Download The Smart City: Economic Sustainability

The Smart City: Economic Sustainability
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.
Our Living City Settlement Strategy
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).
Page 30
BUSINESS
How can we best foster opportunities for businesses
BUSINESS ENVIRONMENT
BACKGROUND
ISSUES
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.
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.
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.
Our Living City Settlement Strategy
STRATEGIC ACTIONS
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.
Page 31
and industries that serve our community?
BUSINESS GROWTH AND DEVELOPMENT
BACKGROUND
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 proactive 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.
Our Living City Settlement Strategy
ISSUES
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.
BUSINESS
STRATEGIC ACTIONS
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.
Page 32
BUSINESS
How can we best foster opportunities for businesses
ESTABLISHED INDUSTRIES
BACKGROUND
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.
Our Living City Settlement Strategy
ISSUES
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.
STRATEGIC ACTIONS
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.
Page 33
and industries that serve our community?
GROWTH INDUSTRIES
BACKGROUND
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 subindustry, 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.
ISSUES
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.
BUSINESS
STRATEGIC ACTIONS
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.
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.
Our Living City Settlement Strategy
Page 34
BUSINESS
EMERGING INDUSTRIES
BACKGROUND
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.
Manufacturing
Manufacturing has been identified by
Council in the 2003 Economic Profile
as an emerging opportunity for
business and employment expansion.
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.
Our Living City Settlement Strategy
How can we best foster opportunities for businesses
ISSUES
STRATEGIC ACTIONS
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.
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.
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.
Page 35
and industries that serve our community?
EMERGING INDUSTRIES
BACKGROUND
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.
ISSUES
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.
BUSINESS
STRATEGIC ACTIONS
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.
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.
Our Living City Settlement Strategy
Page 36
EMPLOYMENT
PROSPERITY
BACKGROUND
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.
How can we improve employment and
ISSUES
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.
STRATEGIC ACTIONS
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.
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.
Our Living City Settlement Strategy
Page 37
education opportunities for our residents?
EDUCATION
BACKGROUND
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.
EMPLOYMENT
ISSUES
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.
STRATEGIC ACTIONS
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.
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.
Our Living City Settlement Strategy
Page 38
INFRASTRUCTURE
How will we make efficient use of
INFRASTRUCTURE NEEDS AND AVAILABILITY
BACKGROUND
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.
ISSUES
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.
STRATEGIC ACTIONS
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.
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.
Our Living City Settlement Strategy
Page 39
existing and future infrastructure?
INFRASTRUCTURE
INFRASTRUCTURE NEEDS AND AVAILABILITY
BACKGROUND
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.
Our Living City Settlement Strategy
ISSUES
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.
STRATEGIC ACTIONS
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.
Page 40
INFRASTRUCTURE
How will we make efficient use of
INFRASTRUCTURE NEEDS AND AVAILABILITY
BACKGROUND
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.
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.
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.
Our Living City Settlement Strategy
ISSUES
STRATEGIC ACTIONS
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.
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.
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.
Page 41
existing and future infrastructure?
INFRASTRUCTURE
INFRASTRUCTURE NEEDS AND AVAILABILITY
BACKGROUND
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.
Our Living City Settlement Strategy
ISSUES
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.
STRATEGIC ACTIONS
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.
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Our Living City Settlement Strategy
Page 43