Agenda of Economic Development Committee

Item No: 1.4
Title: Old Sydney Town Planning Proposal
Department: Environment and Planning
4 March 2025 Economic Development Committee

Reference: RZ/111/2020 - D16658196

Author: Rodney Mergan, Senior Strategic Planner Local Planning and Policy

Manager: Scott Duncan, Section Manager Local Planning and Policy

Executive: Jamie Loader, Director Environment and Planning

Recommendation

That the Committee notes this information report on the Old Sydney Town Planning Proposal.

Report purpose

To provide the Committee with background information regarding the Old Sydney Town (OST) Planning (Rezoning) Proposal and associated actions, noting that the applicant has been invited to present information regarding this proposal to the committee.

Executive Summary

Council received a Planning Proposal for the OST site in August 2020, following review the Proposal was not considered appropriate. The application was not refused by Council at the request of the applicant, to allow time to find a more acceptable outcome for the site.

Council and NSW Government Agencies have been presented with several proposals by the applicant, none of which have been considered appropriate or able to be supported by Council. The proposal, at this point in time, generally relates to residential land uses in an isolated location. There is not adequate information to indicate when any tourist or other commercial uses, will be delivered onsite (if at all) and currently there is inadequate justification for a residential land use on the site.

Background

The former OST site is located at 945 Old Pacific Highway and 66 Myoora Road, Somersby. The site comprises approximately 120 Ha and is located directly south-west of the Somersby Industrial Estate and northwest of the M1 Motorway.

The Australian Reptile Park (ARP) is located at 66 Myroora Rd Somersby. As such, ARP are a tenant of the owners of the former OST site. The OST tourist facility ceased operation early 2003 and is currently tenanted by a caretaker. Remnants of the former use of the site remain in place in varying states of repair.

Figure 1 – Old Sydney Town Site (outlined in orange)

The land is currently zoned C4 Environmental Living. It is to be noted that this zoning was formerly identified as E4 Environmental Living as ‘E’ Zones have more recently been renamed ‘C’ Zones by the Department of Planning Housing and Infrastructure (DPHI).

This zoning is applied across the LGA to permit rural residential development on 2 Ha lots. In addition to this zoning the site also has the benefit of additional permitted use provisions under Schedule 1 of Central Coast Local Environmental Plan 2022 (CCLEP 2022) as follows:

11 Use of certain land at 945 Old Pacific Highway and 66 Myoora Road, Somersby

(2) Development for the following purposes is permitted with development consent—

(a) backpackers’ accommodation, (b) camping grounds, (c) caravan parks, (d) farm stay accommodation,(e) hotel or motel accommodation, (f) pubs, (g) recreation facilities (indoor), (h) recreation facilities (outdoor), (i) registered clubs, (j) restaurants or cafes, (k) serviced apartments.

These additional permitted uses were negotiated with the landowner by Council during the development of CCLEP 2022, in 2018-2019, to allow for tourist uses, not permitted under the E4 Zone, to be permitted with development consent. Council agreed to allowing these additional permitted uses to ensure the site could be revived as a tourist destination.

Report

In August 2020, a Planning Proposal was submitted to Council for the OST site. The proposal was to:

· rezone the site from E4 Environmental Living to varying zones including: B5 Business Development, B7 Business Park, E2 Environmental Conservation, R2 Low Density Residential, R3 Medium Density Residential, RE1 Public Recreation and part SP3 Tourist;

· reduce the minimum lot size control from 2 Ha to vary between 600sq.m and 1500sq.m;

· introduce a maximum FSR in portions of the site varying between 0.75:1 and 1.5:1;

· introduce an area of twelve storey development within the proposed SP3 Zone and several areas of five storey development in the proposed R3 residential and B7 Zones.

In January 2021, Council’s Strategic Planning Team completed a preliminary assessment of the proposal and recommended withdrawal, largely due to lack of strategic merit and inadequate supporting studies.

In June 2021, the former Unit Manager Strategic Planning agreed that the Planning Proposal could remain under assessment, rather than withdrawal, subject to completing a study of the residential component covering how it aligns with the Central Coast Regional Plan (CCRP), Council’s Local Strategic Planning Statement (LSPS) and addresses the presumption against residential development west of the M1.

August 2023, a meeting was held with the Applicant and government agencies to discuss the proposal as outlined above. In light of these discussions, Transport for NSW (TfNSW) advised that there are significant constraints on the existing road network inhibiting development on both the subject site and the broader Somersby Industrial Estate. Even with potential improvements to the road network, full development of the subject site would restrict and limit the ability for the North Somersby (industrial) Investigation Area footprint to be realised. This would diminish potential outcomes for other employment land uses in the area.

In February 2024, a meeting was held with the Applicant and the former Director

Environment and Planning to discuss next steps. At this meeting, the applicant was advised that in light of discussions with TfNSW and Council officers, the proposal in its current form could not be supported for several reasons including the following:

· The proposal is for approximately 540 dwellings, with building heights up to 30m. This conflicts with the surrounding industrial development in Somersby, specifically with the industrial precincts ability to operate 24/7.

· The proposal is inconsistent with the CCRP, which identifies the subject site as a tourist precinct. While the precinct may support a small amount of mixed-use development, it is not on the scale proposed by the applicant.

· The proposal is heavily reliant on cars to access schools, parks, sportsfields and other services. Unlike other areas within the LGA that can be retrofitted as a ’15-minute neighbourhood,’ this site is challenged contextually as it is surrounded by an industrial area and isolated from other 15-minute neighbourhoods.

· TfNSW have confirmed there is significant constraints on the existing road network inhibiting development on the subject site and broader Somersby Industrial Estate.

In May 2024, a site inspection and subsequent workshop were held; the applicant provided several proposed residential layouts that still involve significant residential development consisting of 159 to 171 residential lots 900 sq. m to 5000 sq. m (see latest concepts in Figure 2 and 3).

Figure 2 – Most recent proposed residential layout

Figure 3 – Most recent proposed tourism layout

Recent discussions have focused on residential uses. It is unclear if rezoning will be required to accommodate all proposed tourist uses. Whilst two pre-DA Meetings have been held in recent times regarding certain aspects of the commercial use of the site (information below), there is no detail on the timing of when these uses will be undertaken with the focus from the applicant being the residential component of the site.

Following this workshop, Council made a group of comments to assist the applicant including the following:

· The Planning Proposal could facilitate a mix of lot sizes to reflect a rural residential zone. Rather than a minimum lot size map, this may be achieved by way of an average lot provision that allows for a certain percentage of smaller lots in the centre, transitioning to large lots around the perimeter.

· In the absence of a Strategy that identifies this site as appropriate for residential development (in any form) – Council is yet to receive justification why this site is unique, suitable and feasible for this type of development.

· Further consultation will need to occur with agencies such as TfNSW and BCS. This can be done once a concept has been agreed.

Development Applications (DAs)

With respect to tourist uses there have been two Pre-DA meetings conducted during the period the Planning Proposal was under assessment. As previously stated, tourist uses are catered for under the current provisions of CCLEP 2022.

An initial Pre-DA Meeting was held 16 September 2024. The Pre-DA Meeting was for - Stage 1 development for a variety of tourism related uses at the former OST site on a relatively small section of the site to the south-east of the existing dam (see figure 4) as follows:

· Restaurant: single storey, 465sq.m of GFA for approximately 190-200 indoor/outdoor seats.

· Display centre: 200sq.m venue for the site, including a small shop.

· Recreation Area including an outdoor performance space and staged, kids’ playground, landscaping, public art, picnic areas and water sport ramps.

· Ancillary car park to accommodate 73 car parking spaces and 4 parallel on street car parking spaces.

No other stages of the intended development of the overall site were provided.

Figure 4: Proposed Stage 1 Masterplan – located to the south-east of the existing dam

The following points from the Pre-DA Meeting provide reasonable guidance as to the status of the proposed DA:

· Council is concerned that the proposed development has not adequately demonstrated that the site is suitable for this proposal, as it is difficult to assess the proposed development without the benefit of a conceptual masterplan for the entire site which demonstrates how this proposal relates to the future intended development of the site. It is understood that the Planning Proposal for the entire site is still under consideration.

· The proposal must be supported by a detailed “Traffic Impact Assessment” prepared by a practising Traffic Consultant. The report shall address the road hierarchy and treatment of the future carriageway widths to ensure adequate compliance with AS 2890.1:2004 and the current Planning for Bushfire requirements. The report shall also address the existing intersection of the access road and the Pacific Highway and all proposed upgrading works to ensure sight distance, capacity and safety are adequately addressed.

· There is a need to avoid and minimise ecological impacts, which includes minimisation of clearing of native vegetation.

· Concern was raised with the location of the proposed restaurant within native vegetation to the south of the existing track. This area of vegetation in mapped as habitat for a number of threatened species.

· If the proposed DA proceeds ahead of any Biocertification Approval for the overall site, all the NSW Biodiversity Offset Scheme (BOS) triggers would need to be considered. Any clearing of native vegetation within the Biodiversity Values mapped area of the site would trigger entry to the BOS.

· Stage 1 proposal is located within the curtilage for the proposed local heritage listing of the OST site. This listing has previously been discussed with the applicant, and an agreed curtilage confirmed. It is expected that the local listing will go to Council for permission to go on public exhibition early 2025.

· As part of the DA, a Masterplan and Staging Plan would be needed. An indication of the uses and character of each stage would be useful to place this DA in context.

· The development application will need to be accompanied by a Heritage Impact

Assessment and a Conservation Management Plan (CMP) for the site. The CMP should cover the entire heritage site so as to form the base information and heritage management guidelines for the masterplan.

· The proposed development site is currently outside of Council water and sewer servicing network. The proponent is required to prepare a water and sewer servicing strategy to demonstrate how the proposed development can be serviced by water and sewer.

A second Pre-DA meeting was held 14 January 2025.

No significant new information was provided at the meeting. The applicant indicated that the DA would not be for staged development but rather for the restaurant and visitors centre to be considered ‘stand-alone’ at this point in time. This is concerning with respect of the long-term plans for the commercial development on the site.

At this time, a DA is yet to be lodged. Given the scale and scope of what is proposed such a DA would likely be determined by the Local Planning Panel.

Current Status

Council staff are currently reviewing information submitted by the applicant that compares the site to what the applicant consider comparable sites in and around the Sydney basin. The majority of examples provided are existing centres along main roads where there is residential development surrounding functional centres that include a supermarket, chemist and various community facilities. There is no information provided that indicate such services would be provided and, in any case, would need to be viable to be built or remain open in perpetuity.

Council staff are currently in discussions with DPHI regarding the position of the DPHI with respect to the current proposal as there appears to be some confusion as to whether the DPHI has already endorsed the residential use of the land. In addition, discussions are taking place as and whether DPHI would seek or accept the role of Determining Authority for the proposal through recent pathways introduced by the State Government to attempt to accelerate housing supply.

Stakeholder Engagement

As the Planning Proposal is yet to be reported to Council seeking Gateway Determination, the agency and public consultation process is yet to commence. Given the nature of the proposal, as previously mentioned, TfNSW and DPHI have been involved in discussions to this point.

There would need to be consultation with landowners and tenants within and surrounding the Somerby Industrial Estate during or potentially prior to any public exhibition process.

The proposal should not impact on the viability of the existing and future employment generating land uses that exist in this locality and any potential conflict from additional residential or other land uses must be adequately addressed.

At this stage, given the concerns of TfNSW and the lack of certainty regarding the overall development of the precinct this has not been established.

Financial Considerations

Financial Year (FY) Implications.

The proposal does not have financial implications for the current year or outer years in the LTFP.

Budget and Long-Term Financial Plan (LTFP) Impact.

The FY adopted budget includes funding for this proposal.

The assessment of Planning Proposals are paid for by the applicant in accordance with Councils Fees and Charges.

Link to Community Strategic Plan

Theme 3: Green

Goal I: Balanced and sustainable development

R-I1: Preserve local character and protect our heritage and rural areas including concentration of development along transport corridors and around town centres and east of the M1.

Risk Management

Nil.

Critical Dates or Timeframes

The Planning Proposal, whilst being accepted, is yet to be reported to Council for approval to forward to DPHI for Gateway Determination. The Gateway Determination sets out the consultation process for Council to undertake (both public and agency) prior to a second report being provided to Council following exhibition.

In accordance with the DPHI LEP Making Guidelines, Council would be given no more than 12 months to complete the Planning Proposal once Council seeks Gateway Determination. As such all relevant studies including ecology and traffic would need to be completed and be considered satisfactory prior to the Gateway Determination being sought.

Attachments

Nil.

Item No: 1.5
Title: Economic Development Strategy Actions Update
Department: Environment and Planning
4 March 2025 Economic Development Committee

Reference: F2020/01596 - D16639981

Author: Sam Hardie, Economic Development Specialist

Andrew Powrie, Business Economic Development Manager

Manager: Sue Ledingham, Unit Manager Customer Marketing and Economic Development

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That the Committee:

1 Notes the progress of the actions identified in the Economic Development Strategy 2020 – 2040.

2 Endorses the recommended Option 1 to develop a refreshed Economic Development Strategy and four- year Implementation Plan.

Report purpose

This report informs the Economic Development Committee of the progress and status of the actions identified in the Economic Development Strategy 2020 – 2040 in response to the questions raised by Councillors at the committee meeting held on Tuesday 4 February 2025.

Executive Summary

The ‘Economic Development Strategy 2020 – 2040‘ (the Strategy) was adopted in September 2020 along with the COVID Resilience & Recovery Framework that identified early pandemic-specific actions to be implemented as a priority ahead of actions within the Strategy.

The Strategy identified six themes for investment encompassing 37 action areas.

The COVID Resilience & Recovery Framework had a goal to keep businesses active, support jobs, foster human capital growth, increase community outreach, and drive collaboration and innovation. The commitment was made by Council to engage with the local community, collaborate with businesses and advocate to state and federal governments, ensuring the best outcomes for the Central Coast.

This 2025 progress report highlights achievements against both the Strategy and the Resilience & Recovery Framework for the period from 2019 to February 2025.

Background

Council’s Economic Development Strategy takes a long-term view through to 2040 and was developed to guide Council’s decision making around economic development initiatives that assist in creating jobs and stimulating the economy.

Whilst the Strategy focuses on economic development for the Central Coast, it also forms part of a much broader policy context, reflecting the wider perspective and aspirations of our region.

When the Strategy was being developed the Covid-19 Pandemic occurred and Council worked with internal and external regional stakeholders to respond to the developing situation, formulating a COVID Resilience & Recovery Framework to sit alongside the Strategy. A plan was created to prioritise the implementation of actions identified in the Strategy to best support businesses and the community during this time.

The Framework had a goal to keep businesses active, support jobs, foster human capital growth, increase community outreach, and drive collaboration and innovation. The commitment was made by Council to engage with the local community, collaborate with businesses and advocate to state and federal governments, ensuring the best outcomes for the Central Coast.

The ‘Economic Development Strategy 2020 – 2040‘ (the Strategy) and the COVID Resilience & Recovery Framework, along with the supporting implementation plans were adopted by Council in September 2020.

At its Ordinary Council meeting of 28 September 2020, Council resolved the following:

922/20 That Council receive and note the Draft Economic Development Strategy 2020-2040 and the Economic Recovery and Resilience Framework.

923/20 That Council endorse the Draft Central Coast Economic Development Strategy 2020-2040 with the following amendments:

a) Amendments as resolved by Council on 9 June 2020 to be made in the final document

b) Page 26 – under IMPROVING ECONOMIC LEADERSHIP AND COORDINATION - Add “Projects that build consensus across all levels of government, key stakeholders and the community

c) Wherever a reference to a “City Deal” is made, specify that the action is to “investigate a City Deal”

d) Page 31 – “Work with stakeholders, peak bodies and the community to modernise and streamline planning processes and requirements to future-proof our new development”.

e) Replace references to “removing red tape” to “streamlining processes”

924/20 That Council endorse the Draft Central Coast Economic Recovery and Resilience Framework with the following amendments:

· Page 5 - Council is investigating opportunities to advance the economic revitalisation of Gosford, Wyong, The Entrance, Peninsula and other town centres

· Page 8 – Amend to add “Quadruple Bottom Line” as a Response Principle - defined in terms of economic, social, ecological and governance

· Page 17 – Amend Strategic Themes to add “Quadruple Bottom Line”

· Page 22 – replace “entering into public-private partnerships’ with “investigate public-private partnerships”

· Replace references to “removing red tape” with “streamlining processes”.

925/20 That Council note that the Implementation Plans for the Draft Central Coast Economic Development Strategy 2020-2040 and the Draft Economic Recovery and Resilience Action Plan are draft documents to be amended in line with changes above and subject to further discussion before finalisation.

Both documents were updated with all amendments (923/20, 924/20) as per the resolution of Council.

Report

This report provides a high level status on the actions as identified in the Economic Development Strategy 2020-2040. The report is divided into two parts:

1. Status of activity for the Economic Recovery and Resilience Action Plan and early actions from the Strategy (2019-2021).

2. Status of actions for the Economic Development Strategy post COVID (2022 – 2024/2025).

Economic development initiatives and actions identified within the Strategy are delivered by various teams within Council, levels of government and the private sector. The update references actions lead by stakeholders who have contributed to elements of the Strategy’s implementation.

The following attachments to this report provide details of the status, partners, outputs and include commentary on the delivery of actions and objectives identified in the Strategy.

2019-2021 Implementation

The Economic Recovery & Resilience Framework aimed to keep businesses active, support jobs, foster human capital growth, increase community outreach, and drive collaboration and innovation, was a plan to respond to the economic challenges of the COVID-19 pandemic.

The Framework provided the detail of each action item and identified key stakeholders and Council teams responsible for its implementation. It was designed as a live document to be regularly reviewed and updated to respond to and address emerging risks and opportunities in a fast evolving environment.

In the Economic Recovery Phase, the initial Regional Economy Taskforce assembled was a collaboration of the following organisations:

1. Central Coast Council,

2. Business NSW Central Coast,

3. Central Coast Industry Connect,

4. Regional Development Australia Central Coast,

5. NSW Government (Regional NSW),

6. Australian Government (Treasury,) and the

7. Darkinjung Local Aboriginal Land Council.

Council and the Taskforce delivered the following key outputs:

· Grant Funding - Council launched a Central Coast Grant Finder website which provided a comprehensive list of grant and funding opportunities available to the Central Coast businesses and broader community. Council also established the Working Together Staying Strong grant program in April 2020.

· Ongoing business surveys to measure the impact and understand the support local businesses needed.

· Implemented a “Buy Local Campaign” to support local businesses to trade with community support. A “Bigger Backyard” website and an App were developed for all businesses on the Central Coast to sign up to and make a pledge to do more business within the community. This provided a platform to showcase the myriad of businesses both large and small on the Coast that could work together (transact) to put money into the local economy.

· Publicly available economic dashboards populated with real time COVID related data to enable the businesses and the broader community were kept aware in real time how the Coast was tracking relative to other nearby locations.

· Connection of businesses to government support programs. Primarily the Job keeper Program that was established.

· Short Term Tourism campaign was developed and executed in 2020-21. The Love Local campaign continues to be supported through destination marketing channels.

Council supported delivery of the following outputs:

· Economic Development Resourcing report to Council 2019. The report proposed new staffing levels for economic development which addressed the decentralised make-up of Council’s management of the function within the organization.

· Economic Development Governance Review report to Council 2019. This action was about examining other Local Government Areas models of economic development and investment attraction agencies and determining the most appropriate potential model for the Central Coast. That report proposed 5 (five) potential governance options. Nothing was progressed as the pandemic and financial situation ensued.

· Pedestrian Access and Mobility Plan & Bike Plan 2019-2029 completed and implemented. Together, these documents guide Council’s ongoing provision of an active transport network for Central Coast residents.

· Completed and adopted the Somersby to Erina Corridor Strategy in 2019. This was prepared to guide the growth and investment in the six centers of Somersby, Mount Penang and Kariong, West Gosford, Gosford City Centre, East Gosford and Erina which benefits the entire region and implement the directions of the NSW Government’s Central Coast Regional Plan 2036.

· Completed and adopted Tuggerah to Wyong Corridor Strategy 2020. Again, this was prepared to guide growth and investment in identified areas. The Strategy also implements the directions and actions of the NSW Government’s Central Coast Regional Plan 2036 (CCRP).

· Central Coast Clinical School & Research Institute (CCRI) was formally established in 2020. The purpose of the CCRI is to deliver pioneering research that improves the health and wellbeing of the Central Coast community, including supporting innovations in the development and evaluation of new models of person-centred integrated care. The development of the CCRI was developed and delivered by a shared agenda between the University and Central Coast Local Health District to undertake research that will improve care experiences and care outcomes for people.

· Short Term Tourism Campaign implemented by Council’s tourism team to generate domestic visitation as the COVID restrictions eased.

2022 – 2025 Implementation

· Central Coast Industry Database developed and established. This was an output implemented under the action to Develop an Economic Development Marketing and Communication Plan, with regular E-Newsletters despatched to profile business growth programs available and on large projects being executed at a Local Government Area level.

· Updated Terms of Reference for the Economic Development Taskforce to continue post the recovery phase. Council has increased the membership from the original six invited members alongside Council to seventeen agencies as of February 2025.

· Key Enabling Projects Prospectus prepared for the NSW State elections 2022 and a revised version for the 2025 Federal Elections. The Key Enabling Prospectus pre the State Govt Election identified 12 enabling projects for the Local Government Area - inclusive of the catalytic Gosford Waterfront Revitalisation project and the Central Coast Airport’s General Aviation Hub.

· Central Coast Industry Connect (CCIC) has a Circular Economy Sub-Committee in place. CCIC has an MOU with Somersby biotechnology company, ARC Ento Tech Ltd. to support them to commercialise their world-first waste processing technology.

· Central Coast Destination Management Plan 2022-2025. The Destination Management Plan is a guiding document that establishes a shared vision and goals to ensure the long-term strength, success, and sustainability of the Central Coast visitor economy. Best practice Destination Management is a holistic process that ensures tourism adds value to the economy, social fabric, and ecology of the Central Coast Community.

· Regional Investment Attraction. The NSW State Government’s Regional Development team completed mapping of all available commercial properties and employment lands on the Central Coast. They have a designated and dedicated Economic Development Manager who provides business concierge support to inward business growth & investment enquiries. They also lead the promotion and marketing of all the NSW State Government business investment and growth programs (facilitating submissions from Central Coast businesses). Council’s primary role is in land zoning & management (Strategic Planning) and in local business development and growth via processing Development Planning applications.

· Greater Cities Commission (GCC) Central Coast Strategy for Economic Growth. This action was specifically aligned to, what was then, the Greater Cities Commission (GCC) on the development of a “City-Deal” Strategy for the Central Coast Region – significant regional projects executed by the NSW State Government. In January 2023, the GCC released the Central Coast Strategy for Economic Growth which identified 7 priorities to grow jobs, industry, connectivity, and opportunities for the community. Council was closely involved in the consultation and input into the Strategy. The GCC was dissolved 12 months later as of 1 January 2024 which made the Strategy redundant.

· Federal Government $17.4m funding to Central Coast Industry Connect (CCIC) for Food. Manufacturing Innovation Centre development. CCIC is currently establishing a food manufacturing innovation centre (hub) in Ourimbah. Council has a direct link into this project via the provision of a site in Ourimbah and execution of a business development lease.

· State Government funding for Central Coast Airport’s development. Funding was secured for the Business Case for the Airport to finalise the investment decision making elements. This was inclusive of a Masterplan being developed to set a coherent framework for development whilst providing certainty for the community to protect environmental and conservation land by identifying and excising these lands from any developable land.

· Central Coast Health and Wellbeing Living Lab. The Living Lab is a partnership with Central Coast Local Area Health District and the University of Newcastle. It is an important step in strengthening the Central Coast Health and Wellbeing Precinct, as a critical industry sector and component of the Central Coast Innovation District within Gosford.

· Kibble Park Place and Concept Plan finalized & adopted. The Kibble Park Place Plan and Concept Plan project was a significant place-based design project for the Gosford CBD, and identified how Kibble Park can be improved for community use, including more open space.

· Plans approved for a new Regional Library in Gosford in 2023 (part Federal Government funding secured $7M) inclusive of a business innovation space (opening 2025). Designed over four levels with multiple uses the Gosford Regional Library will be a truly modern iconic facility in the heart of the Gosford CBD.

· Central Coast Industry Connect Central Coast Future Food Program. The Innovation Program has a focus on helping Food and Beverage production businesses to scale-up by facilitating faster and more effective identification of opportunities and commercialization capabilities and supports food and beverage production start-ups in the region through the opportunity to participate in innovation-related capability, collaboration, and education workshops. The focus on the commercialization journey of products from ideation through to the customer will help maximise the success rate of new products and processes on the Central Coast.

· Internal Trade & Engagement Exporters Roadmap. The roadmap completed had identified the primary role of Council as collaboration and communication with industry on the many export development support services that are on offer to local businesses. Council works directly with Investment NSW’s Senior Export Adviser referring businesses and also delivering co-branded workshops & seminars.

· Central Coast & Lake Macquarie Regional Economic Development Strategy (REDS) update. Central Coast and Lake Macquarie Regional Economic Development Strategy (REDS) was updated in 2023 in collaboration with the NSW State Government. The REDS cover both LGA’s identifying each part of the cross-boundaries functional economic zone.

· Central Coast Destination Marketing Strategy 2023 - 2026 was launched in 2023. This is a regional marketing document that identifies key destination marketing messages across identified geographic locations including both visitor and business centre precincts.

· Central Coast Airport Draft Masterplan. In December 2023, a draft masterplan was prepared as a guiding document on the development of the Central Coast Airport at Warnervale into a general aviation hub that integrates aviation, technology, education, and business and provides opportunities for interaction, collaboration, and alliances in the aviation sector.

· Agreement signed University CBD Campus in Gosford. February 2023, saw the signing of the final agreement between the NSW Government and the University of Newcastle for the new state-of-the-art University of Newcastle campus to be established in Gosford. Offering a multi-faculty academic and innovation facility and encompassing a 4,200 sqm building. When up and running, the campus will cater for 900 students, improving access to new career and skills development in the region.

· Strategic Partnership Agreement executed with Lake Macquarie's Economic Development Agency. The Agreement with Lake Macquarie's Economic Development Agency, Dantia, was developed and executed in May 2023. This Strategic Partnership is designed to advance regional economic development initiatives and projects across LGA boundaries.

· Gosford Waterfront Revitalization Initial Project Master Planning completed and revised post community consultation. NSW State Government funding receipted and transferred to Hunter Central Coast Development Corporation in 2024 to lead the future of the project.

· Inward Investment. In Partnership with the NSW State Government, Council developed/launched a Central Coast International Investment Pitch Deck and a localised Invest in the Central Coast Video in 2024.

· Visitor Accommodation Development Action Plan commenced. The Plan is in development and at the final draft stage (February 2025). The Plan has a specific output of producing a Commercial Accommodation Investment Prospectus.

· Employment Lands Strategy commenced. Strategic Planning is preparing a Strategy to guide the future development and management of industrial lands within the Central Coast Region. With increasing pressure from urbanisation, economic growth and changing workforce demands, there is a need for a coordinated, long-term plan to maximise the potential of available employment land. This strategy will provide a clear vision to inform amendments to the Local Environmental Plan and guides decision-making for future development proposals. It aims to protect strategic employment lands, enhance infrastructure provision and prioritise key investments in the region.

· Commercial Lands Strategy commenced. This aims to document the status, challenges and opportunities facing commercial lands to lay a foundation on what the future of commercial lands across the Central Coast Local Government Area (LGA) could look like.

· Night-Time Economy Discussion Paper adopted. This report identifies interventions and concepts to enhance and activate night-time economy precincts in the Central Coast, based on identified constraints, industry needs, a strategic framework developed from consultation, as well as best practice initiatives across Australia. The long-term goal is to enhance and activate the night-time economy and create better places for businesses, the local community and visitors after dark on the Central Coast. An implementation plan will be developed in 2025.

· Transport for New South Wales Smart Central Coast Strategy Project. The Smart Places Team from Transport for NSW (TfNSW) is leading a ‘Smart Central Coast’ Strategy Project. A steering committee and working group were formed for this project with council staff representation on both. TFNSW have advised that the Strategy is in final draft stage (February 2025) and will engage Council in the near future to present the draft Strategy.

· Central Coast Local Housing Strategy was adopted in 2024 and sets Councils role in addressing local housing challenges impacting the LGA. The 2024/2025 Delivery Program has an action of commencing two of the priority items from the Plan.

· Transport Strategies. The NSW State Government has announced it will deliver a Strategic Regional Integrated Transport Plan (SRITP) for the Central Coast in 2025.

· Industry into Schools Project commenced. This Program is currently being piloted on the Central Coast with lead businesses and secondary schools. It is an innovative project where businesses will be part of school lessons across various subjects. The part they play in the local economy and the skills required for roles within the organisation. It is a first of its kind project where local businesses get immersed in the lesson plans of local schools and the schools get real time information on job skills required and the nature of commerce on the Central Coast.

· The NSW State Government Waratah Super Battery (WSB) project. The WSB project is being delivered as a Priority Transmission Infrastructure Project under the Electricity Infrastructure Investment Act 2020 and is the 1st to be delivered under the Act. The WSB project is expected to stimulate up to $1 billion in private investment into new energy storage and associated network augmentations, generate significant capital investment in the Hunter and Central Coast regions, and is forecast to support over 100 jobs during construction. As of September 2024, the Waratah Super Battery is now registered on the National Electricity Market (NEM), marking a significant milestone towards its full operation, expected to be achieved by mid-2025.

The implementation of the Strategy has progressed across the six themes and 37 action areas, including additional actions identified in response to the COVID pandemic.

Stakeholder Engagement

Internal consultation has occurred with Strategic Planning, Destination Marketing and Visitor Economy, Community & Culture, to confirm the progress and status of actions and documents relevant to their specialist areas.

External consultation occurred across the Strategy’s progress updates with stakeholders who had either lead or played supporting roles on the implementation of actions, inclusive of; Department of Primary Industries and Regional Development, Business New South Wales, Central Coast Industry Connect, University of Newcastle, Hunter and Central Coast Development Corporation, Austrade, Department of Planning, Housing and Infrastructure and Investment NSW.

Financial Considerations

Financial Year (FY) Implications.

The proposal does not have financial implications for the current year or outer years in the LTFP.

Budget and Long-Term Financial Plan (LTFP) Impact.

The proposal does not have financial implications for the current year but impacts outer years in the LTFP. The LTFP includes an allowance for the ongoing impact.

The action does not have any financial implications as the review was undertaken by staff.

Link to Community Strategic Plan

Theme 2: Smart

Goal C: A growing and competitive region

S-C3: Facilitate economic development to increase local employment opportunities and provide a range of jobs for all residents.

Risk Management

There is no real time material risk to Council staff reviewing the status and progress of actions identified in the ‘Economic Development Strategy 2020 – 2040’.

Options

The Strategy has objectives that will require a long-term effort from both Council, businesses and government through to 2040 and beyond. The Strategy has not been reviewed or updated since 2020, the economic landscape has significantly changed following the COVID pandemic, this presents an opportunity to refresh the existing strategy and develop a new implementation plan.

The options to consider:

1 Develop a refreshed Economic Development Strategy to provide direction for the economic development program. This represents an opportunity for Council to review the long-term focus and key elements of the existing strategy and create a four-year focus on factors it can control and influence, while acknowledging the role of others to stimulate economic growth. Elements of the current long-term vision would be acknowledged in the refreshed Strategy.

A detailed implementation plan (Plan) is then proposed to be developed in consultation with key stakeholders following the endorsement by Council of a refreshed Strategy. The Plan will function as a program of work to deliver on the objectives of the Strategy. The Plan will be designed as a live and agile document to allow projects and programs to be altered to suit changing environments. This plan will be supported with a quarterly report card on the metrics of key economic development indicators and a half yearly progress report on actions.

The development of a refreshed Economic Development Strategy would be undertaken in-house, using the resources of the Economic Development section. This is the recommended option.

2 Continue with the current Strategy, updating the key indicators as noted by the Economic Development Committee, with a new four-year implementation plan and annual reporting. Not recommended.

3 Start from scratch and develop a new strategy, with a four-year implementation plan and annual reporting. Not recommended.

Critical Dates or Timeframes

Nil.

Attachments

1 ⇩

Economic Development Action Report - Status Update 2025

D16663541

*1.3*	*Confirmation of Minutes of Previous Meeting*
*Attachment 1*	*MINUTES - Economic Development Committee - 4 February 2025*

*1.5*	*Economic Development Strategy Actions Update*
*Attachment 1*	*Economic Development Action Report - Status Update 2025*