscapes form part of the region’s cultural heritage and the community’s ‘sense of connection’.

Acknowledging the identity of Coffs Harbour — including its diversity, distinct needs and community values is crucial for the development of a successful Community Strategic Plan. This approach ensures that future developments are inclusive, respectful of history and aligned with the aspirations of all residents — resulting in a more sustainable, vibrant and connected Coffs Harbour, now and in years to come.

MyCoffs Plan

39

Population

Age

78,759 (2021 Census Usual Residents)

sehold types u o H

15.6% born overseas

29.7% couples without children 27.5% single persons

6.9% need disability assistance

Education

25.5%couples with children

5.8% Aboriginal or Torres Strait Islander

12.9% single parents

51.7% female

3.5% extended family or group

48.3% male

ym Emplo ent

44 years (median age) 16.9% aged 10-24yrs

45.3% completed year 12

30.2% aged 60+ years

Coffs Harbour by the numbers

55% vocational qualification

Life expectancy (at time of birth calculation) 83.6 years female 77.8 Years males

29.4% university education

3 industries p o T 55.5% of people are employable

lation growth u p Po

5.3% unemployed

83,988 (2025 Estimated Forecast)

sing tenure u o H

99,906 people by 2036 (+15,918 estimated population, 19% increase) 9.3% estimated increase for aged 60+

1. Health Care and Social Assistance (19.2%) 2. Retail Trade (10.7%)

Local jobs

3. Construction (10%)

Local Jobs 66,906 94.7% Employed

Income 64% owned or with a mortgage

2% Other 6% Not Stated

38,581 households by 2036 (+6,896 estimated total, 21.8% increase) Median total personal income — $688, weekly Median total household income — $1,363, weekly

MyCoffs Plan

10.7% work from home

nal househo o i t i l dd

Single person households increase by 20.8%

40

2.9% walk or cycle to work

d

3.9% social housing

A

24.1% renting privately

73.7% travel to work by motor vehicle

Source: 2021 Census Data for the Coffs Harbour (LGA118800), Australian Bureau of Statistics.

Population and Household Forecast figures for 2036 sourced from .ID Informed Decisions, City of Coffs Harbours — population forecast.

MyCoffs Plan

41

coffsharbour.nsw.gov.au 02 6648 4000 coffs.council@chcc.nsw.gov.au 42

MyCoffs Plan