We acknowledge the traditional custodians of the land on which we work and live, the Gathang-speaking people and pay our respects to all Aboriginal and Torres Strait Islander people who now reside in the MidCoast Council area. We extend our respect to Elders past and present, and to all future cultural-knowledge holders.
This document, MidCoast Council’s Delivery Program 2025-2029, sets out the Councillors’ priorities and Council’s principal activities and projects over the next four years in response to the MidCoast 2035 Community Strategic Plan and delivering the five Community Outcomes our community told us will make the MidCoast even better
We will report publicly on our progress against this Delivery Program every six months to make sure we stay on track.
Please refer to our Operational Plan 2025-26 for details of the specific actions and projects that Council will deliver in the 2025-26 financial year to support this four-year Delivery Program. The Operational Plan also includes the Statement of Revenue Policy, Fees and Charges and Capital Works Program 2025-26.
Delivery Program on Public Exhibition: 2/05/2025 – 6/06/2025
Delivery Program adopted by Council: To be confirmed
Phone
General enquiries: 02 7955 7777
Water and sewer faults: 1300 133 455 (24 hours)
Email council@midcoast.nsw.gov.au
Web www.midcoast.nsw.gov.au
<<To be completed post-exhibition>>
Located on the mid north coast of NSW, the MidCoast Local Government Area (LGA) is around 3 hours’ drive north of Sydney and 1.5 hours north of Newcastle via the Pacific Highway.
The geographical area of the LGA covers more than 10,000 km2 and extends from the coastline, west to the escarpment of the Great Dividing Range It is one of the largest Local Government Areas by land mass in NSW
The Gathang-speaking people are the traditional owners of the land.
The region is well known for its natural beauty, with its sparkling beaches on the coast to mountains in the hinterland, and expansive national parks and green spaces in between. It includes the Manning River Valley, the Wallis, Smiths and Myall Lakes systems, the northern foreshore of Port Stephens, the agricultural hinterland and rugged, forested ranges of the Woko and Tapin Tops National Parks, and the World Heritage-listed Barrington Tops National Park.
These natural features contribute to our lifestyles, livelihoods and wellbeing, and protecting and celebrating them is an important focus for our future.
The MidCoast is home to an estimated population of 101,600 in 2025, located across 195 towns and villages each with their own character and offering our diverse community a wide range of lifestyle opportunities.
We expect the population to grow with an additional 15,100 residents between 2025 and 2036, representing a forecasted population growth of just under 15% for that period.
This Delivery Program represents MidCoast Council’s response to the MidCoast 2035 Community Strategic Plan. It outlines what MidCoast Council intends to do during the four years from 2025-2029.
All Councils in NSW are required to progress the achievement of their Community Strategic Plans through a Delivery Program
MidCoast 2035 sets the vision, details the desired outcomes of the local community and identifies the strategies that will be followed to achieve this desired future for the next 10+ years
The Delivery Program translates these outcomes and strategies into actions. It examines the important issues facing Council and identifies the priority activities that will be a focus for Council from 2025-2029. It is a statement of commitment to the community from your elected Council and is the primary reference point for all activities that Council will undertake during this four-year period.
The Delivery Program drives Council’s Operational Plans which are prepared for each year of the Delivery Program. The Operational Plans detail:
• the projects, programs and services that will be undertaken for each year that contribute to the commitments of the Delivery Program
• a budget showing how Council intends to fund the Operational Plan. This also includes a Revenue Policy, and Fees and Charges
• a Capital Works program
How the planning documents link
MidCoast 2035 Community Strategic Plan (10+ years) where the community wants to head COMMUNITY VISION AND OUTCOMES All stakeholders responsible
Delivery Program (4 years)
what Council proposes to deliver over the Council term
This document STRATEGIES
PRINCIPAL ACTIVITIES aligned to CSP Outcomes
Council Program
Operational Plan and Budget (1 year)
what Council will undertake each financial year
DETAILED ACTIONS to contribute to the Delivery Program Principal Activities
Council Plan
This Delivery Program:
• Describes MidCoast Council and its relationship with the community and other stakeholders in delivering for the future of the MidCoast Community
• Outlines the Councillors’ priorities that we will pursue over the next four years
• Outlines how our work contributes to the community’s vision and responds to the needs of our community
• Describes the resources we have in place to support the delivery of the four-year program
• Shows how we are accountable to the community for what we deliver
Council reports back its contribution to the community’s vision via a range of documents as shown below. All reports are available on Council’s website.
MidCoast 2035 Community Strategic Plan
All stakeholders responsible
Delivery Program 2025-2029
Council Program
Operational Plan and Budget
Council Plan
Reports on the community’s (including Council’s) progress towards achieving the desired community outcomes in the CSP
Details any change in community indicators in the Community Strategic Plan over the 4-year period
Is presented to the incoming Council to help inform planning for their term
Reports on Council’s progress in delivering the 4-year Delivery Program through the implementation of the Operational Plan for the previous year
Reports on Council’s progress on delivering the Services and Projects detailed in the Operational Plan
Includes a progressive update against Performance Measures outlined in the Operational Plan
The elected Council and MidCoast Council’s Executive Team and staff work together with the community and other levels of government to deliver on the community’s vision for the future.
Elects Council and provides input into decisions, contributes to the community’s vision and uses Council’s services
Federal and State Governments
Set legislation and provides funding
Elected Council
Oversees the strategic direction of Council and determines how Council’s budget will be allocated
Provides the Elected Council with advice on priorities and strategic direction and oversees the day-to-day operations of MidCoast Council
Audit, Risk and Improvement Committee
Provides effective and credible guidance and input to the elected representatives and Executive Management to add value
Implement the decisions of the elected Council under the direction of the General Manager and Executive Team
MidCoast Council has 11 elected Councillors whose role is to oversee the strategic direction and governance of MidCoast Council.
The Councillors represent the views of the community and make decisions in the best interest of the whole community, advocate on behalf of the community to other levels of government, demonstrate conduct that the community expects and deserves, and plan and oversee the running of a significant and complex business.
At the Local Government Elections held on 14 September 2024, the following Councillors were elected to represent the MidCoast Local Government Area for the four-year Council term which will conclude in September 2028. Cr Claire Pontin was elected as Mayor of MidCoast Council and Cr Jeremy Miller was elected as Deputy Mayor at the first meeting of the new Council held on 9 October 2024. They will hold these roles until September 2026.
There is a current vacancy in the office of Councillors following the resignation of Councillor Dheera Smith (7 April 2025). The Electoral Commission is currently running a countback process to determine the newly elected Councillor. Once this process is completed (prior to the final Delivery Program being adopted on 30 June 2025), details of the new Councillor will be added to this page.
There are a range of ways that you can have a say about what Council is doing and keep up to date on Council’s contribution towards achieving the vision for MidCoast.
• Register to “Have Your Say” to help shape the future of The MidCoast by providing your thoughts and feedback on various Council projects, plans and policies at a time and place that suits you. You can also receive regular updates on Council activities or follow a project of interest. https://haveyoursay.midcoast.nsw.gov.au
• Join us at one of our Community Conversations events to meet the councillors and senior council staff to hear about Council’s plans for the MidCoast and your area and ask questions. These sessions are also an important opportunity for us to better understand what matters most to you and your community. www.midcoast.nsw.gov.au/conversations
• Attend or watch livestreamed Council meetings to find out about the decisions we make, register to speak at one of our forums on matters that are important to you, or read the agendas and minutes from Council meetings. www.midcoast.nsw.gov.au/meetings
• Get in touch with your Councillors. Their contact details are available on Council’s website www.midcoast.nsw.gov.au/councillors
• Subscribe to News Wrap, our weekly email round-up of what’s happening, what’s new and what’s on. www.midcoast.nsw.gov.au/news
• Visit Council’s website for all Council information and updates www.midcoast.nsw.gov.au
• Follow Council on social media
• Like us on Facebook
• Watch our YouTube Channel
• Follow us on Instagram
• Connect with us on LinkedIn
For more information about all the ways you can be involved in what Council does, and stay informed about what’s happening in the community visit www.midcoast.nsw.gov.au/Get-involved
MidCoast Council is a complex organisation with over 960 employees, assets over $5 billion and annual operating expenses exceeding $320 million
Council employs 965 people who are responsible for the delivery of 31 different services across three divisions:
• Liveable Communities (397 or 41% of employees)
• Infrastructure and Engineering (418 or 43.3% of employees)
• Corporate Services (147 or 15.23% of employees)
The 31 services cover everything from the traditional roads, rates and rubbish through to community services and facilities such as our network of libraries and recreation and public spaces, water supply, conservation programs and sustainability initiatives, and planning and development for the area. These services aim to improve the quality of life for our community and ensure the sustainable development of the region.
We look after over $5 billion in infrastructure assets across roads (and support infrastructure), water (including wastewater and stormwater) and cultural and recreational assets which support the delivery of our services
This Delivery Program is Council’s response for the next four years, to the MidCoast 2035 Community Strategic Plan.
Council along with all community stakeholders (including other levels of government, community and business stakeholders and residents) work together to help achieve the Community’s vision for the MidCoast and the desired Community Outcomes. The ‘Plan on a Page’ below describes where the MidCoast community wants to be in 10 years’ time (Vision and Community Outcomes) and how the community will work together to get there (Our Strategies).
Council faces a range of external challenges in supporting the community outcomes and vision described in MidCoast 2035. These include:
Council has a limited range of revenue streams to fund Council services, facilities and projects. These include rates, fees and charges and cash earmarked for specific projects. We also face rising costs.
Additionally, over time, the role of local governments has expanded significantly beyond the three Rs - rates, roads and rubbish. Councils have increasingly been relied upon to deliver services and infrastructure which were traditionally the responsibility of other levels of government. This practice of cost-shifting imposes further constraints on Council’s ability to fund all the projects and services that the community wants us to deliver. We must prioritise certain initiatives over others, which can lead to tough decisions and trade-offs.
Australia's infrastructure is ageing. Ours is too. Ageing infrastructure is a significant contributing factor influencing the financial sustainability of Council The MidCoast’s large area means we have significant public assets like roads, water infrastructure and community facilities. The assets that MidCoast Council is responsible for alone, are valued at over $5 billion.
A sizeable portion of our region’s assets are coming to the end of their life or need to be maintained to extend their life. With population growth, it is financially challenging to build new infrastructure to support that growth, while conducting the required annual maintenance for our existing assets or building fit-for-purpose replacements with the resources that are available.
Australia is experiencing ongoing changes to its weather and climate. The Bureau of Meteorology has observed an increase in the frequency of extreme heat events over land and in the oceans; heavy short-term rainfall events becoming more intense leading to flash flooding; an increase in extreme fire weather, and a longer fire season; and a continued decrease, on average, in cool season rainfall across southern and eastern Australia, which will likely lead to more drought events
Annually, the damage to Council’s assets from coastal flooding and erosion, bushfires and severe storms costs millions of dollars and is expected to increase. Disasters and extreme weather events not only lead to costly repairs which disrupt services, they also divert Council resources from other critical areas and put pressures on planned maintenance schedules and Council’s ability to deliver projects.
Climate adaptation management and managing the risks associated with a changing climate are also essential activities that incur a significant financial cost.
As a regional Council, attracting and retaining talent presents several challenges, largely driven by factors such as competitive salary packages, the ageing workforce, career progression limitations and geographical factors.
The limited regional talent pool, increasing demand for specialised expertise and pay competitiveness with the private sector and state government, makes the attraction and retention of skilled professionals increasingly difficult.
It is particularly difficult to recruit network operators, engineers, planners, regulatory positions, senior leadership positions, heavy vehicle mechanics, trade positions, specialised project management, team member operations, water assets, and finance professionals with technical expertise.
Successfully delivering the community's vision often requires collaboration with various stakeholders, including other levels of government, private sector partners, and community organisations. Building and maintaining these partnerships can be complex and time-consuming but are necessary to achieve positive outcomes for the community.
Navigating complex regulatory frameworks and approval processes can slow down the implementation of community projects. Project delivery can also be further complicated due to opposing views from residents, community groups or stakeholders
By addressing these challenges through strategic planning, transparent communication, and innovative solutions, we can better align our efforts with the community's vision and achieve sustainable, long-term success
As part of preparing the 2025-2029 Delivery Program, our Councillors identified three key priorities for the four years from 2025-2029:
Supports MidCoast 2035 Strategy:
PI-5
Provide a safe, reliable and well-maintained road and broader transport network with options for active and shared travel
Supports MidCoast 2035 Strategy:
L-4 Deliver services to the community with a focus on customer service, efficiency, continuous improvement and long-term financial health
Supports MidCoast 2035 Strategy:
L-4
Deliver services to the community with a focus on customer service, efficiency, continuous improvement and long-term financial health.
Across the MidCoast Region, our local roads form an essential web that links our community with friends, services and businesses that supply their needs. Every community member interacts daily with the road network in one way or another. Local roads play a vital role in keeping communities connected and protected in times of natural disaster.
MidCoast’s road network spans over 3,640km, with roughly equal parts sealed and unsealed roads, 669 bridges and many other road assets such as kerbs, gutters, roundabouts and retaining walls.
The NSW Government (via Transport for NSW) manages the state road network which is made up of the major arterial roads such as Failford Road and the Lakes Way as well as the main highways like the Pacific Highway. They also contribute funding towards the maintenance of the regional roads such as The Bucketts Way, Manning River Drive, Old Bar Road and Myall Way. Regional roads make up about ten per cent of our local road network.
The Australian Government provides funding for roads and bridges via a range of competitive grant programs as well as the Financial Assistance Grants (Local Roads Component). Like many other Councils, we rely heavily on external funding to renew our road network.
The current state of our road network is not meeting the community’s expectations with residents consistently identifying improvements to our road network as their highest priority for Council.
Council has in place a Road Strategy which outlines what would be required to improve our road network's condition and meet the community's expectations. It identifies the current state of our roads, future desired states, challenges, and improvement opportunities.
The Strategy identifies an annual funding shortfall for road network infrastructure renewal. It also identifies that additional maintenance funding is required each year to initiate preventative maintenance programs that will enable Council to improve road durability, slow the rate of road deterioration, deliver cost efficiencies, and improve driver safety.
Whilst closing the full funding gap is beyond our capacity at this stage, we have embarked on a process to realise savings across the breadth of our other services, so that the identified savings can be invested into our road network. This process, along with an additional allocation from the Special Rate Variation Reserve has resulted in a total of $6.7 million more funding being allocated from rates revenue for road maintenance and renewals in the first year of this Delivery Program than was provided for in the 2024-25 budget.
The graph below, shows the funding allocation to roads from the various available funding sources 1 over five years including 2024-25 and the four years of this Delivery Program (20252029)
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$-
Total Rates Grants SRV Reserve Stormwater Reserve FAG Other
Annual fluctuations in total funding are largely due to movements in grant funding with several programs funded in 2024-25 ending in that year. For the four years of the Delivery Program, Council has been conservative with its expectations of grant funding. Council will continue to actively seek grant funding opportunities with asset renewals as the funding priority.
The funding allocation to road renewals and maintenance is shown in the table below. Renewals are funded via a mix of rates revenue and grant funding. All maintenance activities are funded from rates.
1 SRV - Special Rate Variation Reserve, FAG - Federal Assistance Grants
New road maintenance priority allocation initiatives include the development and implementation of the following programs in addition to the existing heavy patching program:
Maintenance Program
Crack Sealing Program
Drainage Maintenance Program
Program Description
Crack sealing is a highly effective preventive maintenance technique for roads. By sealing cracks early, you prevent water from infiltrating the road pavement, which can weaken the base and sub-base layers. This helps to extend the overall lifespan of the pavement. Sealing cracks also helps maintain a smoother and safer driving surface leading to improved safety for drivers.
Effective drainage reduces deterioration of the road as it prevents water from seeping into the road base and sub-layers which can cause the road pavement to weaken over time. Properly maintained drainage systems reduce the risk of water-related hazards such as ice formation in cold weather and erosion of road shoulders.
Road Delineation Renewal Program
Road Shoulder Grading Program
Replacing guideposts and providing improved signage and line marking provides greater direction for motorists helping them to evaluate risks and drive appropriately for the conditions.
Removal of accumulated sediment along the edge of bitumen roads helps direct water away from the road surface, reducing the risk of water pooling and subsequent damage to the road pavement. Well-maintained shoulders also provide a safe area for vehicles to pull over in emergencies, reducing the risk of accidents.
In addition to the above, over the four years of this Delivery Program Council will implement key actions that will contribute to an improved road network across the MidCoast. These include:
Mayor & Councillors
Communication, Engagement & Marketing
We will advocate for more equitable State and Federal Government funding to improve the condition of our local and regional roads
We will advocate for the State Government to increase the level of support for future maintenance and replacement of our regional road network and the implementation of key projects on State Roads and the Pacific Highway
We will continue to keep the community informed of roadworks in their area and use our communication channels to explain the challenges of maintaining our road network
Transport Network
We will consider the full lifecycle of our Transport Network assets, taking a long-term approach to asset construction and maintenance and seeking to reduce our level of backlog over time
We will design, construct and maintain safe and efficient roads and mobility networks within available funding and resources
We will implement the Road Strategy to identify how we can prevent the condition of our network from getting worse and identify ways to return it to satisfactory condition over time
We will report quarterly on our operating expenditure and annually on our progress
Further details on major projects and programs to improve the road network over the next four years can be found on pages 70-73 of this Delivery Program. Specific activities for the current year can be found in the Service Statements for each of the Council services identified above in Council’s Operational Plan 2025-26.
Our community has indicated to us that improving our road network is their highest priority for Council. We also know that an improved road network will deliver better social, economic and environmental outcomes for the MidCoast.
In response, the elected Council has identified improving our roads as the top priority for their term and have allocated $11.9 million of additional rates revenue 2 over the four years of the Delivery Program to better renew and maintain our roads with an additional $6.7 million being allocated in the first year.
It won’t be enough to fix everything but it’s an important next step in addressing the declining condition of our road network without significantly impacting the other services provided by Council.
2 The additional rates revenue refers to funding from general rates and the Special Rate Variation Reserve which is over and above that allocated in the 2024-25 budget
In December 2023, Council commissioned an independent review to assess the long-term financial sustainability of Council. Financial sustainability means having sufficient funds to meet all our resource and financial obligations, including the provision of agreed services and properly maintaining our assets. It also means:
The findings of the review indicated that Council’s cash (short-term) position is sound. We manage our finances well and ensure all expenditure is monitored and reported, with any variations approved by Council. In simple terms, we balance our budget every year and ensure our staff and suppliers are paid.
We do however need to do more to ensure that Council is financially sound in the long-term so that we are able to maintain our infrastructure (physical assets) for future generations and have sufficient cash reserves to accommodate unexpected financial events.
In response to the independent review, Council has put in place a Financial Sustainability Review Action Plan with the following inter-related objectives:
Objective 1: Expenditure is managed to ensure that limited funds are controlled and spent effectively.
Objective 2: Council operations are effective, efficient, and lean - delivering value for money to the community.
Objective 3: Council assets are strategically managed across their entire lifecycle and asset management capability is continually developed and improved.
Objective 4: Revenue sources are regularly reviewed to align with expenses and agreed service levels.
Objective 5: Generate sufficient unrestricted cash as determined by Council policy.
Over the four years of this Delivery Program, Council will continue to implement actions from the Financial Sustainability Review Action Plan (highlighted in bold below). These actions together with other activities also identified below will contribute to Council’s long-term financial sustainability and a sustainable future for the MidCoast.
Mayor & Councillors
Business Transformation Program
Corporate Planning and Performance
Finance
Information & Communications Technology
Land Use Planning
Legal & Property
Public Spaces
Sewerage Services
Stormwater Drainage, Flooding & Coastal Engineering
Transport Network
Water Supply & Treatment
Strategic Asset Planning & Project Management
We will oversee long-term financial planning to ensure intergenerational equity and financial sustainability
We will streamline administrative processes, operate more efficiently and reduce wastage which will enable us to provide better value for money from Council services
We will support the optimisation of services against community needs through the delivery of the Service Review Program
We will use our long-term financial plans to assist us with sustainable decision making and revise them as required to ensure financial sustainability
We will create new policies to drive a financially sustainable future for our community
We will use financial methodologies so that we utilise our revenue effectively and work towards a decrease in our operating costs
We will investigate activity-based accounting
We will use information and communications technology services to identify business needs and drive efficiencies
We will develop a MidCoast Contributions Plan to ensure that essential infrastructure is adequately funded for new developments
We will develop a Commercial Property Portfolio to generate additional revenue and build long-term financial security
We will develop and implement plans and strategies to guide our investments in infrastructure to deliver efficient and sustainable services that meet the community’s needs
We will plan and deliver the renewal of infrastructure to maintain our service levels
We will develop Council-wide Strategic Asset Management processes and reporting to reduce unnecessary expenditure and ensure that our assets are used to their fullest potential
Further details on major projects and programs to improve Council’s long-term financial sustainability over the next four years can be found on pages 83-89 of this Delivery Program. Specific activities for the current year can be found in the Service Statements for each of the Council services identified above in Council’s Operational Plan 2025-26.
Long-term financial sustainability underpins all decision making and strategic planning for MidCoast Council with a focus on achieving intergenerational equity. Financial sustainability ensures that financial and asset management is effective, and that spending and infrastructure investment is responsible and sustainable and benefits the local community.
Customer experience refers to the overall perception and satisfaction that our community has when interacting with Council services. It includes the following key aspects:
• Service Quality: Ensuring that the services we provide are efficient, reliable, and meet the needs of the community within the agreed levels of service.
• Accessibility: Making it easy for our community to access services and information whether in-person, on the phone or digitally.
• Customer Interaction: The way Council staff interact with the community plays a crucial role. Friendly, helpful, and knowledgeable staff can significantly enhance the customer experience.
• Feedback and Improvement: Actively seeking and responding to customer feedback helps Council understand the needs and expectations of our community.
• Trust and Transparency: Building trust through transparent operations and clear communication about Council decisions and actions. This helps our community feel more connected and confident in Council.
Council has embarked on a five-year Business Transformation Program which commenced in 2023 and is expected to realise total cashable benefits of $26.3 million over 10 years. The Program is designed to help us better meet the expectations of our community by improving both how our customers interact with us and how we work across the organisation. From a Customer Experience perspective, the Program will deliver the following benefits:
Enhanced user experience
An improved user interface and systems will enhance the community’s user experience interacting with Council
Reduced response times
Efficient internal ways of working will enable Council staff to support the community in an efficient and timely manner
Improved asset maintenance
Better tracking and management of requests and work in progress, will improve the overall customer satisfaction for asset maintenance at MidCoast Council.
Efficient and effective request management
Better systems and processes, and minimal manual interventions, will reduce the risk of errors in request management, providing better and more seamless customer service.
The Program's goals will be achieved through underlying projects aimed at delivering improved operations throughout the organisation. We have already implemented a new Customer Request Management System which is a new way for our customers to lodge and track requests At the core of the Program is one central purpose; becoming a community centric organisation that is easy to do business with.
In addition to the Business Transformation Program, over the next four years Council will implement key actions that will contribute to an improved customer experience. These include:
Mayor & Councillors
Corporate Planning & Performance
Communication, Engagement & Marketing
We will drive programs and initiatives that improve the customer experience
We will strengthen customer experience initiatives through understanding service level needs
We will create more and better ways to connect and engage with our community
We will inform and educate the community on issues that affect them
Customer Service
Information & Communications Technology
Public Spaces
Stormwater Drainage, Flooding & Coastal Engineering
Transport Network
Water Supply & Treatment
Sewerage Services
Workforce Services
We will aim to reduce the time taken to respond to, and resolve customer enquiries
We will enhance the customer experience when lodging development and building applications
We will use technology solutions to help us better understand our customers and identify service improvement opportunities
We will develop and implement plans and strategies to guide our investments in infrastructure to deliver efficient and sustainable services that meet the community’s needs
We will plan and deliver the renewal of infrastructure to maintain our service levels
We will respond to requests for service within our current service level or intervention standards
We will strengthen the organisation’s culture to increase the effectiveness of our employees and their contribution to the delivery of quality services
Further details on major projects and programs to improve the customer’s experience interacting with Council over the next four years can be found on pages 83-89 of this Delivery Program. Specific activities for the current year can be found in the Service Statements for each of the Council services identified above in Council’s Operational Plan 2025-26.
The community is our customer, and it is a Council priority to support and promote the delivery of an exceptional customer experience across all Council services, community facilities and online channels. Our staff are committed to strive for the highest standard of customer service possible by understanding what people want, need and value and delivering smooth and efficient interactions.
Council is committed to providing quality services that address the needs and priorities of the community. To achieve this, we continually assess ways to improve how we deliver our services, projects and programs to ensure they are delivered cost effectively, efficiently and sustainably.
The service review program provides a structured approach to help assess overall service performance. This approach supports Council to:
• drive commitment to continuous improvement
• integrate the improvements into our daily operations and planning
• identify opportunities for productivity and efficiency improvements and innovative solutions
• align service levels with community expectations and legislative requirements whilst balancing our resources
The desired outcomes of the service reviews are to ensure that the services we provide are:
Appropriate – services meet the current and future community needs and wants within the bounds of financial sustainability
Effective – are targeted appropriately and are of good quality
Efficient – are optimised and make the best use of available resources (people, assets and money)
Each service review will result in an improvement plan where adjustments to service levels are required or efficiency opportunities are identified. The results of our reviews will be shown in our Annual Report each year.
2025-26 Transport Network
Public Spaces
2026-27 Water Supply & Treatment
Sewerage Services
2027-28 Information & Communications Technology
Natural Systems
Manage a network of roads, bridges, shared pathways (including footpaths and cycleways), streetscapes, and streetlighting and Traffic and Safety Regulation
Provide clean, safe and well-maintained community infrastructure, facilities and recreational and public areas including parks and open spaces, sporting complexes, playgrounds and public amenities. Manage, maintain and operate Council buildings, community halls, public swimming pools, cemeteries and the Taree Airport
Provide a quality water supply including extraction; treatment and testing of water; operation and maintenance of the water network
Provide a quality sewerage network including collection, treatment and recycling of sewage, operations and maintenance of the sewerage network
Manage and maintain Council's Information and Communications Technology (ICT) systems and equipment including hardware, software, and communication networks
Meet community expectations and legislative requirements for the protection and management of the natural environment
2028-29 Governance & Risk
Land Use Planning
Stormwater Flooding & Coastal Engineering
Responsible for legislative compliance, information and records, risk and insurance management, business continuity across the organisation and corporate support to Council and the elected representatives
Deliver a sustainable land use planning framework for the MidCoast by working with the community and NSW Government
Provide and manage an integrated stormwater drainage network, flood risk management and natural disaster impact mitigation
Prioritised and funded actions arising from the Service Reviews will be incorporated into future Operational Plans with realised benefits from these actions reported to the community.
To deliver on the community’s priorities, we need to plan for the long-term. We do this through the Resourcing Strategy which supports Council’s response to the Community Strategic Plan. The Resourcing Strategy supports Council’s short, medium and long-term strategic plans and is informed by forecasted trends and challenges that may impact the services Council delivers and any anticipated changes in the demographics and needs of our community.
Resourcing Strategy Long-Term Financial Plan
Management Policy & Strategy
Management Plans
The Resourcing Strategy consists of four components:
1. The Long-Term Financial Plan provides a projected 10-year view of Council’s financial standing. The financial forecasts consider Council’s future revenue streams and operational expenses. The Plan includes long-term financial projections based on the Asset Management Plans, the Workforce Management Strategy, ICT Strategy and major project plans. It includes different options for how MidCoast Council could fund these plans and projects.
2. The Asset Management Strategy, Policy and Plans show how Council will repair, maintain and renew its assets
3. The Workforce Management Strategy ensures that MidCoast Council has the right people with the right skills to deliver the services, programs and projects As needs and expectations change over time, as well as the way of doing work, the Workforce Management Strategy will outline solutions to ensure Council continues to deliver efficient and quality work
4. The Information & Communications Technology (ICT) Strategy outlines how Council’s operations will be supported by innovative digital solutions that enhance service delivery, improve data governance and strengthen cybersecurity.
The annual Budget (which accompanies the Operational Plan) is also underpinned by each of the elements of the Resourcing Strategy.
This section of the Delivery Program provides the details of all the initiatives (Principal Activities and Major Projects) Council will undertake in the four years from 1 July 2025 to 30 June 2029.
These initiatives are presented by the five Focus Areas, Community Outcomes and supporting Strategies of the MidCoast 2035 Community Strategic Plan
Each initiative is linked to the Strategy that it most directly contributes to. Delivering one initiative may support multiple Strategies.
We respect and celebrate our Aboriginal heritage, diverse cultures and histories, and value creativity in all its forms.
Strategies
W-1
W-2
W-3
W-4
W-5
Improve public safety and the community’s ability to prepare and respond to emergencies.
Support the physical and mental health, and wellbeing of our community.
Help everyone connect and take part in community life, particularly those who face challenges with social isolation.
Acknowledge, respect and learn from our Aboriginal community to build trust and move forward together.
Foster opportunities for artistic, cultural and creative expression, participation and celebration.
Funding community development and cultural programs is an ongoing challenge for Council. For example, funding for the Resilience and Recovery Program concluded in June 2024, limiting Council’s ability to provide ongoing support and resources to help the community prepare for future natural disasters and emergency situations. Council is reliant on government funding being made available in the future when these events occur which is a reactive rather than (the preferred) proactive approach.
Many of Council’s community development projects are supported through funding from the Department of Communities and Justice (DCJ). The DCJ currently funds positions within Council that are integral to supporting young people and Aboriginal people across the MidCoast. These funding contracts expire in 2025. Should DCJ redirect or not renew funding for these positions, Council will need to fund these positions by seeking alternative opportunities or reconsider the delivery of these services. This includes the delivery of actions identified in the Aboriginal Action Plan to develop, grow knowledge of, and incorporate Aboriginal culture across various facets of Council operations and in the community.
There has also been a decrease in cultural funding from the NSW Government to regional areas as funds have been redirected to other projects. Council will continue to pursue opportunities to become more self-reliant in funding its community development and cultural activities. This will include:
• Exploring partnership and sponsorship opportunities to support cultural projects and facilities
• Working with community stakeholders to access grant funding for collaborative community and cultural projects
• Partnering with community support agencies to access available health funding to support the delivery of community assistance services
• Building the capacity of community groups to access and improve their success in obtaining grant funding
Facilitating equitable access to services and facilities across the region
The combination of MidCoast’s large geographic footprint, accessibility options and a concentration of services in larger townships to serve the 195 localities across the MidCoast makes it difficult for many of MidCoast’s residents to access important services (such as health and education) and community facilities and events. Council has an ongoing role to play in advocating for greater availability of health services and improved public/community transport across the region. Ongoing funding to improve the accessibility of community facilities and spaces is also crucial to ensuring that all residents can participate in community life.
The forecasted increase in the frequency and severity of weather events will continue to impact Council’s cultural assets and Council’s ability to deliver community-connecting programs. Council will continue to explore emerging technologies to enhance service delivery and provide opportunities for the community to connect in non-traditional ways.
W-1 Improve public safety and the community’s ability to prepare and respond to emergencies
Principal Activities
Activity Description
Undertake swimming pool safety and fire safety audits and inspections
Use regulatory controls and services to enhance public safety
Lead emergency communication activities
Support government initiatives (where appropriate) and empower the community to enhance the community’s safety and resilience
Support and participate in local emergency management activities
Major Projects
Emergency Management
Capital Works for the State Emergency Services (SES) and Rural Fire Service (RFS) Implementation of Capital Works on behalf of the SES and RFS
Services
Responsible Service(s) Informing Strategies, Plans & Frameworks
Building Services
Regulatory Services
Communications, Engagement & Marketing
Community & Cultural Development
Emergency Management
W-2
Support the physical and mental health, and wellbeing of our community
Principal Activities
Activity Description
Develop, deliver and support programs and activities that build resilient connected communities
Protect, promote and control risks to public health and environmental health
Advocate for improved health facilities and services for the MidCoast
Provide a range of spaces and places for outdoor recreation
Responsible Service(s)
Community & Cultural Development
Library Services
Environmental Health
Mayor & Councillors
Public Spaces
Informing Strategies, Plans & Frameworks
• Open Space and Recreation Strategy 2035 and supporting strategies and plans
W-3 Help everyone connect and take part in community life, particularly those who face challenges with social isolation
Principal Activities
Activity Description
Deliver community development programs and build relationships to strengthen our communities
Support the delivery of local community events and festivals
Responsible Service(s)
Community & Cultural Development
Library Services
Informing Strategies, Plans & Frameworks
• Youth Strategic Plan
• Ageing Strategy
• Disability Inclusion Action Plan (DIAP)
• MidCoast Aboriginal Action Plan 20222032
• Child Safe Action Plan
Provide a contemporary library service accessible to diverse audiences
Library Services
Community & Cultural Development
MidCoast Community Wellbeing Strategy and supporting Action Plan
W-4
and implementation of a
Community Wellbeing Strategy & supporting Action Plan
Acknowledge, respect and learn from our Aboriginal community to build trust and move forward together
Principal Activities
Activity Description
Deliver community and cultural development programs to support an inclusive and connected MidCoast community
Responsible Service(s)
Community & Cultural Development Library Services
Informing Strategies, Plans & Frameworks
• MidCoast Aboriginal Action Plan 20222032
• MidCoast Cultural Plan 2036
Foster opportunities for artistic, cultural and creative expression, participation and celebration
Principal Activities
Activity Description Responsible Service(s)
Provide quality arts and cultural programs and services via the Manning Entertainment Centre and Manning Regional Art Gallery
In partnership with other organisations, enable meaningful creative learning and cultural experiences to diverse audiences
Major Projects
Arts & Cultural Services
Manning Entertainment Centre auditorium upgrade funding
Manning Regional Art Gallery collection storage facility upgrade funding
Exploration of funding opportunities to upgrade MEC auditorium and replace seating
Exploration of funding opportunities to upgrade Gallery Collection storage facility
Arts & Cultural Services
Library Services
Currently, Council has a range of strategies and plans in place to support the community’s social and wellbeing needs. These include the:
• Youth Strategic Plan – which supports young people across the MidCoast to live fulfilling and meaningful lives. This strategy has expired, and extensive consultation has been conducted over the past year to update our knowledge of what matters to young people
• Ageing Strategy – which helps the MidCoast become an age-friendly place in which to live, work and play
• Disability Action Plan – a legislated plan which supports our commitment to creating more inclusive communities
• Child Safe Action Plan – which ensures that children always feel safe when in Council’s facilities and when accessing our services and outlines how Council is working towards the legislated requirement of meeting the 10 Child Safe Standards
• Aboriginal Action Plan – which guides Council’s effort to improve outcomes for Aboriginal people on the MidCoast through partnerships with other organisations and government agencies
With the new MidCoast 2035 Community Strategic Plan in place, it is a good opportunity to refresh these plans and take a new approach.
Council will engage with the community and stakeholders to check whether the social and wellbeing needs identified in the current Plans are still relevant and to find out about any new needs. With this information and further community consultation, Council will develop its first Community Wellbeing Strategy. This strategy will deliver a holistic approach to improving community wellbeing.
This approach will help Council to better support the development of the MidCoast community by aligning its activities with strategic priorities, avoiding conflicting priorities or duplicated actions and focusing resources where they can provide the most benefit.
Our natural environment is healthy and safeguarded for future generations.
We enjoy the lifestyle that our natural surroundings provide us.
We minimise our impact on the environment, and we can adapt to a changing climate.
Protect our native flora, fauna and local ecosystems.
Protect and improve the health of our coastlines, waterways, wetlands and water catchments.
Manage our waste and reduce waste to landfill.
Conserve our natural resources and reduce our greenhouse gas emissions.
Manage risks to our environment and communities from climate change and natural disasters.
Council plays an essential role in the conservation and management of biodiversity and biosecurity for threatened species and is increasingly called upon to ensure compliance with the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act), weed management and climate change regulations, ‘particularly with respect to illegal clearing of federally protected native vegetation and habitat’.
In the MidCoast we also have large areas that are national parks, state forests or public reserves which are not rateable and yet must be serviced in terms of access roads, pest and weeds management, and biodiversity protection. Impacts on biodiversity and natural ecosystems are requiring us to develop and implement conservation strategies to protect our local flora and fauna which often need significant financial resources and technical expertise.
With an increased population, comes more waste. Waste is also the most significant contributor to Council’s carbon emissions profile and an area subject to ongoing changes in policy, regulation and legislation, recycling and processing markets, and technologies. Council is keeping abreast of emerging technologies that contribute to improved delivery of our waste services
Community satisfaction with the provision of water remains high, and Council continues to implement cost and water saving initiatives and programs such as leak detection projects. Future water availability, however, may become more of a prominent issue due to changes in rainfall patterns. Delivery of projects that allow for greater water production and storage may need to be accelerated to keep up with demand.
Council faces challenges in achieving its carbon emission reduction targets, while still maintaining the required levels of service to the community. For example, Council is battling an increase in carbon emissions from its vehicle fleet (particularly its heavy vehicle fleet) due to the current lack of suitable electric vehicle options.
Council does however have opportunities to implement additional energy efficiency initiatives and increase the use of solar photovoltaic at Council sites. These projects both reduce Council’s carbon footprint and contribute to Council’s financial sustainability. There are also opportunities to incorporate lower emission materials in Council’s infrastructure projects and investigate carbon offset projects to help meet emissions targets.
Managing the impacts from the expected increase in the severity and frequency of weather events on our natural and built environment will require significant resourcing (both in people and funding). Council is dependent on State and Federal funding for reconstruction of infrastructure following natural disasters which may pose issues for Council in the future.
NE-1 Protect our native flora, fauna and local ecosystems
Principal Activities
Activity Description
Implement the MidCoast Biodiversity Framework to improve ecological resilience and improve outcomes for our endangered ecological communities and threatened species
Ensure weed and pest control programs are in place to manage our biosecurity
Sustainably manage Council-controlled natural areas to protect and enhance the environment
Major Projects
Natural Systems
Koala Conservation Strategy Implementation of the MidCoast Koala Conservation Strategy
Natural Systems • MidCoast Biodiversity Framework
• MidCoast Koala Conservation Strategy
• Greening Strategy
NE-2 Protect and improve the health of our coastlines, waterways, wetlands and water catchments
Principal Activities
Activity Description
Develop and implement coastal management programs and catchment and stormwater plans to protect and enhance our coast, waterways and water catchments
Natural Systems • Manning River Estuary & Catchment Management Program (CMP)
• Karuah Catchment Management Plan
• Coastal Zone Management Plans for our waterways
Activity Description
Provide coastal engineering expertise on the impacts of flooding on our coastlines
Major Projects
Project Name Project Description
Natural Systems
Black Head
Wetland urban stormwater treatment facility
Dunns Creek South Forster Water Quality Improvement
Detailed design and refurbishment of the Black Head urban stormwater quality treatment facility
Installation of a stormwater treatment facility to improve stormwater discharge from urban areas in the Dunns Creek catchment flowing to Wallis Lake
Wingham
Wetland urban stormwater treatment facility
Manning River
Estuary and Catchment
Coastal Management Program – Moto Acid Sulfate Soil
Refurbishment of the Wingham urban stormwater quality treatment facility
Priority Area Restoration Project Implementation of the Moto Acid Sulfate Soil restoration project
Open Coast Coastal Management Program Development of the Open Coast Coastal Management Program
Responsible Service(s)
Informing Strategies, Plans & Frameworks
• Great Lakes Water Quality Improvement Plan
Stormwater Drainage, Flooding & Coastal Engineering
• Coastal Zone Management Plans for our waterways
and CapEx
$2,019,948
$380,000 Subject to grant funding Subject to grant funding
$642,831 (over 2 years)
Southern Estuaries Coastal Management Program
Southern Estuaries Coastal Management Program – Middle Street Urban Stormwater Treatment Facility
Waste Services
Gloucester Landfill Cell Improvements and Leachate and Storm Water Management System Upgrade
Development of the Southern Estuaries Coastal Management Program
Conceptual design for refurbishment of Middle Street urban stormwater quality treatment facility and other identified priorities
Upgrade of landfill cell, leachate and storm water management systems at the Gloucester Waste Management Centre to meet regulatory requirements
Land contamination cleanup at Muldoon Street (Taree)
Remediation of landfill site for ongoing use by Emergency Services
Stroud Waste Management Centre Landfill Capping Development of capping design and construction of the landfill capping at the Stroud Waste Management Centre to meet legislative requirements
Taree Landfill Cell Stage 3 Construction
Taree Waste Management Centre Landfill Capping Stage 1
Construction of the engineered landfill liner and leachate management system for stage 3 at the Taree Waste Management Centre Landfill
Development of capping design and construction of the landfill capping at the Taree Waste
$11,648,409
$4,748,715
Management Centre to meet legislative requirements
Tuncurry Landfill Remediation Development of capping design and construction of the landfill capping at the Tuncurry Waste Management Centre to meet legislative requirements
Provide waste collection services and use new technologies and solutions to better recover, treat and dispose of residual waste
Provide waste education programs designed to reduce waste through avoidance, re-purposing, reuse and recycling
Waste Services • Waste Management Strategy 2030 • Climate Change Strategy
Waste Services
Food Organic and Garden Organic (FOGO) Program - facility Project management of the FOGO facility design and construction contract
Food Organic and Garden Organic (FOGO) Program –collection service Implementation of FOGO Education and Behaviour Change Project and collection service
Public Litter Bin Enclosure Replacement Program Replacement of public litter bin enclosures across the MidCoast
Taree Waste Management Centre Road Network upgrade Upgrade and renewal of the Taree Waste Management Centre Road Network
NE-4 Conserve our natural resources and reduce our greenhouse gas emissions
Principal Activities
Activity Description
Educate the community on water conservation and resilience measures
Identify and implement projects which reduce CO2 emissions
Responsible Service(s) Informing Strategies, Plans & Frameworks
Communication, Engagement and Marketing
Council-wide responsibility but in particular:
• Public Spaces
• Transport
• Waste Services
• Water Services
• Fleet
• Our Water Our Future Integrated Water Cycle Management Strategy
• Asset Management Strategy
• Waste Management Strategy 2030
• Climate Change Strategy
Activity Description
Monitor and report on the implementation of climate change mitigation and adaptation initiatives and projects
Major Projects
Project Name
Public Spaces
Solar panel installation at Aquatic & Leisure Centres
Installation of solar panels at the Great Lakes Aquatic & Leisure Centre and Manning Aquatic Leisure Centre
Responsible Service(s)
Informing Strategies, Plans & Frameworks
Natural Systems • Climate Change Strategy
NE-5 Manage risks to our environment and communities from climate change and natural disasters
Principal Activities
Activity Description
Undertake Flood Risk Management Studies and develop and implement plans to address flooding across the MidCoast
Provide and manage an integrated stormwater drainage network to mitigate the impact of flooding on private and public property and improve environmental outcomes
Responsible Service(s)
Stormwater Drainage, Flooding & Coastal Engineering
Implement mitigation and adaptation actions in asset planning and management to minimise the impacts of climate change
Strategic Asset Planning & Project Management
Informing Strategies, Plans & Frameworks
• Floodplain Risk Management Study & Plans for Multiple Waterways
• Stormwater Drainage Asset Management Plan
• Stormwater Management Plans
• Coastal Zone Management Plans
• Asset Management Strategy
Drainage improvement works funded from the stormwater levy
Revision of local stormwater plans
Investigation and/or construction of drainage improvement works funded from the stormwater levy
Review of local stormwater plans for infrastructure updates, accuracy and work programs
Over the next 4 years Council is implementing a Food Organics, Garden Organics (FOGO) program as part of its Waste Service.
This program is designed to help households and businesses recycle food scraps and garden waste, reduce waste sent to landfill, and support more sustainable waste management practices across our community.
Organic food and garden waste will be collected using Council’s green bins. This waste will be taken to a new processing facility where it will be turned into high-quality compost. The resulting compost can be used to enrich soil in public spaces such as parks, sports fields, and farms.
The program will be supported by education campaigns to help residents and businesses understand what can and cannot go in the FOGO bin, ensuring proper usage and reducing contamination.
• Environmental Impact: Diverting organic waste from landfill helps reduce greenhouse gas emissions particularly methane, a potent contributor to climate change.
• Compost Production: Creates nutrient-rich compost that improves soil health and reduces reliance on chemical fertilisers.
• Meeting the State Mandate: NSW requires all councils to offer FOGO services to households by 2030, and businesses starting from 2026. Council’s early implementation supports compliance and sustainability leadership.
The Processing Facility Council has contracted to NALG Envirotech Pty Ltd to build and operate a state-of-the-art processing facility combining In-Vessel Composting (IVC) and Anaerobic Digestion (AD) technologies. This facility, to be located adjacent to the Tuncurry Waste Management Centre, will process:
• Food organics and garden organics
• Solid and liquid construction and industrial waste
• De-packaged food waste
The facility will also generate biogas, reducing the use of fossil fuels and supporting lower operational energy costs.
Timing
Facility operations are planned to commence by mid-2027. However, this timeline is subject to approval under the State Significant Development (SSD) planning pathway. This statutory process is detailed and rigorous and has the potential to impact the projected commencement date for both the facility and full FOGO service rollout. Council will provide updates as planning progresses.
Strategies
Provide safe, accessible and well-maintained community facilities, and vibrant streetscapes and public open spaces.
Improve the variety of housing options including social, affordable and accessible housing.
Respect the unique character, history and cultural heritage of our towns, and villages, significant places and the natural environment.
Provide safe, secure and affordable water and sewerage services.
Provide a safe, reliable and well-maintained road and broader transport network with options for active and shared travel.
Delivering and managing the LGA’s expanding Public Spaces
Council adopted the MidCoast Open Space and Recreation Strategy in July 2023 followed by a range of supporting strategies and plans. These documents set the future direction for our community facilities across the region through to 2035. The delivery of actions within these strategies is, however, largely reliant on grant funding.
The MidCoast population is expected to grow by 16.33% by 2036 and providing services to meet this growth is a key issue for all stakeholders. For Council this means:
• facilitating the delivery of sufficient (and diverse) housing by simplifying the development assessment process
• exploring land release options and
• delivering the necessary infrastructure including transportation connectivity and community amenities
Although housing delivery is not Council’s responsibility, there is an opportunity for Council to advocate for State and Federal Government support to provide affordable housing to reduce housing stress in the region.
While developer contributions provide some funding for capital costs in new developments, they do not provide for recurrent costs, and Council is required to fund the ongoing maintenance and operating expenses associated with new infrastructure.
Balancing the need for development to support population growth with the preservation of existing community character and resources is also a challenge for Council and community.
Council has made progress to improve water security across the MidCoast following adoption of the revised Integrated Water Cycle Management Plan (Our Water, Our Future 2050) in August 2023. The expansion of the Nabiac Water System is providing an immediate boost to water security, but it's not enough to fill the gap in our long-term water security challenge. We are in the early planning phases for the proposed Peg Leg Creek Dam Project, which will be a significant undertaking for Council.
Community satisfaction with roads continues to be a challenge. While the community expectations on traffic, safety and comfort grow, Council is contending with roads that have legacy issues as they were built to past standards and/or within budget constraints.
Ongoing increases in population leading to additional roads and increased usage of existing roads and extreme weather, including heavy rain and flash flooding continue to put pressure on the network. As identified earlier in this document, addressing the shortfall in road maintenance and road renewals is a key challenge in ensuring that we deliver a road network that meets the community’s expectations, maximise the significant investment we have in the network, all while achieving long-term financial sustainability for Council.
PI-1 Provide safe, accessible and well-maintained community facilities, public open spaces and vibrant streetscapes
Principal Activities
Activity Description
Sustainably develop and manage MidCoast’s public spaces including sport and recreation facilities, public amenities and community buildings
Effectively manage and develop Taree Regional Airport and public cemeteries across the MidCoast
Major Projects
Public Spaces
MidCoast Open Space and Recreation Strategy 20232035
Implementation of priority actions from the MidCoast Open Space and Recreation Strategy
Responsible Service(s)
Informing Strategies, Plans & Frameworks
Public Spaces • Open Space and Recreation Strategy 2035
• MidCoast Play Space Strategy 2035
• MidCoast Skate Park Strategy 2035
• MidCoast Outdoor Sports Courts Strategy 2035
• MidCoast Public Toilets in Parks Strategy 2035
• MidCoast Walking, Cycling and TrailBased Activities Strategy 2035
Public Spaces • Cemetries Strategy
CapEx See projects below:
Projects to be advised as subject to grant funding
Projects to be advised as subject to grant funding
Projects to be advised as subject to grant funding
Black Head Skatepark
Bulahdelah Tennis Court Upgrade
Nabiac Multicourt Redevelopment
Construction of a Skate Park at Black Head
Upgrade of the tennis court at Bulahdelah
Project management assistance for the redevelopment of the Nabiac multicourt facility
Pelican Boardwalk Extension (Forster) Construction of the Pelican Boardwalk Extension in Forster
Wingham Racecourse Amenities Replacement
MidCoast Aquatics, Riverine and Coastal Baths Strategy
Construction of replacement amenities at Wingham Racecourse
Finalisation of the MidCoast Aquatics, Riverine and Coastal Baths Strategy
Funding held by community group
Amenities block at the Danny Buderus Sporting Field (Taree)
Construction of an amenities block at the Danny Buderus Sporting Field
Forster Main Beach Fence Replacement
Replacement of fence at Forster Main Beach
Cemetery Master Planning Development of master plans for cemeteries across the MidCoast LGA
Community Land Plan of Management
Development of a Plan of Management for Community Land in the MidCoast LGA
Tuncurry Cemetery Expansion Design and implementation of expanded cemetery at Tuncurry
to grant funding Subject to grant funding
Activity Description
Deliver a sustainable land use planning framework to accommodate the changing needs of the MidCoast community
Responsible Service(s)
Land Use Planning
Manage a transparent and efficient development assessment process
Inspect and certify new buildings
Provide engineering assessment and ensure compliance of infrastructure and facilities that are required to be provided for development
Advocate for the delivery of social and affordable housing options across the MidCoast
Development Assessment
Customer Service
Building Services
Development Engineering
Mayor & Councillors
Informing Strategies, Plans & Frameworks
• MidCoast Urban Release Areas Report
• MidCoast Local Strategic Planning Statement
• Local Environmental Plans 3
• Development Control Plans3
• MidCoast Housing Strategy
• MidCoast Rural Strategy
• MidCoast Zone Reviews
• Contributions Plans3
• Development Control Plans
3 Currently there are separate Local Environment Plans, Development Control Plans and Contributions Plans for Gloucester, Great Lakes and Greater Taree
Land Use Planning
MidCoast Development Control Plan
PI-3
Develop the MidCoast Development Control Plan which details planning and design guidelines
Respect the unique character, history and cultural heritage of our towns and villages, significant places and the natural environment
Principal Activities
Activity Description
Develop and implement consistent planning controls and initiatives that reflect and support the heritage, diversity and character of our towns and villages
Major Projects
Project
Land Use Planning
MidCoast Local Environmental Plan
Develop the MidCoast Local Environmental Plan which guides land use management across the MidCoast
Responsible Service(s)
Land Use Planning
Informing Strategies, Plans & Frameworks
• MidCoast Local Strategic Planning Statement
• MidCoast Local Strategic Planning Statement
• Local Environmental Plans
• Development Control Plans
MidCoast Local Strategic Planning Statement
Review the MidCoast Local Strategic Planning Statement which sets out a vision for land use planning across the MidCoast
PI-4 Provide safe, secure and affordable water and sewerage services
Principal Activities
Activity Description
Provide a continuous water supply that is maintained in accordance with NSW Health guidelines
Responsible Service(s)
Water Supply & Treatment
Provide a sewerage network that manages effluent in a way that ensures public safety and protects the natural environment
Sewerage Services
Informing Strategies, Plans & Frameworks
• Our Water Our Future Integrated Water Cycle Management Strategy
• Drinking Water Quality Management System
• Water & Systems Strategic Business Plan
• Water Asset Management Plan
• Drought Management Plan
• Water Servicing Strategies
• Development Servicing Plans
• Our Water Our Future Integrated Water Cycle Management Strategy
• Water & Systems Strategic Business Plan
• Sewer Asset Management Plan
• Effluent Management Strategy
Activity Description Responsible Service(s)
Informing Strategies, Plans & Frameworks
• Development Servicing Plans
• Sewer Servicing Strategies
Major Projects Project
Water Supply & Treatment – Expansion and upgrades to support forecast population growth and increase water security
Bulahdelah OffRiver Storage Dam Concept design of a new off river storage dam or reservoir at Bulahdelah
Gloucester OffRiver Storage Dam Concept design for a new off river storage dam at Gloucester
Gloucester Water Treatment Plant Upgrade Design of Gloucester Water Treatment Plant upgrade to cater for growth
Irkanda Reservoir Duplication Design of new 9ML reservoir at Kolodong to service planned growth at Brimbin
Peg Leg Creek Off-River Storage Dam Design and construction of a new off-river storage dam at Peg Leg Creek for the Manning River Water Supply Scheme
$10,000,000
$2,500,000
Water Supply & Treatment – Asset replacements and renewals
Charlotte Bay Water Main Renewal Design and construction to replace 4km of existing water main along The Lakes Way at Charlotte Bay between Pacific Palms and Smiths Lake
Forster Reservoir No.2 Major Renewal Works Replacement and upgrade of existing steel reservoir coating system for Forster Reservoir No.2
Harrington Water Main RenewalBeach St Design of replacement or upgrade of existing water main along Beach St, Harrington
Taree Water Main RenewalHigh St to Kolodong Reservoir Design and construction of replacement or upgrade of existing water main from High St, along Old Wingham Rd to Kolodong Water Reservoirs, opposite Cedar Party Rd
4 In accordance with 10-year Water Asset Management Plan
Water Reservoir renewal program4
Water Reticulation Renewal program4
Treatment Plant Renewal Program4
of reservoir assets
of water mains, valves and fittings
Sewerage Services - Expansion and upgrades to service forecast population growth
Cundletown Sewerage Scheme diversion and Sewer Pump Station – new Design and construction of rising main from Taree Sewer Pump Station-12 to Dawson Sewage Treatment Plant including a new pump station to service growth at Taree
Dawson Sewer Treatment Plant Balance Tank
and construction of new balance tank and associated pipe work
Gloucester Sewage Treatment Plantreplacement Design and construction of a new Sewage Treatment Plant for renewal and to service growth at Gloucester
Harrington Sewage Treatment Plantupgrade Design and construction of upgrade to Sewage Treatment Plant to service growth at Harrington
Hawks Nest Sewage Treatment Plantupgrade
Old Bar Sewer Pump Station No.8 and Rising Main - new
Design and construction of upgrade to Sewage Treatment Plant to service growth
Hawks Nest /Tea Gardens
Design and construction of a new pump station and rising main to service growth in Old Bar Precinct 2B
Old Bar Sewer Trunk Main network for catchment No.8new
Taree Sewer Catchments 01 and 06 Servicing Strategy –upgrades and renewals
Design and construction of a new sewer trunk main network to service growth in Old Bar Precinct 2B
Design and construction of upgrades and renewals for sewer catchments
Taree 01 and 06 to service growth in Taree
Tea Gardens to Hawks Nest sewer rising main – new
Design and construction of new rising main from Tea Gardens
Vacuum Pump Station to Hawks Nest Sewage Treatment Plant to service growth in Tea Gardens. Includes construction of new pump station TGSPS-13
$5,000,000 $13,000,000 $4,000,000
$1,200,000
$2,500,000
Sewerage Services – Asset replacements and renewals
Forster Sewage Treatment Plant Effluent Discharge Mainreplacement Replacement of effluent pipe from Forster Sewage Treatment Plant to ocean
Forster Sewage Treatment switchboardreplacement Design and construction of replacement switchboard for the Forster Sewage Treatment Plant
Tea Gardens/Hawks Nest Singing Bridge Sewer Main - renewal Design and construction of replacement of the sewer rising main located on the Singing Bridge
Wingham Sewer Pump Station No.8 and Rising Mainnew Design and construction of new pump station and relocation of mains for existing sewer network near Wingham Brush
Sewer Pump Station (SPS) Renewal Program 5
of sewer pumps, valves, fittings and lining
Sewer Reticulation Renewal Program5 Replacement or relining of sewer gravity mains, manholes, valves and fittings
of Assets within all Sewer
5 In accordance with 10-year Sewer Asset Management Plan
Renewal Program5 Treatment Plants
PI-5 Provide a safe, reliable and well-maintained road and broader transport network with options for active and shared travel
Principal Activities
Activity Description
Provide and maintain roads, bridges and other roads infrastructure and implement Traffic and Safety Regulations to allow safe and easy movement around the region
Enhance access to active transport by managing existing and planning for new footpaths and shared pathways
Advocate for improved public transport connections across the MidCoast
Responsible Service(s)
Transport Network
Transport Network
Mayor & Councillors
Informing Strategies, Plans & Frameworks
• MidCoast Road Strategy
• Bucketts Way Route Upgrade Strategy
• Pedestrian Access & Mobility Plan (PAMP)
Transport Network – Expansion & upgrades to support population growth and increase traffic capacity
Manning River Drive Duplication / Dawson River Bridge
The Bucketts Way Corridor Upgrade ProgramStage 3
Design and construction of the Manning River Drive duplication / Dawson River Bridge duplication. Project will also support the Northern Gateway / Cundletown bypass project CapEx
Delivery of Stage 3 of The Bucketts Way Route Upgrade Strategy. Delivery of the final stage will allow the route to be opened to higher productivity Bdoubles vehicles to support the farming / livestock / agricultural industries
Blueys Beach Masterplan
Development of a Blueys Beach Masterplan to allow design and construction of elements to improve the functionality and linkages to the business/ retail area
Footpath Program Expansion of the path network in accordance with principles in the PAMP / Bike Plan program and Asset Management Plan
$3,000,000 Subject to grant funding
$3,000,000 Subject to grant funding Subject to grant funding Subject to grant funding
$5,000,000 Subject to grant funding
$12,500,000 Subject to grant funding $12,500,000 Subject to grant funding
$500,000 Subject to grant funding Subject to grant funding Subject to grant funding
$2,350,000 $410,000 Subject to grant funding $420,000 Subject to grant funding $430,000 Subject to grant funding
Network – Renewals in accordance with Renewals Programs and Asset Management Plans
the Cedar Party Creek Bridge in Wingham
Sealing Program 8 Development and implementation of a program for the sealing of segmental, transverse and longitudinal cracking in road surfaces
6 Road delineation renewal includes the replacement of guideposts and providing improved signage and line marking to improve driver safety
7 Heavy patching refers to road repairs involving the excavation of a small section of damaged road. The section is then repaired and patched
8 Crack sealing is a highly effective preventive maintenance technique for roads which prevents water from infiltrating the road pavement
Maintenance Program 9 Development and implementation of a planned drainage maintenance program
Road Shoulder Grading Program 10 Development and implementation of a road shoulder grading program
Asset AI and Rapid Defect Analysis Implementation Integration of the Asset AI platform with the defects module in Technology One
Footpath Conditions Assessment Completion of conditions assessment of all footpaths to improve valuation and management of defects
Road Safety Strategic Plan Development of a network-wide Road Safety Strategic Plan to inform future asset planning
Transport Network Resilience Plan Development of a network resilience plan to identify asset criticality to inform future asset planning
Transport Network Service Levels Development and adoption of service levels aligned with
9 Effective drainage reduces deterioration of the road as it prevents water from seeping into the road base and sub-layers which can cause the road pavement to weaken over time
10 Road shoulder grading refers to the removal of accumulated sediment along the edge of bitumen roads
allocated resources allowing performance to be monitored and reported against expectations
As our population grows, our water demand and supply profiles will change over time. Put simply, more people means we will need more water. The increasing impacts of climate change will also impact our water security.
After consulting with stakeholders and conducting engineering assessments during the development of Council’s Integrated Water Cycle Management Strategy (IWCMS) – Our Water, Our Future 2050, Council adopted increased storage as the primary water security solution for the MidCoast. This approach allows the Council to use the existing treatment and network infrastructure to provide more water to customers.
The MidCoast’s largest water supply scheme is the Manning Scheme, which supplies drinking water to around 80% of the MidCoast population. Compared with other parts of NSW, the Manning Scheme has a very small storage for the population it serves.
Off-stream storage at Peg Leg Creek has been identified as the best option to safely and securely service the Manning Water Scheme. Water from the Manning River will be pumped to the Peg Leg Creek off-stream storage for storage and back to Bootawa water treatment plant for treatment. The extra storage will sufficiently sustain the demands of the region under service level guidelines provided by the NSW Office of Water.
With an estimated budget of $192 million, the construction of the storage dam will be the most significant project that Council has undertaken.
Progress to date has included the selection of the dam site and purchase of land. Subject to securing National Water Grid Funding, the next stages of the project during this four-year Delivery Program include:
• 2025-26 - Options Assessment and Investigations
• 2026-27 - Concept Design and Approvals
• 2027-28 - Detail Design
• 2028-29 - Construction commencement
Construction is forecast to be completed by 2031-32.
The MidCoast is an ideal place to work, live, visit, and invest.
We all benefit from a diverse and resilient local economy that provides the businesses and services we need.
There are employment opportunities for people of all ages and abilities. Our young people can build a vibrant career right here.
Our workforce is ready for today’s and tomorrow’s employers.
EP-1
EP-2
EP-3 Strategies
Support and develop local businesses and attract new businesses across a range of industries.
Develop and promote the MidCoast as a top destination for visitors, conferences and events.
Develop, attract and retain a skilled and diverse workforce.
The key economic challenge for the MidCoast over the next four years is to ensure the realisation of the region’s economic opportunities to help drive growth within the region.
Council’s role is to work collaboratively with local business and industry representatives, the broader business community, private investors, local and regional stakeholders, and other levels of government to build the economic capacity of the region to improve its economic future.
Council can play a lead role in providing underlying infrastructure that supports economic development activity. The Northern Gateway Transport Hub is an example of where the MidCoast has a significant opportunity to grow the transport and supply chain sector in the region, given its proximity to the Pacific Highway. With the infrastructure in place, the key challenge is to attract transport-related businesses such as freight transport facilities, truck depots, transport depots, warehouses and distribution centres to the Hub.
In other instances, projects may be more appropriately developed and delivered by the private sector, with Council playing a support or advocacy role.
Council also has a role to play in meeting the demand for additional housing, and business or industrial growth through ensuring the availability of residential, business and industrial zoned land for development While development and building construction activity is slowing up slightly compared to previous years, builders and developers are still showing great confidence in the MidCoast region. Rising building costs and shortages in licensed trades are challenges nationally which may however hamper development activity.
Like many regional Councils, the MidCoast struggles with a lack of skilled workers, which hampers the growth of local businesses and industries. There are many factors that influence local skill shortages including:
• local skill profile and education levels
• migration patterns
• the local age profile
• the attractiveness of the region to attract workers (including the availability of housing)
While Council cannot influence many of these factors it can help identify the biggest threats and opportunities for the community and advocate to other levels of government for programs and investments in areas that will deliver the most benefit.
EP-1 Support and develop local businesses and attract new businesses across a range of industries
Principal Activities
Activity Description
Responsible Service(s) Informing Strategies, Plans & Frameworks
Develop and support business generation initiatives to build economic capability and capacity Economic Development
Economic Development Strategy
Create opportunities and partnerships to develop the creative and cultural sector Arts & Cultural Services • MidCoast Cultural Plan 2032
Major Projects
Economic Development
Taree Regional Airport Strategic Plan 2035
Development and implementation of the Taree Regional Airport Strategic Plan 2035
EP-2 Develop and promote the MidCoast as a top destination for visitors, conferences and events
Principal Activities
Activity Description
Support tourism programs and events to help grow the visitor economy
Responsible Service(s)
Economic Development
Create and deliver destination marketing campaigns and programs to promote the MidCoast’s destination brand Barrington Coast
Communication, Engagement & Marketing
Informing Strategies, Plans & Frameworks
• Economic Development Strategy
• Destination Management Plan
• Destination Management Plan
EP-3 Develop, attract and retain a skilled and diverse workforce
Principal Activities
Activity
Support programs, and advocate for improved services and facilities which build employment capability and capacity
Attract, develop and retain employees to Council’s own workforce with the right skills, knowledge and behaviours to deliver a range of Council services
Major Projects
Responsible
Economic Development Mayor and Councillors
• Economic Development Strategy
Workforce Services • MidCoast Council Workforce Management Strategy
• Corporate Training Plan
Workforce Management Strategy – Council recruitment strategy
Workforce Management Strategy – Female leaders’ development program
Workforce Management Strategy – Council staff culture survey
Develop and implement a recruitment strategy for MidCoast Council
Deliver an emerging female leader’s development program
survey
Taree Airport has been in operation since the early 20th century and over the years has undergone several changes and developments. Currently, it serves as a general aviation facility primarily used for charter flights, aviation training, and private aircraft operations.
To ensure a clear roadmap for the airport's future, the Council will be developing a Taree Regional Airport Strategic Plan. This Plan aims to align the airport's operations with broader community and economic goals. It will outline a realistic yet forward-thinking vision for the airport, aiming to stimulate the region’s economy, unlock the value of underutilised airport lands, and foster community collaboration, new investment, essential services, and economic activity.
The Plan will also identify and prioritise necessary infrastructure improvements and facility enhancements, as well as opportunities to improve operational efficiencies. Council will undertake a comprehensive and consultative process throughout the development of the Strategic Plan, seeking input from key stakeholders at every stage.
The Taree Regional Airport Strategic Plan will provide certainty regarding the airport’s future, solidifying its importance and ensuring it remains a vital asset that meets the needs of the MidCoast region and play a key role in the region’s transportation and economy for decades to come.
Implementation of projects identified in the Strategic Plan will be progressively delivered over the 10-year life of the Strategic Plan as funding becomes available.
Decisions are evidence-based and informed by our input. Decisions also balance the interests of current and future generations.
Together, all levels of government can deliver the facilities and services we need.
Our Council is financially sustainable.
Inform, engage and involve the community in projects and decision-making.
Build our ability to deliver community outcomes through capacity building, growing partnerships, and advocating for funding, services and enabling infrastructure.
Provide open and transparent leadership with a focus on clear decision-making processes and ongoing communication with the community.
Deliver services to the community with a focus on customer service, efficiency, continuous improvement and long-term financial health.
Financial sustainability is a challenge across local government broadly. In particular, the recent sustained period of inflation growth, and increases exceeding inflation in material costs for infrastructure projects, combined with the constraints of rate pegging, have placed increased pressure on Council’s bottom line. Balancing the service level expectations of the community within available budgets continues to be a challenge.
Climate risks for Council were reviewed as part of the periodic review of Council’s Risk Management Framework in June 2024. Cyber security is a high priority risk for Council. Although Council has implemented improvements to increase Council's cyber security posture, work will need to continue.
Council continues to strengthen its approach to asset management The challenge remains in funding the necessary maintenance of our growing asset base to ensure that assets do not deteriorate prematurely, thereby requiring more costly replacement.
Like many regional councils, Council continues to face a skills shortage in key areas of its operations. Council continues to implement action plans to develop and grow a skilled, motivated, accountable and high performing workforce.
Effectively engaging with our community
Connecting with hard-to-reach groups remains a challenge when engaging with the broader community, particularly on high level strategies and long-term planning. We continue to improve how we do this and are constantly reviewing and implementing changes to our approach to maximise feedback from all sections of the community to inform our decision making.
L-1
Inform, engage and involve the community in projects and decisionmaking
Principal Activities
Activity Description
Deliver communication, education and engagement activities and programs to keep the community informed about Council activities and projects and engaged in Council decision-making
Responsible Service(s)
Communication, Engagement & Marketing
Informing Strategies, Plans & Frameworks
• Community Engagement Strategy
L-2 Build our ability to deliver community outcomes through capacity building, growing partnerships, and advocating for funding, services and enabling infrastructure
Principal Activities
Activity Description
Provide a range of meaningful volunteering opportunities and support community groups to deliver projects and programs across the MidCoast
Develop and maintain relationships with State and Federal government to advocate for the needs of the community
Responsible Service(s)
Arts & Cultural Services
Community & Cultural Development
Economic Development
Land Use Planning
Library Services
Natural Systems
Public Spaces
Workforce Services
Mayor & Councillors
General Manager & Executive Team
Economic Development
Collaborate with local and regional stakeholders and networks to achieve shared goals
Across Council
Informing Strategies, Plans & Frameworks
• Volunteer Framework
L-3 Provide open and transparent leadership with a focus on clear decision-making processes and ongoing communication with the community
Principal Activities
Activity Description
Coordinate and prepare Council’s Integrated Planning and Reporting (IP&R) documents to support Council being responsive and accountable to the MidCoast community
Provide leadership and management of Council in accordance with Council’s strategic plans, programs, strategies and policies
Responsible Service(s)
Corporate Planning & Performance
Facilitate communication with the whole community and make decisions on the provision of services and the allocation of resources in the best interests of the whole community
Ensure legislative compliance and the efficient management of and access to public information and Council records
Major Projects
Corporate Planning & Reporting
Community
Planning and Reporting system
Strategic Planning Framework
Undertake a full review of the
Implementation of an organisation wide planning and reporting system
Development of a strategic framework for the integration of Council’s strategies and planning documents
General Manager & Executive Team
Informing Strategies, Plans & Frameworks
• Integrated Planning & Reporting Framework
• MidCoast 2035
Community Strategic Plan
• Integrated Planning & Reporting Framework
• MidCoast 2035
Community Strategic Plan
Mayor & Councillors
Governance & Risk
Governance & Risk
Transition
L-4 Deliver services to the community with a focus on customer service, efficiency, continuous improvement and long-term financial health
Activities
Activity Description
Deliver a service review program to identify service improvement opportunities
Provide a first point of contact, support and advice across Council’s full range of services, including customer enquiries and receipt of payments
Deliver financial management and accounting services, financial analysis and strategic advice to support the financial sustainability of Council
Responsible Service(s)
Corporate Planning & Performance
Customer Service
Informing Strategies, Plans & Frameworks
Manage Council’s fleet assets so that all safety and compliance standards are met cost-effectively while maximising operational efficiencies
Manage Council’s risk management and insurance requirements and oversee improvements identified by Council’s Audit, Risk and Improvement Committee
Manage and maintain Council's Information and Communications Technology (ICT) systems and equipment to support the efficient operation of Council, deliver a seamless customer experience, realise operational efficiencies and better inform decision-making
Finance
• Customer Experience Strategy
• Customer Service Charter
• Long Term Financial Plan
• Financial Sustainability Action Plan
• Operational Plan including Annual Budget & Statement of Revenue Policy
Fleet Management
Governance & Risk
Information & Communications Technology
• Information and Communications Technology (ICT) Strategy
Activity Description
Provide timely and accurate legal services
Manage Council’s property portfolio and identify opportunities for improved revenue streams
Manage Council’s procurement systems and activities and stores inventory and distribution in a way that optimises value for Council
Implement a systematic asset management framework and methodology
Drive best-practice project management activities across all areas of Council
Provide Council-wide workforce support and advisory services and organisational development services
Responsible Service(s)
Informing Strategies, Plans & Frameworks
• Customer Experience Strategy
• Information Management Framework
Legal & Property
Legal & Property
Procurement & Stores
Strategic Asset Planning & Project Management
Strategic Asset Planning & Project Management
Workforce Services
• Asset Management Strategy and supporting Assets Management Plans
• Project Management Framework
• Workforce Management Strategy & Plan
• Work Health and Safety Management Plan
Corporate Planning & Performance
Community Satisfaction Survey Undertake a Community Satisfaction Survey
Service Levels and Resource Alignment Program Balance service delivery with resource availability
Service Review Program Implementation of four-year service review program
Financial Sustainability Review Action Plan - Activitybased budgeting Investigation into the implementation of activity-based budgeting
Fleet Management
Alignment of Water Services fleet Alignment of budgeting model for Water Services fleet
Fleet Replacement Program Optimisation of fleet replacement program processes utilising TechOne
Fleet Telematics Investigation into the implementation of a fleet telematics system
GM & Executive Team
Business Transformation Program 11
Financial Sustainability Review Action Plan
Carriage of the Business Transformation Program implementation
Carriage of the Financial Sustainability Review Action Plan implementation
Reporting Framework (Assets, Financial and Project Reporting)
Governance & Risk
Risk Register Software System
Develop and implement a Reporting Framework and supporting Action Plan
Transition of organisational risk registers to a corporate software platform
Information & Communications Technology
Artificial Intelligence (AI) Strategy and Framework Development and implementation of an AI Strategy and Framework
Data Centre Refresh Update of current servers in Data Centres
Data Governance Framework Development and implementation of a data governance framework
Digital Experience Platform for Local Government (DxP LG)
Replacement of computer devices
Implementation of the DxP LG module in TechOne system
Replacement of computer devices for end users
Zoom Technology Refresh Update of Zoom technology in meeting rooms at Council Administration and Customer Service Centre (Yalawanyi Ganya) Taree
Land Use Planning
MidCoast Contributions Plan
Develop a MidCoast Contributions Plan which applies levies to development to fund community infrastructure to support future growth
Legal & Property
Financial Sustainability Review Action PlanCommercial Property Portfolio
Stroud Medical Centre Building Works
Library Services
Library Management System software
Procurement & Stores
Development and implementation of Council’s Commercial Property Portfolio
Major building repair and maintenance of Stroud Medical Centre
Rollout of integrated library management system software
Centralisation of prequalified panels Implementation of centralised prequalified panels to maximise value and improve consistency across stores including staff awareness and training
Inventory Control
Procurement Framework
Rationalisation and standardisation of product codes and stores items across all stores including the development of inventory control measures
Development and implementation of a Procurement
Framework including tools, templates and associated training
Public Spaces
Asset Revaluations –Open Space Revaluations of Open Space assets across the MidCoast LGA
Asset Revaluations –
Revaluations of Community Buildings across the MidCoast LGA
Introduction of Special Rate for the proposed North Tuncurry Urban Release Area
For properties in the proposed North Tuncurry Urban Release Area introduction of a Special Rate to fund additional water quality management and stormwater maintenance requirements
Asset Management Improvement Plan
Ongoing review of the Asset Management Improvement Plan and coordination of the delivery of actions identified in the Plan
Project Reporting Development and implementation of project reporting in line with Council’s Reporting Framework
Transport Network
Asset AI and Rapid Defect Analysis Implementation
Workforce Services
Workforce Management Strategy – Equal Employment Opportunity (EEO) Management Plan
Workforce Management Strategy – HSI Donesafe software
Workforce Management Strategy – Position description reviews for leadership roles
Integration of the Asset AI platform with the defects module in Technology One
Review and update of (EEO) Management Plan
Implementation of HSI Donesafe software
Review position descriptions for leadership roles to include performance and leadership expectations and
Workforce Management Strategy – Manager onboarding program
Workforce Management Strategy – Critical roles succession plans
Workforce Management Strategy – Internal Communications Strategy
work, health and safety metrics
Design and implement manager onboarding program
Develop succession plans for critical roles
Implement Internal Communications Strategy
As shown elsewhere in this Delivery Program, Council manages over $5 billion of infrastructure assets across the 10,000 km2 local government area including roads, water and sewerage systems, drains, bridges, footpaths, buildings, recreational facilities, parks and gardens. Infrastructure assets are fundamental to Council’s delivery of services to the community.
Managing these assets requires a ‘whole of life’ approach that includes planning, purchase, construction, operation, maintenance and renewal/disposal of assets. Since 2021, Council has been implementing an asset management improvement plan. Over that time, Council’s level of competence in asset management has improved significantly with independent assessments putting MidCoast Council above average of the benchmarking NSW Councils. 12
To further enhance how we manage assets, Council has set up a central asset management planning team. Their goal is to establish a strong asset management framework that connects our Asset Management Policy, the MidCoast 2035 Community Strategic Plan, and our daily asset management tasks This structured, and organisation-wide approach will deliver several benefits including improvements to:
• Decision-Making - about maintenance, upgrades, and replacements of assets
• Cost Efficiency - optimising the use of resources, reducing unnecessary expenditures, and extending the lifespan of assets
• Risk Management - identifying and mitigating risks associated with asset failure to prevent service disruptions and ensure public safety
• Sustainability - managing assets in a way that supports environmental, social and economic sustainability
Asset Management Planning Framework
FOUR-YEAR
Service Description Provide quality arts and cultural programs and services via the Manning Entertainment Centre and the Manning Regional Art Gallery
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Process development approvals for small-scale development proposals. Provide certification services, undertake building inspections, swimming pool safety and fire safety audits and inspections
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Deliver communication, community education, consultation and engagement activities to building community knowledge and understanding of Council's decisions, services, facilities, events and activities. Maximise the opportunity for the community to participate in decision-making and deliver community education programs to enhance the understanding of Council's roles and responsibilities. Market the Barrington Coast region to our external target markets and local communities.
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Develops resilient, inclusive, and connected communities through community and cultural development programs, funding and partnerships
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Act as first point of contact, providing support and advice across Council’s full range of services, including customer enquiries, application lodgement and receipt of payments. The Gloucester Customer Service Point also operates as the Service NSW and Services Australia outlet
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Provide planning advice, assessment and determination of large-scale development applications for land use, subdivision, residential development and commercial and industrial development
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Undertake assessments and provide development engineering advice in relation to the infrastructure and facilities that are required to be provided for development including: roads, footpaths and stormwater management. Ensure compliance with Council’s infrastructure standards and specifications via conditions of development consent for public infrastructure that is required to be installed or constructed by developers and handed over to Council
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Develop and support business generation initiatives, tourism programs and events to build economic and employment capability and capacity within the MidCoast region
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Protect public health by monitoring compliance in retail food safety, health premises regulation (hairdressers, beauticians, tattooists), On-site Wastewater Management, underground fuel storage systems, noise regulation, air quality, air and odour control, pollution incidents and contaminated land issues
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Deliver a sustainable land use planning framework for the MidCoast by working with the community and NSW Government
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Operate 11 facilities that provide access to physical and digital library collections and information services. Specialist staff provide home library services, remote access to e-Resources, literacy and lifelong learning programs, cultural and local history services, and support access to computers, internet and Wi-Fi
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Responsible for meeting community expectations for the protection and management of the natural environment and ensuring legislative requirements are met. This includes landscape and catchments; waterways and coastal areas; endangered ecological communities and threatened species. The service manages biosecurity and the monitoring and reporting on the condition of our waterways and the environment. It also drives, supports and reports on Council’s response to climate change
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Provide clean, safe and well-maintained community infrastructure, facilities and recreational and public areas including parks and open spaces, sporting complexes, playgrounds and public amenities. Manage, maintain and operate Council buildings, community halls, public swimming pools, cemeteries and the Taree Airport
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Investigate and undertake compliance activities including illegal dumping, illegal building, companion animals (dogs and cats), animal noise complaints, parking, abandoned vehicles, vehicles on beaches and public area usage
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Operate six waste management centres. Provide domestic, public, and commercial waste collection, processing and disposal services. Provide waste education programs
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
The service provides support to emergency management planning and mitigation to reduce the impacts of natural disasters on the community. It provides a conduit between Council and multiple government agencies through the Local Emergency Management Committee to meeting the obligations under the State Emergency and Rescue Management Act 1989.
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Provide a quality sewerage network including collection, treatment and recycling of sewage, laboratory testing, planning and construction of sewer infrastructure, operations and maintenance of sewerage network as well as 24/7 network breakdown response
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Provide and manage an integrated stormwater drainage network (including detention basins), flood risk management and natural disaster impact mitigation
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
–
Service Description Manage a transport network of roads, bridges, shared pathways (including footpaths and cycleways), streetscapes, and streetlighting throughout our 10,052 square kilometre region, including Traffic and Safety Regulation
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Provide quality water supply to the community via a water network which includes extraction; treatment and testing of water; planning and construction of water infrastructure; operation and maintenance of water network; as well as 24/7 breakdown response
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
The program aims to improve our customer experience and operational efficiencies while increasing staff productivity and engagement organisation wide. It will deliver enhanced reporting and analytics to all services for improved critical decision making. It will include remediation of current technologies and operating systems used by all departments Program to conclude in FY 2026-27
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Coordinate the preparation of corporate planning documents to meet the Integrated Planning and Reporting (IP&R) requirements and support business planning. Conduct service reviews to identify service improvement initiatives
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Deliver financial management and accounting services that support the business-as-usual functions of the organisation while providing analysis and strategic advice focussed on ongoing long-term financial sustainability
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Description This budget includes General Purpose revenues (Financial Assistance Grants, investment income, rate revenue, developer contributions, internal inter-fund transfers, transfers to and from reserves) that are not the specific responsibility of a particular management area but provide funding across all Council service areas. Inclusion of the items below within Service Areas would distort the nett cost of providing those services.
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Manage Council’s light, heavy and specialised fleet assets so that all safety and compliance standards are met cost-effectively while maximising operational efficiencies
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Responsible for legislative compliance, information management, records management, risk and insurance management, business continuity across the organisation and corporate support to Council and the elected representatives
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Manage and maintain Council's Information and Communications Technology (ICT) systems and equipment to support the efficient operation of Council by delivering reliable, innovative, and secure technology solutions. The department manages and maintains Council’s ICT infrastructure, including hardware, software, and communication networks, ensuring seamless connectivity across all operations
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Provide timely and accurate legal services relating to Council operations and property portfolio management
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Provide oversight and delivery of Council’s procurement activities
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Defines the strategic direction and objectives for asset management and guides the asset management activities across all of Council’s asset classes. The service also co-ordinates the development of operational and capital works programs, and implementation of the project management framework including project reporting.
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description
Provide workforce services to Council including workforce planning, recruitment, industrial relations advice and management, training and development, performance management, workplace health and safety, internal communications, internal change management advisory service and organisational development programs
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Represent the interests of the community, provide leadership, and communicate and promote the interests of Council to other levels of government and relevant bodies; are responsible for making decisions in the best interest of the whole community on the provision of services and the allocation of resources; guide the activities of the Council. The Mayor is the leader and principal spokesperson and is responsible for providing strategic direction, promoting partnerships and representing Council at all levels of government
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.
Service Description Provide organisational direction to achieve Council’s Vision and Mission and establish governance systems that support organisational effectiveness and evidence-based decision making
Note: The budget figures provided below for 2026-27, 2027-28 and 2028-29 are estimates only, and will be reviewed and updated annually.