the smart city: economic sustainability · some define economic sustainability as economic...

Our Living City Settlement Strategy Page 30

WHAT DOES ECONOMIC SUSTAINABILITY MEAN? ........................ Some define economic sustainability as economic development with minimal environmental degradation or equitable development that is environmentally and socially sound. Put simply, economic sustainability means operating a company in a manner that allows it to stay in business over time. OBJECTIVES OF ECONOMIC SUSTAINABILITY...................................... � To foster diversity, growth, development and

creative opportunities for business and industry.

� To provide increasing and innovative employment and education opportunities for existing and future residents.

� To manage population size such that it is sufficient to sustain and extend services in key centres.

ECONOMIC SUSTAINABILITY ISSUES ... Coffs Harbour City Council has identified a number of economic issues that need addressing in the OLC Settlement Strategy. These are itemised in the diagram (below), and are categorised generally under the following headings: � Business; � Employment; and � Infrastructure. The following section of the document explores each of the economic sustainability issues identified by Council under these broad categories as being pertinent to this OLC Settlement Strategy. Key economic considerations for the Coffs Harbour LGA are shown on the map (left).

The Smart City: Economic Sustainability


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BUSINESS ENVIRONMENT BACKGROUND ISSUES STRATEGIC ACTIONS

Creating a healthy and vibrant business environment leads to economic sustainability. Because the City’s business centres are the focus of most business activity, Council can have a direct role in assisting business by planning for the growth and development of these centres. There are 14 main business centres within Coffs Harbour ranging from small neighbourhood centres (with a floor space of less than 500m2) to the Coffs Harbour CBD (with over 120,000m2). Council has developed a business centre hierarchy to reduce duplication of business services; to reinforce their role and function; and to provide a clear direction for new business activities. Detailed plans for some centres have been completed. Moreover, Council continues to revitalise these centres through physical works and assists with events and marketing of these centres. Planning controls applying to business centres are constantly being tested and modified to deal with the dynamics of business activities. The LEP 2000 governs development in the business zones. It is generally a prescriptive instrument with land uses restricted by zoning categories aligned to the business hierarchy. On one hand strict planning controls can deliver certainty for business. On the other hand, such controls can prevent innovation in business activity. An appropriate balance is needed. As business centres become more resilient, a more flexible planning approach can be adopted to allow a wider range of activities.

� While there exists a business

hierarchy and detailed plans for some centres, an overall review of our retail service structure is required.

� Funding for revitalisation, events and marketing has been sporadic. A recurrent source of funding is required to ensure a healthy and vibrant business environment.

� Planning and development of business centres has largely been the domain of Council. A partnership approach between Council and business interests needs to be fostered in the future.

� Over the last 10 years, Coffs Harbour has experienced some growth in the number of people working at home. Improvements in communication technology, a flexible working environment and relatively low establishment costs are the key drivers for this growth. Home occupations and industries are allowed, subject to certain restrictions, without the need for Council approval.

� Broadening the home occupation policy by permitting larger scale home-based businesses may undermine the business centre hierarchy. Transfer of large-scale business activity to residential areas impacts on the critical mass of business activities and can negate the benefits of business centres as nodes of activity.

� Information on the planning rules for home-based business is not well communicated to the wider community. Disputes often arise in relation to the permissibility of retailing and hiring from dwellings.

� There is a need to plan for technological service provision as our City grows.

� Undertake a review of retail service

structure and hierarchy to identify business needs and to match this hierarchy to population trends.

� Prepare detailed urban design plans for all business centres in consultation with local business and the wider community.

� Investigate possible recurrent source/s of funding for business centre revitalisation works, events and marketing.

� Prepare an analysis of Council’s Section 94 policies to determine whether our contributions are comparable and competitive with other North Coast areas.

� Undertake a review of permissible business developments in various zones within the City (for example, bulky goods in industrial zones, suitable floor space for neighbourhood shopping, general stores, food outlets/cafes, and so on), to assist in creating cohesive communities in each local area.

� Monitor and review home occupation provisions regularly to protect residential amenity and to keep up to date with changes in home business trends.

� Establish a register of home-based businesses and conduct policing of illegal business operations in residential areas.

� Develop an information package and forum on the planning rules and assistance available for home bases businesses.

� Amend provisions to allow for satellite dishes without the approval of Council.

� Support consolidation of land uses within existing retail precincts.

Our Living City Settlement Strategy 2

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BUSINESS GROWTH AND DEVELOPMENT BACKGROUND ISSUES STRATEGIC ACTIONS

Business growth and development in Coffs Harbour is in many ways dependent upon the State and Federal economy and, in particular, the economic health of the capital cities of Sydney and Brisbane which Coffs Harbour lies between. Historically, any economic downturn in Sydney is quickly felt in the Coffs Harbour economy while an economic upturn is slow to reach Coffs Harbour. In the past, Council’s role in relation to the business sector has been largely limited to zoning land and providing basic infrastructure for development and allowing the market place to foster growth. More recently, Council has taken on a broader pro-active role with a number of initiatives including Coffs Coast branding, revitalising business centres, business incentive schemes, and other marketing and promotion programs. Business growth and development now relies in some part on the initiative of Council. The majority of business growth and development in Coffs Harbour occurs within the business centres. A review of the business centres in 1997 revealed that all business centres had significant capacity to grow - less than half the area available for development was being used (LES, 1997). Fragmentation of land holdings, competition from business activities outside business centres, existing capitalisation of land, ability to provide parking, and market uncertainties were cited as the main reasons for this significant capacity.

� If Coffs Harbour’s economy were

more independent it would be insulated from the boom and bust cycles of the external economy. A more diverse economic base could provide a more resilient local economy.

� Council’s role in business growth and development is becoming increasingly important. To continue and possibly expand this role, recurrent funding may need to be sought on a ‘user pays’ basis to ensure the business initiative programs are sustainable.

� Local businesses require improved access to information. The coordination of business programs between local, State and Federal levels is also required.

� Moreover, a clear vision and plan for each business centre is required to guide business growth and development.

� Travel by private vehicles is necessary for most people to access employment. Provision of employment close to housing areas will reduce reliance on private vehicles and assist with economic sustainability.

� Land suitable for business growth needs to be identified early to protect it from competing land uses.

� The highest priority should be in areas where the provision of land for employment close to the labour markets (i.e. residential areas) will reduce vehicle trips and deliver associated benefits.

� Implement strategies in Council’s

Coffs Harbour Economic Development Plan to identify opportunities to increase diversification of business activities.

� Secure recurrent funding from the business sector for Council’s business initiative programs.

� Conduct regular forums for collective decision making between Council and the local Chambers of Commerce on major business growth and development issues.

� Develop and market masterplans for all the business centres in Coffs Harbour LGA.

� Conduct a review of areas suitable for employment in the localities of Woolgoolga, West Coffs and North Bonville.

� Identify and consolidate areas to be set aside for industrial development, and determine a mix of compatible land uses with these areas. This Strategy needs to recognise Coffs Harbour as a regional centre.

� Extend the City Centre DCP area to meet with the Jetty area/ Harbourside DCP area. Prepare a Place Management Plan, with corresponding alterations to zoning if deemed necessary, for this extended area.



ESTABLISHED INDUSTRIES BACKGROUND ISSUES STRATEGIC ACTIONS

Overdependence on any one industry exposes an economy to the likelihood of an economic downturn if that industry contracts. Coffs Harbour’s economy is becoming more diverse. The biggest increase in jobs in the last 10 years has been in construction, retail trade, accommodation, cafes and restaurants, service industries, and health and education. The traditional primary industries - such as agriculture, forestry, fishing and mining/extractive - all have a reduced share of employment. The health of the agriculture, forestry and fishing industry is dependent on government policy, climate conditions and market prices (as obtained by primary producers). Cycles in these industries can have major impacts on the economic conditions of townships that are predominantly primary industry suppliers. These primary industries are undergoing structural reform with a focus on protection of the resource base and developing sustainable practices. Both the construction and the retail industries are subject to boom/bust cycles and this can potentially impact on the local and regional economy. The emergence of education and health as large employers in the locality will help to broaden the economic base and provide increased resilience against economic downturns. However, these employers tend to be dependent on government policy/ public funding and subsequently could be affected by budgetary cuts.

� Settlement patterns have a direct

influence on primary industries. A balanced settlement policy that allows urban development but protects water quality, prime agricultural land, extractive resources and forested lands is required.

� The southern section of the Solitary Islands Marine Park is located directly off Coffs Harbour. The zoning scheme aims to achieve a balance between conservation and ongoing use of the Marine Park. Council has an interest in identifying any ongoing issues.

� Monitoring has revealed the water quality of inland creeks has seriously declined since 2000. Additional education is required in traditional agriculture and small crop industries with regard to impacts on water quality.

� The local economy would be more readily buffered from peaks and troughs if more local businesses enter the export trade. Council’s role in business growth in the exporting sector could be to assist in providing information to business owners on ways and means of entering this market. It could also include Council encouraging diversification of businesses to fit gaps in that market.

� Council has the opportunity to identify and promote alternative renewable resources and industries for the Coffs Harbour LGA.

� As our population increases and the development footprint of the Coffs Harbour LGA gets larger, there is potential for some activities such as extractive industries to be hindered by future residential development.

� No large tracts of land are currently available for industrial development.

� Implement strategies identified in

Council’s Coffs Harbour Economic Development Plan relating to improved growth for existing businesses and industries.

� Implement strategies identified in the Rural Lands Strategic Plan.

� Identify land suitable for private forestry and other types of alternative renewable resources, and actively seek to encourage this form of industry.

� Work with the Solitary Islands Marine Park Authority to develop mechanisms for the protection of water quality through a Development Control Plan and other controls.

� Prepare a GIS layer to itemise all identified extractive resources and implement site specific, performance based, buffer controls to protect these resources.

� Identify and protect extractive industries and their haulage routes from residential development pressures.

� Establish an Extractive Industries Consultative Committee (or similar) to facilitate the development of sustainable construction materials for the Coffs Harbour LGA.

� Liaise with the NSW Marine Parks Authority to identify industry issues relating to the Marine Park and appropriate actions.

� Provide information to assist with diversification of traditional industries, to incorporate the concept of “value adding”.

� Match predicted industry growth with land use planning to ensure industry security for the future.

� Add a “right to farm” clause into the Rural Lands DCP to ensure existing rural industries and farms are not penalised as a result of new development.



GROWTH INDUSTRIES BACKGROUND ISSUES STRATEGIC ACTIONS

Tourism Tourism is a major industry in the Coffs Harbour LGA, it has grown into a renowned visitor destination offering a wide range of accommodation levels. The conference market is a growing component of the tourism sector with a range of large capacity, high quality conference facilities located in several of the resorts within the Coffs Harbour LGA. There is an opportunity for the development of new industries in the Coffs Harbour LGA based on products and services that focus on environmental features and benefits. There is potential to grow eco-tourism significantly, in response to the demand for outdoor recreation in the natural environment. The Coffs Harbour LGA and its immediate surrounds have many natural attractions that bring visitors and add value to the economy. Sport tourism is also a growing sub-industry, where facilities are available for playing sport at international and elite levels. This has been helped by the use of Coffs Harbour in recent years as the home training ground for The Wallabies. Event tourism is another key growth sub-industry within the Coffs Harbour LGA. Council has been actively “growing” this sector in recent years, with events such as the Buskers Festival, Food and Wine Festival and Pittwater to Coffs annual yacht race.

� Marketing is a problem for small

operators due to lack of sufficient money to make an impact.

� Large tourism investments have not provided adequate returns. Some tourism stock has been converted to residential land uses for better investment returns.

� Tourism can suffer from cyclical periods of visitor peaks and troughs. Conference, eco-tourism, event tourism and sport tourism can assist in encouraging visitors to the City in quieter recreational tourism periods.

� The average length of visitor stays is 2.5 days. Council is eager to investigate ways of extending length of stays.

� Eco-tourism is under serviced in the region, with the past focus being on beaches. There is enormous scope for eco-tourism in the hinterland areas.

� Implement strategies within the

Coffs Coast Marketing Plan. � Implement strategies in Council’s

Coffs Harbour Economic Development Plan and Coffs Coast Tourism Strategy relating to tourism.

� Continue to explore opportunities to assist with cooperative marketing efforts on web sites and the Visitor Information Centre to assist small operators.

� Continue to offer flexible planning controls to allow tourist / residential uses in urban centres.

� Develop iconic facilities and infrastructure that serve both the resident and tourist populations to support Coffs Harbour’s position as one of the world’s most liveable cities.

� Develop a series of annual national signature events to promote Coffs Harbour.

� Support the growth of bed and breakfast tourist accommodation and eco-tourism within the hinterland of the Coffs Harbour LGA.



EMERGING INDUSTRIES BACKGROUND ISSUES STRATEGIC ACTIONS

Health and Aged Care Health is an industry in its own right, and a significant economic driver in Coffs Harbour. The new Health Campus provides a wide range of services and the potential for the expansion of health allied businesses. Aged care is an emerging industry for the Coffs Harbour LGA and for other areas of the Mid North Coast. The influx of older people has created the need for innovative solutions for accommodation, retirement facilities and health services.

� This is an industry which will grow

significantly over time. There is much potential for job creation and training opportunities associated with this industry sector.

� There are continuing opportunities to develop new models of aged care to meet the demands for ageing in place.

� Continue to develop targeted

infrastructure that aids the development of the medical industry.

� Make available sufficient reserve lands to provide for future aged care uses and ancillary uses.

� Continue to implement strategies and actions outlined in the Future of ageing: Coffs Coast program.

� Support the efforts of Aged Services and Learning Research Collaboration to assist with growth in support activities to the health sector.

Manufacturing Manufacturing has been identified by Council in the 2003 Economic Profile as an emerging opportunity for business and employment expansion.

� Coffs Harbour LGA has a number

of unconnected niche manufacturers who provide a stable employment base for the economy of the City.

� Implement strategies in Council’s

Coffs Harbour Economic Development Plan relating to emerging manufacturing industries.

� Identify options for expansion of the manufacturing sector.

Primary Industries The reducing share of total employment by traditional primary industries is a function of a diversified economy base and a trend to more efficient primary industry production. New horticultural development is important in expanding the employment base within the primary industry sector.

� Approximately one in eight people

are employed in agriculture on the North Coast. In Coffs Harbour, agriculture contributes around $60 million to the local economy in a typical season.

� Agriculture provides a buffer in the local economy when periodic downturns in other revenue (such as tourism) occur.

� Greenhouse horticulture, organic agriculture and blueberry production are emerging and expanding industries in the Coffs Harbour LGA.

� Implement strategies in the Rural

Lands Strategy to incorporate recommendations of the DoP’s Coastal Frost Free Horticultural Lands document, once completed.

� Implement strategies contained in the DoP’s Farmland Mapping project, once completed.

� Support value adding and organic farming measures for agricultural industries and farming enterprises.



EMERGING INDUSTRIES BACKGROUND ISSUES STRATEGIC ACTIONS

Creativity An emerging industry in the Mid North Coast area generally is what is becoming known as the “creative class”. This relates to people whose work involves creative problem solving (such as designers, scientists, artists, engineers, writers, health care professionals, business managers). Highly dependent on creative talent, their economic value lies in their intellectual property. The creative class includes traditional cultural sectors like the visual and performing arts; as well as new media and multi-media enterprises including film, television, IT and music; and professionals who creatively solve problems. These creative industries provide inputs that are central to businesses across many industries and add value to production through design, technical performance, packaging and branding. The migration of these professional people into the Coffs Harbour LGA is bringing with it an expansion of business and industry into more sophisticated and specialised areas. This lifts levels, and recreational expectations for service and cultural pursuits. While creative industries are often micro businesses or small to medium sized enterprises that focus on local markets, they can develop into clusters helping to drive economic growth and development by exporting their intellectual property outside their own regions.

� Clusters cannot be artificially

created. Nevertheless, Council has a role to play and can support creative industry cluster development by facilitating the infrastructure and forums through which they grow.

� Quality of place is a critical factor supporting the growth and development of creative industry clusters. Members of creative clusters place a high value on an area’s lifestyle attributes.

� Creative people and creative industries value those elements of an economy that support and encourage their creativity and the diffusion of ideas. It’s all about lifestyle attributes coupled with infrastructure availability.

� There are many clean industries and corporate offices in major cities that are suffering escalating property costs and employee difficulties in commuting. There is potential to promote the opportunity for these businesses to move to Coffs Harbour LGA.

� Prepare an Arts and Culture

Development Strategy to facilitate the orderly coordination and provision of services over time.

� Promote and support existing and new creative and cultural activities.

� Identify gaps in local infrastructure and facilities, to determine whether any new development or initiatives are required.

� Explore the possibility of providing small commercial spaces to allow home based creative businesses to expand and create further employment opportunities.

� Support growth of the Coffs Harbour Education Campus and the Coffs Harbour Technology Park.

� Investigate, explore and promote options for clean, green and technically, innovative, creative industries to relocate to Coffs Harbour LGA.


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PROSPERITY BACKGROUND ISSUES STRATEGIC ACTIONS

Income levels in the Coffs Harbour LGA are generally below the average for NSW, but slightly higher than for the Mid North Coast. Key issues for socio-economic sustainability of the Coffs Harbour LGA and viability of industry are the creation of employment and higher incomes. Opportunities for more employment and higher incomes may be best encouraged from growth of existing businesses, and emerging industries. Coffs Harbour LGA has a rate of unemployment comparable to that of the general Mid North Coast. However, its rate is more than double the overall State level. Youth unemployment rates are consistently high and result in ongoing migration from the Coffs Harbour LGA of persons in the 18-34 age bracket. This creates a dilemma for our labour force and indicates there will be less input from our young adults in planning for the development of the City to 2031. Indigenous unemployment is nearly three times greater than the general unemployment rate for the Coffs Harbour LGA and is significantly higher than the indigenous unemployment rate for the State as a whole. There is a high reliance on part time employment in the Coffs Harbour LGA. The increasing prevalence of part-time and seasonal jobs reduces the employment security of the workforce. Compared with people in permanent full-time positions, those in part-time and casual employment often find it more difficult to obtain loan funds required to purchase housing and other major assets.

� There is a complex, yet proven,

relationship between the numbers of people over 55 years of age and unemployment rates. The more retirement aged people move to an area, the higher unemployment levels become. Unless Council can attract people aged 25-54 it will face the challenge of sustaining and building the local economy with a decreasing work force.

� The high unemployment rate, combined with under employment (part-time and seasonal workers), has impacts in terms of the provision of affordable housing and equitable access to services.

� With the fading of the agriculture, forestry and fishing sector, unemployment is likely to rise unless the workforce can be trained into service occupations or there is increased investment in agribusiness enterprises.

� The development of the RTA bypass will result in the loss of banana lands to the highway corridor.

� Prosperity for the local community is also linked to the sustainable use of resources.

� Examine mechanisms to address

the long-term provision of employment and business opportunities in the Coffs Harbour LGA.

� Develop policies and actions to attract and retain youth.

� Create a more export oriented, outward looking economy, with industries which are more likely to be ‘shock proof’.

� Facilitate the provision of mentoring and leadership training for young people to assist them in finding employment.

� Implement sound economic management to grow the City’s economy, encourage younger residents to stay and lower the unemployment rate.

� Develop policies and actions to support investment into agribusiness enterprises.

� Identify and explore mechanisms for the Coffs Harbour LGA to enhance its natural assets to allow competition in the global tourism market.


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EDUCATION BACKGROUND ISSUES STRATEGIC ACTIONS

Tertiary education facilities are well developed in Coffs Harbour, with Southern Cross University and the North Coast Institute of TAFE operating out of a shared campus in conjunction with the Coffs Harbour Senior College. Additional nursing and doctor training has recently been provided at Southern Cross University. This will assist in providing additional qualified workers for the health care and aged care fields. This is important for the sustainability of health services and the health / aged care industry in the region. The National Marine Science Centre established recently in Coffs Harbour (in partnership with New England and Southern Cross Universities) provides education for marine science students as well as an opportunity to develop research links with industry. Training of pilots has been offered at the airport in recent years. This flight training school has the potential to be increased.

� Opportunities exist to address the

lack of particular skills in the Coffs Harbour LGA with specialised training of a workforce to meet the needs of business and industry.

� The shortage of 18-34 year olds in the Coffs Harbour LGA causes a strain on economic development opportunities. There are not enough higher educational opportunities at this time to attract and retain greater numbers of people in this age bracket.

� Facilitate the provision of increased

skills training for high technology industries, manufacturing and community service.

� Endorse the provision of additional and varied tertiary training courses to meet the requirements of industry over time.

� Support collaboration and partnerships between education, training providers and industry.

� Facilitate the provision of a range of additional primary/secondary schools by making land available for this purpose.


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INFRASTRUCTURE NEEDS AND AVAILABILITY BACKGROUND ISSUES STRATEGIC ACTIONS

Water The provision of a safe and sustainable water supply to the urban areas of the City up until 2021 (for a population of 94,500) have been the goals of both the Regional Water Supply Strategy and the Coffs Harbour Water Supply Strategy. The Regional Water Supply is being constructed in partnership with Clarence Valley Council (which will be the operating Authority of the Scheme). The Scheme includes the construction of a pipeline from the Nymboida River Weir to Karangi Dam (completed) and the construction of a 30,000 ML dam on Shannon Creek. This supply - combined with Coffs Harbour's Karangi Dam - will give a safe yield up to the Year 2021 (with provision for future expansion of the Shannon Creek Dam if necessary to 70,000 ML). The Coffs Harbour system consists of Karangi Dam (5600 ML - with water extracted from the Orara River), pump stations, reservoirs and reticulation mains. The Coffs Harbour Water Supply Strategy provides for the expansion of this infrastructure to cater for the projected 2021 population. Both strategies include a rigorous water efficiency program to minimise consumption. Environmental programs - such as introducing increased environmental flows in the Orara River and Nymboida - have been introduced to give positive, sustainable outcomes. Construction commenced in 2007 on a Water Treatment Plant to ensure a safe reliable water supply is available to consumers at all times.

� Infrastructure has only been

planned to service the projected 2021 population of 94,500 Equivalent Tenements (ET).

� Planning assumptions were based on the Coffs Harbour Urban Development Strategy (UDS). Planning will need to be updated to cater for the projections in the Revised Land Capacity Assessment 2005.

� The ageing reticulation system will require continual mains replacement over the life of this Strategy.

� Projected population density increases in existing serviced areas may mean existing infrastructure will be outgrown.

� With the commissioning of the Regional Water Supply system, an increased level of water treatment will be required.

� Continued decreases in consumption will be difficult to maintain at current rates. Ongoing water efficiency programs will be required to maintain existing consumption levels.

� Complete the Regional Water

Supply system. � Conduct a risk review of supply and

the reticulation system and construct the required water treatment plant in 2007/08.

� Remodel Council’s reticulation system to check adequacy of the existing system and new infrastructure requirements to service future population.

� Continue with an active water efficiency program.

� Investigate options to obtain a sustainable water supply to service projected 2031 populations.

� Prepare Developer Service Plans that enable the funding of infrastructure upgrades or extensions to service future populations.

� Revise the existing business plan and level of service to continue to meet the community's and industry needs.


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Sewer The provision of a reliable and efficient sewerage system to urban areas is essential for the health of the community and the environment and underpins all future expansion of urban/commercial areas. In 2000, Council adopted the Coffs Harbour Sewerage Strategy. This Strategy aims to provide a state-of-the-art sewerage system that maximises reuse, minimises discharge to the ocean and caters for growth up to 2021. The system will ultimately include four water reclamation plants connected by a common Reclaimed Water Pipeline and the Deep Sea Release. The Sawtell Reclaimed Water Pipeline will be de-commissioned on completion of the Coffs Harbour Reclaimed Water Pipeline. The strategy has included major works such as the Deep Sea Release, Woolgoolga Reclaimed Water Pipeline Upgrade, construction of a Reclaimed Water Main from Woolgoolga to Coffs Harbour and sewering of the Moonee/Emerald and Arrawarra/ Mullaway townships. Rehabilitation of the existing reticulation system is also planned to reduce infiltration during wet periods to a maximum of seven times average dry weather flow.

� Infrastructure has been planned for a

projected population of 94,500 Equivalent Persons (EP), in the following catchments: (a) Corindi (1,500 EP) (b) Woolgoolga (18,000 EP) (c) Moonee/Emerald (7,000 EP) (d) Coffs Harbour/Sawtell (68,000

EP). � The OLC Settlement Strategy projects

a population of 99,000 by 2031. � Planning assumptions to date have

been based on the 1996 UDS. The 2005 Revised Land Capacity Assessment has updated this report, meaning the sewer network requires review.

� Projected population density increases in existing serviced areas such as the Jetty may overload existing infrastructure. Increased site coverage is causing access problems for maintenance and rehabilitation of existing infrastructure. The infrastructure in these areas tends to be older and is more likely to require maintenance and rehabilitation.

� The Deep Sea Release has been designed to cater for storm flows associated with infrastructure for 92,500 ET. Additional infrastructure to cater for the 2031 projected population will result in the Deep Sea Release requiring upgrading or increased rehabilitation of the existing infrastructure.

� Over the life of this Strategy, Department of Environment and Climate Change (DECC) licensing standards may require improved levels of treatment prior to discharge. The Coffs Harbour and Moonee Water Reclamation Plants (WRP) will be capable of improved outputs with minimal changes. The Woolgoolga and Corindi WRPs would require upgrading to meet increased treatment standards.

� Revise the overall Sewerage

Strategy based on the Revised Land Capacity Assessment 2005.

� Carry out an analysis of the reticulation system to determine the adequacy of the existing system and extensions to trunk systems that may be required.

� Carry out a study to determine the areas of the existing reticulation system that may be impacted by infiltration. Develop a rehabilitation strategy to enable existing infrastructure to service the projected 2031 population.

� Investigate prioritising rehabilitation works in areas likely to be subject to higher density development.

� Prepare Developer Services Plans that enable the full funding of infrastructure upgrades or extensions to service future populations.

� Revise the existing business plan and levels of service to continue to meet the community's and industry demands.

� Encourage industrial use of reclaimed water.


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Smart City Initiatives The influx of more of the “creative class” into the Coffs Harbour LGA generates opportunities and skills to develop high technology products and services.

� Technology infrastructure is an

issue for businesses in the Coffs Harbour LGA if they are to become competitive. E-commerce is hampered in some areas by the lack of access to reliable telecommunications including broadband services.

� Prepare a “Smart City” Strategy to

identify gaps in technological service provision.

� Work with electricity providers to identify methods of reducing power outages.

Airport The aviation industry is a small but growing economic driver for Coffs Harbour LGA. The Coffs Harbour Regional Airport is home to a number of aviation-related businesses.

� Council gained full ownership of

the Coffs Harbour Regional Airport in the early 1990s. Progressive upgrades have been made - the most recent in 2000 to cater for growth to 2010. Council needs to continually monitor expansion needs at the airport to ensure the facility meets the community’s needs as it grows as a regional hub.

� Continue to develop the Airport to

cater for needs of airport customers into the planning timeframe.

� Review the Airport Business Plan to facilitate the ongoing implementation of up-to-date operating and marketing strategies.

� Continue to provide infrastructure and associated services over time to allow Coffs Harbour Regional Airport to be recognised as “the premier regional aviation destination in NSW”.

� Ensure sufficient seating and facilities are provided as the infrastructure is expanded.

Harbour The Harbour is home to the commercial and recreational fishing fleet, international marina, a wide range of leisure activities and marine services such as boat repairs and maintenance. It is also part of the Solitary Islands Marine Park. There is much potential for future uses in and around the Harbour.

� There has been controversy over

many years as to the best mix of uses to be offered in the Harbour area. Future planning needs to balance the environmental qualities of the harbour with the potential to create a vibrant working and leisure area.

� The NSW Government is the major landowner in the Harbour area.

� The Department of Lands, in conjunction with Council and the community, is in the process of preparing a Masterplan for the Harbour and wider Jetty area.

� Formalise planning policies for the

Harbour and Jetty area. � Investigate and promote business

opportunities that capitalise on the Harbour area and the Marine Park.

� Urgently investigate means to reduce siltation in boat launching facilities.


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Land A key component of a Settlement Strategy is to determine the extent and direction of settlement, and to make allowances for the provision of land for employment related uses. This will ensure that employment generating land uses relate to population distribution across the Coffs Harbour LGA.

� Council has kept limited data

base resources to date regarding provision of industrial lands.

� No calculations have yet been undertaken to establish the capacity of existing industrial zones, and whether additional lands need to be zoned to accommodate future growth.

� No larger parcels of land are currently available for industrial or business uses.

� Occasionally, anomalies to zoning boundaries are found within Council’s LEP maps, usually due to mapping errors. It is important to provide an avenue to correct mapping errors in the event that modifications to zoning boundaries are insignificant.

� Council has a number of Special Uses 5A Community Purposes zoned lands around the Coffs Harbour LGA which are no longer used for that purpose, but which need to be rezoned prior to being able to be used for other purposes. Council requires a mechanism to rezone these lands.

� Complete a land capacity audit for

existing Industrial zoned lands with the Coffs Harbour LGA.

� Assess the need for additional employment zones and identify lands suitable for this purpose.

� Identify lands in the Strategy, both in Woolgoolga (north) and Coffs/ Sawtell/Toormina (south), to provide for future employment generating land uses.

� Continue to assess and amend LEP zoning boundaries in the event that mapping errors are detected. Appendix D of this Settlement Strategy gives a table of lands containing mapping errors and recommendations for their correction.

� Council considers rezoning the land to a more appropriate zone with due consideration of land uses prevailing in the area.

the smart city: economic sustainability · some define economic sustainability as economic...

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