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 City Junyirrigam-bu junga-ngarraynggi yaanga gungangulam … Coffs Harbour-’s City Council acknowledges these traditional custodians wajaarrgundi yilangandi ngiyaa gawbarri: yaam Gumbaynggirr girrwaa … of the land where we meet the Gumbaynggirr people yaamanga-ndi yaam wajaarr jalumbawnyarr ngarraynggang. these-who here the land from of old 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.
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
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
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
Have Your Say,the community satisfaction survey, and the Delivery Program and
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.
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 connected, sustainable and thriving .
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.
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.
We undertake development that is environmentally, socially, and economically responsible
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.
We undertake effective community engagement
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 stimulate economic growth, investment, and local jobs
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.
Guiding principles
The City’s MyCoffs Plan has been developed in accordance with the NSW Local Government Act 1993 and Integrated Planning and Reporting Guidelines, incorporating social justice principles and the quadruple bottom line to ensure an inclusive, sustainable, and balanced future for the Coffs Harbour LGA .
Social justice principles
Equity
Decision-making and resource allocation should be fair, prioritising those in need.
Access
Everyone should have equal access to services, resources, and opportunities to enhance their quality of life.
Quadruple bottom line
Social
Community Wellbeing
Î Community well-being and inclusion
Î Planning and infrastructure
Î Culture and recreation
Î Heritage and public engagement
Î Public health, safety and affordable housing
Participation
All individuals should have meaningful opportunities to engage in decisions that impact their lives.
Rights
Equal rights should be upheld and promoted, ensuring opportunities for all people, regardless of their background
Roles and responsibilities
The City overseas the Plan, however the implementation and success of the MyCoffs Plan relies on the leadership, advocacy, collaboration and actions from all stakeholders.
The community owns the Community Strategic Plan. TheCity
Advocates for the community, giving voice to community priorities and aspirations – to achieve the best outcomes for all.
Inspires action, fosters collaboration and shapes a shared community vision. Mentors to build capacity.
A Place for Community
Î Water and waste management
Î Biodiversity conservation
Î Climate and energy initiatives
Provides local infrastructure, services, facilities and programs that achieve the outcomes of the Plan.
Î Sustainable development Economic
Community Prosperity
Î Economic growth and sustainability
Î Industry and business development
Î Infrastructure and connectivity
Community Leadership
Î Governance and leadership
Î Community engagement and participation
Î Service delivery and accountability
Î Workforce and ethical standards
Î Regional economic opportunities Civic Leadership
Develops partnerships to achieve shared objectives aligned with community priorities.
Shares resources, expertise and knowledge to drive progress. Through strong, ongoing relationships, works together to support and collaborate in achieving shared outcomes.
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:
Î Premier
Î Social Services
Î Justice
Î Health and Aged Care
Î Education
Î Planning and Housing
Î Infrastructure
Î Environment and Climate Change
Î Energy and Transport
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
Private Sector and industry organisations
Î Private education and training facilities Î Business community and associations
Social service providers
Î Coffs Harbour and District Local Aboriginal Land Council
Î Arts and cultural sector organisations
Î Peak bodies and associations
Î Regional partners i.e. Coffs Coast Regional Trust Board, Regional Development Australia Mid North Coast
Î Chamber of Commerce
Î Emergency Management Community
Sporting groups
Businesses
Community Vision
Connected Sustainable Thriving
Connected
Our community will have safe, vibrant and inclusive places where people can connect
How to read the plan
Sustainable
The diversity of our natural environment will be sustained for the future and our resources will be used responsibly through informed leadership
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
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.
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
Girrwaa-gundi community-belong wellbeing
A1. A vibrant and inclusive place
A2. An active, safe and healthy community
Community
Prosperity
Girrwaa-gundi community-belong Yaabu-maanaygam property-holding
B1. A thriving and sustainable local economy
B2. A community achieving its potential
A Place for Community
Ya Maam Girrwaawa here place for community
C1. Liveable neighbourhoods with a defined identity
C2. A natural environment sustained for the future
Community
Leadership
girrwaa manggarla yanaa Community Take the lead
D1. Our leaders give us the confidence in the future
D2. We have effective use of public resources
Community Wellbeing
A1. A vibrant, inclusive place
Initiatives Outcomes
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
Î Gumbaynggirr Nation culture and heritage is honoured and acknowledged
Î We walk together with our local Aboriginal community to honour, share and acknowledge their stories, heritage and culture
A1. Measuring our progress
Initiatives Measures Source
A1.3 We address the causes of disadvantage
A1.4 We enrich cultural life through art, learning and cultural endeavour
Î Our community and our events are inclusive, and we celebrate together
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
Î New residents and visitors are welcomed and encouraged to participate in community life
Î We explore innovative solutions to affordable accommodation provision
Î The impacts of alcohol and drug misuse are minimised
Î Collaborative approaches, based on evidence, are used to best reduce disadvantage
Î Our community is recognised for its innovation and creativity and there is increased participation in cultural and artistic activities
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
A1.1 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
Î % of community that know the Aboriginal name for the local Aboriginal community
Community Wellbeing Survey
Every 2 years
A1.3 We address the causes of disadvantage
Î % of community involved in volunteer activities or community groups
Î % of community who agree that it is a good thing for our community to be made up of people from different cultures
Î Households in the lowest 40% of incomes who are paying more than 30% of their usual gross weekly income on housing costs.
Î Households in the lowest 20% of incomes
Î Index of Relative Socioeconomic Disadvantage (IRSD)
of Statistics
Wellbeing Survey
of
of Statistics
Bureau of Statistics Census, every 5 years
A1.4 We enrich cultural life through art, learning and cultural endeavour
Î % of community that regularly attend arts and cultural activities Community Wellbeing Survey
Î % of community satisfied with the opportunities to attend arts and cultural activities in the local government area Community Wellbeing Survey
2 years
2 years
A2. An active, safe and healthy community
Initiatives Outcomes
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
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. Measuring our progress
Initiatives Measures
A2.1 We support our community to lead healthy active lives
Î % of the community that regularly participates in recreational activities with others
Î % of the community that regularly participates in organised sporting activities with others
Î People Self-Reporting Health
A2.2 We facilitate positive ageing
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 Our senior residents are supported in participating in all aspects of community life
Î Our community supports lifelong learning
Î The opportunities for people to live independently are supported
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
A2.2 We facilitate positive ageing Î % of people over 65 years old thathave the opportunity to have their say on important issues
Wellbeing Survey
Î % of people over 65 years old that regularly volunteer in the community (monthly or more)
Î % of people over 65% years old that have a high level of pride in the community
Î % over people over 65 years old that are satisfied with their quality of life
Î % of people over 65 years old that feel part of the community
A2.3 We nurture mental health, wellbeing and social connection
Wellbeing Survey
Wellbeing Survey
Wellbeing Survey
Î Intentional self-harm: hospitalisations
Î Coffs Harbour local government area hospitalisation figures
Î % of community satisfied with quality of life in the Coffs Harbour local government area
A2.4 We cultivate a safe community Î % of community that feel safe in the local government area
Î Domestic violence related assault (rate per 100,000)
Wellbeing Survey
Wellbeing Survey
Bureau of Crime Statistics and Research
Î Sexual assault (rate per 100,000) NSW Bureau of Crime Statistics and Research
Î Intimidation, stalking and harassment incidents (rate per 100,000)
Bureau of Crime
and Research
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.
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.
Community Prosperity
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
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
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. Measuring our progress
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
Î Local unemployment rate
Youth
of
Institute of Economic and Industry Research
of agricultural production
B1.2 We attract people to work, live and visit in the Coffs Harbour local government area
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
B2. Community achieving its potential
B2.1 We are best prepared to take advantage of opportunities now and in the future
Î Workforce planning and training opportunities anticipate emerging industries as well as employment and qualification needs within the local economy
Î Local employers provide relevant training and work experience opportunities
Î We have increased education expectations within our community
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
B2. Measuring our progress
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
How everyone can contribute to achieve our objectives
Support local businesses
Shop locally and employ local workers.
Promote local creativity and culture
Attend cultural events, visit cultural sites, and buy from local artists and creators.
Further education
Enrol in tertiary education or a short /community course.
Start a business
Seek advice on starting a local business. 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).
A Place for Community
C1. Liveable neighbourhoods with a defined identity
Initiative Outcome
C1.1 We create liveable spaces that are beautiful and appealing
C1.2 We undertake development that is environmentally, socially and economically responsible
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
Î Sustainable development enhances the Jetty Foreshores as a landmark destination in Coffs Harbour
Î We reflect our beautiful natural setting throughout our built environment
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.
Measuring our progress
C1.1 We create liveable spaces that are beautiful and appealing
Î % of community who express satisfaction with the appearance of public areas
Wellbeing Survey
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
C1.2 We undertake development that is environmentally, socially and economically responsible
C1.3 We collaborate to deliver opportunities for housing for all
Î % of community who express high levels of pride in the Coffs Harbour local government area
Wellbeing Survey
Î Kilometres of cycle ways and foot paths City of Coffs Harbour Every year
Î % of new dwellings City of Coffs Harbour Every year
Î % of new dwellings in greenfield sites
Î % of new dwellings on urban infill sites
Î % and total number of very low, low, and moderate income households in housing stress
Î % of total housing that is social housing (public and community)
of Coffs Harbour Every
Bureau of Statistics
Bureau of Statistics
C2. A natural environment sustained for the future
Initiatives Outcome
C2.1 We protect the diversity of our natural environment
Î Through collaboration, we protect and enhance our natural environment
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
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
C.2 Measuring our progress
Initiatives Measures
C2.1 We protect the diversity of our natural environment
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
C2.2 We use resources responsibly to support a safe and stable climate
Î Habitat connectivity 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
Î Water quality NSW Environment and Heritage — Estuary Report Cards Every 3 years
Î Total waste generated City of Coffs Harbour Every year
Î Total waste diverted from landfill City of Coffs Harbour Every year
Î Annual greenhouse gas emissions tonnes CO2 equivalent (CO2-e) per capita
Essential Energy Electricity consumption data by Local Government Area, ABS population data by Local Government Area Every year
Î Water consumed in total across the local government area and percentage residential, non-residential NSW Water — Performance Monitoring Database Every year
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.
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.
Community Leadership
D1. Our leaders give us confidence in the future
Initiatives Outcome
D1.1 We foster informed and inspired leadership in our community
D1.2 We undertake effective engagement and are informed
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
Î Regional resource sharing and partnership initiatives are pursued where they provide greater community benefits
Î All groups in our community are valued and have the opportunity to shape our future
Î Our leaders seek to engage and consult with the whole community to capture and consider all viewpoints
Î Decision-making processes are open and transparent
Î There is greater awareness of the key issues impacting our community
D1. Measuring our progress
Initiatives Measures
D1.1 We foster informed and inspired leadership in our community
D1.2 We undertake effective engagement and are informed
% of the community who agree that they are able to vote for a trustworthy political candidate
% of the community who agree that they have the opportunity to have a say on important issues
Wellbeing Survey
Î % of the community who feel it is an active community where people get involved in local issues and activities
Wellbeing Survey
D2. We have effective use of public resources
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 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 There is collaborative planning to address needs associated with projected population growth
Î Accurate data is collated and used to help effectively and strategically plan for future community needs
Î Infrastructure is planned for the long-term and without imposing an unfair burden on future generations
Î 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
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
D2. Measuring our progress:
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
Î % of the community who feel the area has good or very good public services
Wellbeing Survey
D2.2 We collaborate to achieve the best possible future for all the Coffs Harbour area
Î % of the community who feel the area has good or very good public facilities and infrastructure
Wellbeing Survey
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
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.
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.
Monitoring and reviewing
To evaluate the effectiveness of the Council of the City of Coffs Harbour in achieving its long-term goals, each outgoing elected Council must prepare a State of our City Report detailing its achievements.
How we measure success
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
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.
Our natural and rural landscapes form part of our cultural heritage and ‘sense of connection’ for our community.
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.
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.
Household types
Employment
Coffs Harbour by the numbers
Population growth
Housing tenure
Additional household
Top3industries
Local jobs
