FAQs

These two documents work together to show how the City turns strategy into action:  

• Delivery Program (2025–2029):  

• A four-year blueprint setting out the key services, projects, and priorities that will be delivered during the current Council term. It’s the link between the 10-year MyCoffs 2035 Community Strategic Plan and the City’s role in delivering its 4-year plans. All major decisions, plans, and funding allocations are tied to this program.  

• Operational Plan (2026/27):  

• An annual plan for the delivery of the projects and activities detailed in the Delivery Program that includes the budget, service details, capital works, rates and fees.  

Both documents ensure progress towards the community’s vision of Coffs Harbour, and guide quarterly and annual reporting.  

The draft Fees and Charges documents outline any changes or updates to service fees that applicable to residents and businesses in our city. This includes both general fees and statutory charges, and it’s important that we hear your views on these proposed adjustments. 

This shows an underlying surplus of $13.26M before capital grants and contributions:  

• General Fund: $0.56M surplus  
• Water Fund: $3.9M surplus  
• Sewer Fund: $8.8M surplus  

The City financial plans also include a sustainable capital works program aligned with delivery capacity.  

Under the NSW Local Government Act 1993, all Councils must align with the Integrated Planning and Reporting guidelines (IP&R). This ensures:  

• Community needs are clearly understood and included in all decision-making 
• Plans are financially realistic and achievable 
• Progress is monitored and reported back to the community  

The Community Strategic Plan, Delivery Program, Operational Plan and Resourcing Strategy (including the Long-Term Financial Plan) collectively ensure the City remains strategic, transparent, responsive and accountable.  

Yes. In two sessions in February and March 2026, Councillors participated in strategic planning workshops. During these sessions, Councillors received a detailed update on the City’s progress towards the goals and objectives outlined in the Delivery Program 2025-29 during year 1, and the opportunity to provide input on operational and capital priorities for the next 3 years of the program. Some priorities have been included in the draft plans, while others are being scoped for future inclusion. These documents are required to be adopted by Council prior to 30 June 2025. 

The City’s draft Operational Plan 2026/27 outlines a $61.4 million investment in capital works to support community wellbeing, infrastructure renewal and sustainable growth.  

Some of the capital investments include:  

• Holiday Parks & Laboratory: $4 million across our commercial business units of the City’s Holiday Parks and the Coffs Harbour Laboratory to improve services and business growth which in turn passes on these benefits to our community.  
• Water and wastewater: $20.93 million for the design, construction, refurbishment and general maintenance of water and wastewater infrastructure across our LGA.   
• Public Infrastructure: $17.4 million for road, bridge, footpath, and cycleway maintenance and upgrades. 
• Open Spaces: $5.6 million to improve and expand on our open spaces, including parks, playgrounds and community open space areas.   

Furthermore, 2026/27 will see the delivery of several operational plans and strategies, including:  

• Active Transport Plan 
• An update to the Creative Coffs Cultural Strategic Plan (including the Library, Museum and Galleries Strategy, Jetty Memorial Theatre and the Public Art Strategic Plan) 
• Plan and Design of the Moonee Community Hub 
• Toormina Precinct Review and Masterplan  
• Renewal of the Economic Development Strategy 
• Wastewater Strategy 

Finally, we will see the continued development of ongoing initiatives such as the Resource and Recovery Waste Management Strategy, Public Realm Strategy, and various Movement and Transport Strategies including the Park Beach Movement and Place Plan.  

Some projects need more work before they can proceed, such as further planning, confirmed funding, or coordination with other projects or partners. Projects that are currently unfunded are waiting for this information so costs can be better understood. These projects are still important priorities for the City, and if funding becomes available, they can be added to the plan and delivered without delay.

The ‘average’ residential property can expect a total rates and charges increase (including annual and usage charges not capped by the rate peg increase) of approximately $149.89 per annum (or $2.88 per week) which is a 3.3% increase from 2025-26. 

The following table shows the impact on the total rates and charges payable in 2026/27 for the ‘average’ residential property.  

The ‘average’ residential property has been based on a land valuation of $453,500 in 2026/27 and this valuation has been used in the determination of both the residential ordinary rates and the environmental levy. The ‘average’ residential property was based on land valuation of $430,600 in 2025/26. The change in the ‘average’ residential property used is due to the new land values provided to the City of Coffs Harbour (City) by the NSW Valuer General as at 1 July 2025. 

Yes. In 2026/27, Council will write off $3.076M in pensioner rates and charges:  

• $0.670M is voluntarily forgone by the City  
• $2.405M is mandated under legislation  
• NSW Government reimburses about $1.323M  
• Net cost to Council: approx. $1.082M  

The purpose of the Environmental Levy is to fund environmental works, and it is levied on all rateable land. The Environmental Levy (a Special Rate) is calculated with a ‘base amount’ to raise approximately 42% of the levy with the balance raised as an ad valorem rate applied to land values.

The City needs to be able to adapt to new issues and opportunities. To make sure we can continue to deliver the commitments of the Delivery Program 2025 - 2029, the City and Council will review the Delivery Program and Operational Plan every year and the Resourcing Strategy as needed.   

Each year, we will also review our capital works program, reflecting new funding opportunities, delivery constraints and priority changes.  

At the close of the engagement period, City staff will review and analyse all submissions receive and prepare a report to Council. All submissions will be published as part of the report to Council and available on the City website . The report will address the issues raised as well as any recommended changes based on feedback received, for Council’s consideration. 

Progress is reported to Council and published quarterly, as well as at the end of every financial year through our Annual Report, which is published by November following the End of Financial Year. A State of our City report is published at the end of each Council term.  

The Community Strategic Plan has been developed by the City on behalf of the community to set out its long-term vision, themes and initiatives for Coffs Harbour.  The CSP is reviewed every 4 years to ensure that it aligns with the community’s current priorities.   

The CSP informs the development of the Delivery Program.