{
  "entity_id": "B-002680",
  "folder": "RDA-NSW-Central-Coast",
  "name": "RDA NSW Central Coast",
  "type": "Statutory Agreement Body",
  "jurisdiction": "Commonwealth",
  "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts",
  "website": "http://www.rdacc.org.au",
  "data_status": "partial",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": false,
    "has_kpi_targets": true,
    "has_kpi_results": true,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": false,
    "has_global_initiatives_text": false,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 12,
    "n_legislation": 0,
    "n_artifacts": 6,
    "n_kpi_targets": 1,
    "n_kpi_results": 1,
    "n_outcomes": 2,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "needs_review",
    "confidence": "medium",
    "summary": "The Central Coast and Lake Macquarie region is a popular destination for day trips in Australia. Future growth will be reliant on addressing workforce challenges and increasing resilience to externalities.",
    "official_site_url": "http://www.rdacc.org.au",
    "source_documents": [
      {
        "type": "strategie",
        "title": "NSW Government's Central Coast & Lake Macquarie Regional Economic Development Strategy 2023 Update",
        "url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true",
        "period": "2023",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Central Coast Council's Long Term Economic Development Strategy",
        "url": "https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf",
        "period": null,
        "confidence": "medium"
      }
    ],
    "purpose": null,
    "vision": null,
    "strategic_priorities": [],
    "values": [],
    "outcomes": [
      {
        "name": "Tourism",
        "description": "The Central Coast and Lake Macquarie region is a popular destination for day trips in Australia. Future growth will be reliant on addressing workforce challenges and increasing resilience to externalities.",
        "activities": [
          "Accommodation and Food Services",
          "Arts and Recreation Services"
        ],
        "source_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true",
        "source_page": 28,
        "source_deep_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true#page=28"
      },
      {
        "name": "Health care",
        "description": "Despite increasing demand for related services, future growth of the region's healthcare and social assistance sectors may be constrained by restricted local labour supply and housing supply challenges.",
        "activities": [
          "Gosford Hospital",
          "Wyong Public Hospital",
          "Sub-acute care providers in Woy Woy and Belmont Hospital and Long Jetty Healthcare Centre",
          "Proximity to John Hunter Hospital Newcastle"
        ],
        "source_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true",
        "source_page": 29,
        "source_deep_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true#page=29"
      }
    ],
    "performance_measures": [
      {
        "code": "",
        "measure": null,
        "target": null,
        "latest_result": null,
        "status": null,
        "target_source_url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true",
        "target_source_page": null,
        "result_source_url": "",
        "result_source_page": null
      }
    ],
    "document_alignment_terms": {
      "must_support": [],
      "watch_terms": [],
      "avoid_claiming_without_evidence": []
    },
    "review_note": "Structured strategy exists but is incomplete."
  },
  "strategy_brief_md": "# RDA NSW Central Coast — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)\n\n## Outcomes\n\n### Tourism\nThe Central Coast and Lake Macquarie region is a popular destination for day trips in Australia. Future growth will be reliant on addressing workforce challenges and increasing resilience to externalities. [[CP p.28](https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true#page=28)]\n\n**Key activities:**\n- Accommodation and Food Services\n- Arts and Recreation Services\n\n### Health care\nDespite increasing demand for related services, future growth of the region's healthcare and social assistance sectors may be constrained by restricted local labour supply and housing supply challenges. [[CP p.29](https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true#page=29)]\n\n**Key activities:**\n- Gosford Hospital\n- Wyong Public Hospital\n- Sub-acute care providers in Woy Woy and Belmont Hospital and Long Jetty Healthcare Centre\n- Proximity to John Hunter Hospital Newcastle\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n|  |  |  |  |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n|  |  |  |  |  |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# RDA NSW Central Coast - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:28:10.364892+00:00\n**Entity ID**: B-002680\n**Entity type**: Statutory Agreement Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.rdacc.org.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 1 |\n| pages | 8 |\n| strategies | 2 |\n\n## Executive Readout\n\n### Purpose\n\n- C o n t e n t s\nIntroduction 5\nThe Big Picture 6\nOur Current Economy 8\nMeasuring Progress 10\nEngagement Snapshot 11\nOur Economy – In the Spotlight 12\nStrengths 12\nChallenges 13\nOpportunities 14\nRisks 15\nMoving the Economy Toward 2040 16\nEconomic Development Overview 18\nVision 20\nEconomic Development Values 21\nKey Economic Objectives 22\nLooking Forward 23\nStrategic Themes & Priority Actions 24\nEconomic Coordination 24\nEconomic Partnerships 24\nEconomic Infrastructure 24\nEconomic Innovation & Enterprise 25\nEconomic Futures 25\nEconomic Transformation 25\nEDS Performance Framework 26\nWorking Together 28\nImplementation Overview 29\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- Contents Part 2 Part 3\nObjectives 20 District planning\nAcknowledgement of\nand growth areas 80\nCountry 4\nObjective 1:\nMinister’s foreword 6 A prosperous Central Coast\nNarara District 85\nParliamentary with more jobs close to home 22\nCentral Lakes District 95\nSecretary’s foreword 7 Objective 2: Tuggerah District 109\nSupport the right of\nIntroduction 8 Watagan District 121\nAboriginal residents to\nThe 2041 vision for\neconomic self-determination 27\nAppendix A:\nthe Central Coast 11\nObjective 3:\nCentres hierarchy 126\nCreate 15-minute\nPart 1 neighbourhoods to support\nAppendix B:\nmixed, multi-modal, inclusive\nand vibrant communities 30 Repealed plans\nMaking it happen 12\nObjective 4:\nand strategies 127\nAn inter connected Central\nUrban development\nCoast without car-dependent\nprogram 14 Glossary 128\ncommunities 39\nInfrastructure-first and\nObjective 5:\nplace-based delivery References 129\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Foster behaviour change through education\nand engagement\n)sraey(\nemiT\nPart 2: Objectives\nStructure 120\nDesign for ease of deconstruction\nCladding\n60\nDesign for ease of refurbishment\nServices\n15\nDesign for long life/loose fit\nSpace\n7\nDesign for flexibility & adaptability\nStuff\n3\nDesign for service & sharing\n0\nStrategy 1.4\nLocal strategic planning should consider:\n• alignment with the NSW Waste and Sustainable Materials Strategy 2041 and the seven circular\neconomy principles identified in this plan\n• opportunities to support the circular flow of materials by enabling new remanufacturing, resource\nrecovery, re-use and recycling facilities and the expansion of existing circular economy facilities\n• the location of circular economy facilities and existing waste management centres, and ensure\nsensitive land uses do not encroach on these areas or limit their future expansion\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 2: Objectives\nOBJECTIVE 7:\nReach net zero and increase resilience\nand sustainable infrastructure\nPerformance outcomes Local strategic planning can plan for\na net zero future consistent with the\nAny planning proposal or local strategic\nregional plan by enabling:\nplanning statement that does not comply with\na strategy in this objective must demonstrate\n• 15-minute neighbourhoods\nhow the following performance outcomes will\n• compact settlement that focus on\nstill be achieved:\nredevelopment of urban centres and\n1.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n\n### Role and Functions\n\n- C o n t e n t s\nIntroduction 5\nThe Big Picture 6\nOur Current Economy 8\nMeasuring Progress 10\nEngagement Snapshot 11\nOur Economy – In the Spotlight 12\nStrengths 12\nChallenges 13\nOpportunities 14\nRisks 15\nMoving the Economy Toward 2040 16\nEconomic Development Overview 18\nVision 20\nEconomic Development Values 21\nKey Economic Objectives 22\nLooking Forward 23\nStrategic Themes & Priority Actions 24\nEconomic Coordination 24\nEconomic Partnerships 24\nEconomic Infrastructure 24\nEconomic Innovation & Enterprise 25\nEconomic Futures 25\nEconomic Transformation 25\nEDS Performance Framework 26\nWorking Together 28\nImplementation Overview 29\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- At least 17 residential homes, one public facility and 28\noutbuildings were damaged, with 4 homes completely destroyed.[1] Rural properties also sustained damage, with the\nGospers Mountain megafire encroaching on the western edge of the region, and blazes around Kulnura and Central\nMangrove resulting in around 100 rural landholders being issued with ͚too late to leave͛ warnings from authorities.[2]\nThis event highlights the ongoing need for the region to develop climate resilience for its communities and\ninfrastructure, given the anticipated increase in the frequency and severity of disaster events as a result of climate\nchange in coming years.[3]\nCOVID-19\nThe Central Coast and Lake Macquarie region felt the impacts of the COVID-19 pandemic in various ways, both positive\nand negative.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- Part 2: Objectives\nWalkabout Wildlife Sanctuary, Calga\nCredit: Destination NSW\nLand use planning resilience principles\nTI V E 1 & 8 O B JE C T IV 1 R pl e a s c i e lie s n a c n e d i c s o a m f m ou u n n d it a i t e i s o . nal characteristic of sustainable\nE\nC mic\nS\nE\n3\nO BJ c o n o o c ia l & 5 2 Risk is identified and addressed for sustainable and\nE adaptable places and communities.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- This will reduce the\nneed for private vehicle ownership – a priority, given Parking Rear loaded Surface,\nthat Karagi’s population of almost 30,000 people garage, under croft,\nhas around 23,000 privately owned motor vehicles. surface basement\nThe area around Tuggerah Lakes is subject to\nBulk and Mix of 2 storey >3 storey\nflooding, coastal hazards and sea level rise.\ntitle type detached, zero apartments,\nConsequently, increasing housing stock needs to\nlot, duplex strata title\nbe carefully considered.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Their size and\nfunction should match their location; for instance,\n• support a floor area informed by a local retail\nlarge open spaces with sports fields are best on the\ndemand analysis\nedge of neighbourhoods while small, civic spaces are\n• have enough developable area to best in a neighbourhood’s centre.\naccommodate the uses over one level with at\ngrade parking to reduce costs\nCentral Coast Council’s\n• be located to maximise its convenience for the\nGreener Places Strategy\nvast majority of residents of which it serves\nCouncil’s Greener Places Strategy includes\n• be located in a high profile location (i.e.\nmechanisms to sustain and enhance the urban\nmain arterial road or precinct with strong\nforest canopy across all land parcels in urban\npedestrian traffic)\nsuburbs by:\n• be supported by a walkable catchment and\n• increasing tree planting in 19 priority\npedestrian friendly environment.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 2: Objectives\nRegional impacts\nStrategy 7.6 Strategy 7.8\nLocal strategic planning will consider Local strategic planning will ensure\npathways to build resilience, reduce future residential areas are not planned in\nvulnerabilities and support initiatives that can areas where:\ntransform the region.\n• residents are exposed to a high risk from\nbushfire, flood and/or coastal hazards,\nconsiderate of how these may impacted by\nStrategy 7.7 climate change\nLocal strategic planning will demonstrate • evacuation is likely to be difficult during\nalignment with the NSW Government’s natural a bushfire or flood due to its siting in the\nhazard management and risk mitigation policy landscape, access limitations, hazard event\nframework including: history and/or size and scale\n• Planning for Bushfire Protection 2019 • any existing residential areas may be placed\nat increased risk\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n\n### Strategic Priorities\n\n- C o n t e n t s\nIntroduction 5\nThe Big Picture 6\nOur Current Economy 8\nMeasuring Progress 10\nEngagement Snapshot 11\nOur Economy – In the Spotlight 12\nStrengths 12\nChallenges 13\nOpportunities 14\nRisks 15\nMoving the Economy Toward 2040 16\nEconomic Development Overview 18\nVision 20\nEconomic Development Values 21\nKey Economic Objectives 22\nLooking Forward 23\nStrategic Themes & Priority Actions 24\nEconomic Coordination 24\nEconomic Partnerships 24\nEconomic Infrastructure 24\nEconomic Innovation & Enterprise 25\nEconomic Futures 25\nEconomic Transformation 25\nEDS Performance Framework 26\nWorking Together 28\nImplementation Overview 29\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- This will reduce the\nneed for private vehicle ownership – a priority, given Parking Rear loaded Surface,\nthat Karagi’s population of almost 30,000 people garage, under croft,\nhas around 23,000 privately owned motor vehicles. surface basement\nThe area around Tuggerah Lakes is subject to\nBulk and Mix of 2 storey >3 storey\nflooding, coastal hazards and sea level rise.\ntitle type detached, zero apartments,\nConsequently, increasing housing stock needs to\nlot, duplex strata title\nbe carefully considered.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- The region’s key industries have remained resilient despite a range of challenges and shocks since\n2018\nTourism\n+ 3.3% Year-on-Year (YoY) growth from 44,416 jobs supported in\n$ 1.0 billion visitor spend in 2021\n2011-2020 2021\nHealthcare\n$ 3.0 billion Gross Value Added 45,406 jobs supported in\n+ 5.7% YoY growth from 2011-2020\n(GVA) in 2020 2021\nMining\n3,726 jobs supported in\n+ 2.3% YoY growth from 2011-2020 $ 1.8 billion GVA in 2020\n2021\nManufacturing\n14,652 jobs supported in\n- 1.5% YoY growth from 2011-2020 $ 1.9 billion GVA in 2020\n2021\nKey themes from local consultation\nStakeholders from the Central Coast and Lake Macquarie region have highlighted Aboriginal economic development,\nstrategic collaboration and leveraging major projects for sustainable growth as being key priorities for the region.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- PLANNING hierarchy,\nCENTRAL COAST\nREGIONAL STRATEGY\nLOCAL PLANS\nState\n> Prepared by local\ncouncils for each\nl\na\nn NSW 20-Year Economic Vision council area\no\ni NSW Tourism & Transport Plan > Must be consistent\nt\na with Regional District\nn a l Plans\nr n\ne o\nt i\nn t\na e\nI t\nN a\nt a l\nS n\no\ni REGIONAL DISTRICTS\ng\nl\ne a > Led by Government\nR c\no in partnership with\nlocal councils and the\nL\ncommunity\n> For the priority matters\nthat cross council\nor jurisdictional\nboundaries\nNational\nREGIONAL PLANS\n> Prepared by\nSmart Cities Plan\nGovernment\nDigital Transformation Strategy\n> Sets priorities and\n(Vision 2025)\ndirections for regions\nAustralia’s Tech Future\n(Delivering a Strong, Safe &\nInclusive Economy)\nGlobal Innovation Strategy\nOUR NSW\nInternational\nSustainable Development Goals\nCentral Coast Economic Development Strategy | 7\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- At least 17 residential homes, one public facility and 28\noutbuildings were damaged, with 4 homes completely destroyed.[1] Rural properties also sustained damage, with the\nGospers Mountain megafire encroaching on the western edge of the region, and blazes around Kulnura and Central\nMangrove resulting in around 100 rural landholders being issued with ͚too late to leave͛ warnings from authorities.[2]\nThis event highlights the ongoing need for the region to develop climate resilience for its communities and\ninfrastructure, given the anticipated increase in the frequency and severity of disaster events as a result of climate\nchange in coming years.[3]\nCOVID-19\nThe Central Coast and Lake Macquarie region felt the impacts of the COVID-19 pandemic in various ways, both positive\nand negative.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- We need infrastructure and policy\nresponses that contribute to the safety and comfort of\nCouncil’s cycle infrastructure\npedestrians, cyclists, skateboarders, and people who\nuse wheelchairs or scooters. focus areas\nMany of these responses can be achieved in the Council’s priority cycling connections to activity\nnear term, and they would promote healthier, more centres, public transport, schools/education\nenvironmentally friendly options for local trips or facilities, between centres and for recreational\nmore convenient ways to access public transport or and tourism3 will focus on:\navoid parking.\n• connections within 5 km of Gosford, Ourimbah\nTAFE and University of Newcastle campus\nAttitudes towards cycling • Gosford to Tuggerah/Wyong\nResearch2 around those who might cycle • the southern shores of Lake Macquarie, Lake\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 2: Objectives\nWalkabout Wildlife Sanctuary, Calga\nCredit: Destination NSW\nLand use planning resilience principles\nTI V E 1 & 8 O B JE C T IV 1 R pl e a s c i e lie s n a c n e d i c s o a m f m ou u n n d it a i t e i s o . nal characteristic of sustainable\nE\nC mic\nS\nE\n3\nO BJ c o n o o c ia l & 5 2 Risk is identified and addressed for sustainable and\nE adaptable places and communities.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 3: District planning and growth areas\nPLANNING PRIORITY 1: PLANNING PRIORITY 2:\nFocus economic development Build resilience on the Woy\nin the Somersby to Erina Woy Peninsula by limiting\nGrowth Corridor development in hazard areas\nand revitalising centres\nThe Somersby to Erina Growth Corridor is the focus\nof housing and employment growth in the Narara through public domain\ndistrict.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 3: District planning and growth areas\nPLANNING PRIORITY 4: PLANNING PRIORITY 5:\nProtect vegetated ridgelines Identify appropriate urban\nand enhance the enjoyment expansion opportunities to\nof conservation areas for ensure a sufficient supply of\npassive recreation activities safe, diverse and affordable\ncompatible with the natural housing\nenvironment\nThe Narara district includes a network of\nunderutilised land near Erina, Erina Heights, Lisarow,\nThe Coastal Open Space System is a network of Terrigal and Wamberal.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 3: District planning and growth areas\nPLANNING PRIORITY 2: These will be influenced by building typologies,\npedestrian and bicycle connections and functional\nPlan for alternative land uses\nopen space and, from a regional perspective, the\nfor former power stations and opportunities of 30-minute connected community\ndevelopment models.\nmining sites\nLocal strategic planning will provide for diverse\nhousing, lot types and sizes, including small-lot\nWhen large power station sites or mines close or cease housing in infill and greenfield housing locations.\noperation, we can consider how the land could be\nrepurposed.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- At least 17 residential homes, one public facility and 28\noutbuildings were damaged, with 4 homes completely destroyed.[1] Rural properties also sustained damage, with the\nGospers Mountain megafire encroaching on the western edge of the region, and blazes around Kulnura and Central\nMangrove resulting in around 100 rural landholders being issued with ͚too late to leave͛ warnings from authorities.[2]\nThis event highlights the ongoing need for the region to develop climate resilience for its communities and\ninfrastructure, given the anticipated increase in the frequency and severity of disaster events as a result of climate\nchange in coming years.[3]\nCOVID-19\nThe Central Coast and Lake Macquarie region felt the impacts of the COVID-19 pandemic in various ways, both positive\nand negative.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- Place\nstrategies will also result in endorsed place strategies 1. regionally significant growth areas\nto support future planning proposals, adding\n2. areas nominated by Council and identified in\ncertainty and removing risk, while supporting planned\nits local strategic planning statement or local\ndevelopment and investment in high quality places.\nhousing strategy that have been endorsed by the\nPlace strategies will help provide certainty to department.\ncommunity on areas of significant change and identify\nThese areas of change are typically of a scale that\ncatalytic infrastructure to enable the cost-effective\nwill facilitate more than 2,000 dwellings, promote\ndelivery of new homes and jobs.\nsignificant investment, are of regional significance,\nDeveloped with community consultation, place contain multiple parcels of land or require complex\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- More\nCouncil’s Central Coast Affordable and Alternative manageable homes allow people to live independently\nHousing Strategy adopted a target of making an in their local area as they get older.\nadditional 7,600 affordable homes available between\nBuilt-to-rent housing is owned corporately and,\n2016-2036.\nalthough not specifically targeted at seniors, could\nbe suitable for seniors or anyone seeking to downsize\nwithout leaving their area.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 2: Objectives\nOBJECTIVE 7:\nReach net zero and increase resilience\nand sustainable infrastructure\nPerformance outcomes Local strategic planning can plan for\na net zero future consistent with the\nAny planning proposal or local strategic\nregional plan by enabling:\nplanning statement that does not comply with\na strategy in this objective must demonstrate\n• 15-minute neighbourhoods\nhow the following performance outcomes will\n• compact settlement that focus on\nstill be achieved:\nredevelopment of urban centres and\n1.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- C o n t e n t s\nIntroduction 5\nThe Big Picture 6\nOur Current Economy 8\nMeasuring Progress 10\nEngagement Snapshot 11\nOur Economy – In the Spotlight 12\nStrengths 12\nChallenges 13\nOpportunities 14\nRisks 15\nMoving the Economy Toward 2040 16\nEconomic Development Overview 18\nVision 20\nEconomic Development Values 21\nKey Economic Objectives 22\nLooking Forward 23\nStrategic Themes & Priority Actions 24\nEconomic Coordination 24\nEconomic Partnerships 24\nEconomic Infrastructure 24\nEconomic Innovation & Enterprise 25\nEconomic Futures 25\nEconomic Transformation 25\nEDS Performance Framework 26\nWorking Together 28\nImplementation Overview 29\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- Additional infrastructure, including a\nlocal high school suffered flood damage, disrupting service delivery capacity and requiring costly repairs.[7]\nGiven expected increases in heavy rains and flash flooding events as a result of the impacts of climate change in\ncoming years, there is a clear need for the region to ensure homes, infrastructure and first responders are well\nprepared to deal with future disaster events, and that a focus is placed on enhancing climate resilience.[8]\nMacroeconomic trends shaping the region͛s future\nThe Central Coast and Lake Macquarie region sits in a unique position, close to 2 major population and export hubs in\nNewcastle and Sydney, while maintaining strong primary production industries and a regional lifestyle offering.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- This has been\ndemonstrated since 2018, with bushfires damaging parklands, floods impeding key transport routes, and COVID-19\npandemic restrictions and border closures.\n• The industry is also vulnerable to workforce shortages across the region, an issue exacerbated by restrictions on\ninternational arrivals as a result of the pandemic, which restricted availability of working holiday makers who\nprovide a valuable contribution to the visitor economy labour market.[16]\n• A shortage of housing supply in the region may threaten the availability of short-term accommodation to meet the\nneeds of tourists.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- We need infrastructure and policy\nresponses that contribute to the safety and comfort of\nCouncil’s cycle infrastructure\npedestrians, cyclists, skateboarders, and people who\nuse wheelchairs or scooters. focus areas\nMany of these responses can be achieved in the Council’s priority cycling connections to activity\nnear term, and they would promote healthier, more centres, public transport, schools/education\nenvironmentally friendly options for local trips or facilities, between centres and for recreational\nmore convenient ways to access public transport or and tourism3 will focus on:\navoid parking.\n• connections within 5 km of Gosford, Ourimbah\nTAFE and University of Newcastle campus\nAttitudes towards cycling • Gosford to Tuggerah/Wyong\nResearch2 around those who might cycle • the southern shores of Lake Macquarie, Lake\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 2: Objectives\nWalkabout Wildlife Sanctuary, Calga\nCredit: Destination NSW\nLand use planning resilience principles\nTI V E 1 & 8 O B JE C T IV 1 R pl e a s c i e lie s n a c n e d i c s o a m f m ou u n n d it a i t e i s o . nal characteristic of sustainable\nE\nC mic\nS\nE\n3\nO BJ c o n o o c ia l & 5 2 Risk is identified and addressed for sustainable and\nE adaptable places and communities.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- This will reduce the\nneed for private vehicle ownership – a priority, given Parking Rear loaded Surface,\nthat Karagi’s population of almost 30,000 people garage, under croft,\nhas around 23,000 privately owned motor vehicles. surface basement\nThe area around Tuggerah Lakes is subject to\nBulk and Mix of 2 storey >3 storey\nflooding, coastal hazards and sea level rise.\ntitle type detached, zero apartments,\nConsequently, increasing housing stock needs to\nlot, duplex strata title\nbe carefully considered.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Smart and\nAny planning proposal or local strategic\nstrategic housing construction is fundamental\nplanning statement that does not comply with\n– it contributes to the region’s economy,\na strategy in this objective must demonstrate\ngenerates employment, and supports 15-minute\nhow the following performance outcomes will\nneighbourhoods.\nstill be achieved:\nThe regional plan considers housing to be more\n1.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Land use, land use change and forestry cities to dramatically reduce their emissions:\nreduced total NSW emissions by 5 Mt (3%) as a result\n• reduce urban energy consumption across\nof more carbon dioxide being absorbed by plants than\nall sectors, including through land use and\nreleased from land use and land clearing.\ntransportation planning and infrastructure\nMany types of trees, agricultural land and waterways\n• electricfy and switch to new zero emissions\nhave climate change mitigation benefits through\nresources\ncarbon sequestration.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 2: Objectives\nRegional impacts\nStrategy 7.6 Strategy 7.8\nLocal strategic planning will consider Local strategic planning will ensure\npathways to build resilience, reduce future residential areas are not planned in\nvulnerabilities and support initiatives that can areas where:\ntransform the region.\n• residents are exposed to a high risk from\nbushfire, flood and/or coastal hazards,\nconsiderate of how these may impacted by\nStrategy 7.7 climate change\nLocal strategic planning will demonstrate • evacuation is likely to be difficult during\nalignment with the NSW Government’s natural a bushfire or flood due to its siting in the\nhazard management and risk mitigation policy landscape, access limitations, hazard event\nframework including: history and/or size and scale\n• Planning for Bushfire Protection 2019 • any existing residential areas may be placed\nat increased risk\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Council Offices 2 Hely St Wyong | 49 Mann St Gosford | 8.30am - 5.00pm Monday to Friday | T 4350 5555 / 4325 8222\ncentralcoast.nsw.gov.au\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $21billion, 21billion | B y 2 0 4 0\nThe Central Coast will:\nwelcome grow the create\nnearly economy by over over\n88,000 $21billion 72,000\nnew residents new jobs\nCentral Coast Economic Development Strategy \\| 5 | `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)` |\n| $13.49 billion, $422 billion, $1,595 , $2,118 , $1,889\n, $690,084 | INDICATOR CENTRAL COAST GREATER SYDNEY NSW\nJobs and skills\nYouth unemployment rate (place of usual residence)1 14.6% 10.4% 13.6%\nUnemployment rate2 5.35% 4.5% 4.3%\nIndigenous unemployment rate1 13.8% 11.8% 15.3%\nParticipation rate1 56% 66.9% 59.2%\nGross regional product4 $13.49 billion $422 billion\nCompleted high school1 40.3% 65% 52.1%\nBachelor’s degree or higher1 14% 32.7% 23.4%\nHousing\nSocial housing1 3.4% 4.6% 4.4%\nAverage household income1 $ | `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)` |\n| $34.7\n, $17.7 , $80,800\n, $2,118\n, $52,600\n, $1,761 | L o o k i n g\nF o r w a r d\nTargeting Economic Strength and Sustainability\ns\ns\ne\nr 2040\ng\no\nr\nP\nc\nmi\no Pop: 429,700\nn\no\nc\nE\nJobs: 199,100\n2025\nGross Regional Product: $34.7\nPop: 362,000 billion\nJobs: 143,000 Visitor nights: 14.8 million\n2022\nGross Regional Product: $17.7 GRP Per Capita: $80,800\n(Recovery point) billion\nWeekly household income:\nVisitor nights: 7.9 million $2,118\n2019\nGRP Per Capita: $52,600\nEmployment self-containment:\nPop: 342,00 | `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)` |\n| $26.9 billion, 26.9 billion | Total area covered (km2) 1,790\nPopulation (2021) 562,346\nCentral Coast 348,379\nLake Macquarie 213,967\nSize of the economy (2020) $26.9 billion\nTotal employment (2021) 245,556\nSource: ABS Estimated Resident Population, 2021; REMPLAN, 2020; ABS Census, 2021\nFigure 3: The Central Coast and Lake Macquarie Functional Economic Region. | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $235 million, $49 million, 235 million, 49 million | Major private investment since 2018\nInvestment Estimated total Relevant 2018\nproject value(s) Strategies\n1 Cedar Mill cultural, arts and events space $235 million\n2 Costco – Lake Macquarie $49 million\nCentral Coast and Lake Macquarie Regional Economic Development Strategy – 2023 Update 16 | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $80 million, $68 million, $1 billion, $720 million, $205 million, $280 million | 3 Lake Macquarie Private Hospital expansion $80 million\n4 Woolworths distribution facility expansion $68 million\n5 Eraring Big Battery > $1 billion\n6 Trinity Point development $720 million\n7 St Phillips Christian College $205 million\nGosford mix-used developments – Central ~$280 million\n8\nCoast Quarter and Horizon\n9 BeerFarm Brewery Warnervale1 $9 million\n10 Cordina Food Group expansion1 >$4 million\nM a jor public investment since 2018\nInvestment | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $17.2 million, $5 million, $41 million, $27.7 million, $10.5 million, $110.45 million | Central Coast Food Manufacturing $17.2 million\n9\nInnovation Hub\n10 Peat Island Cultural Tourism Precinct stage 1 $5 million\n11 Hunter Sports Centre expansion $41 million\n12 Gosford Regional Library $27.7 million\n13 The Windale Hub $10.5 million\nRegional grant programs\nThe region has received $110.45 million in regional grant programs funding since 2018. | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $53.08 million, $35.1 million, $22.27 million, 53.08 million, 35.1 million, 22.27 million | Grant category Approved funding\nCommunity $53.08 million\nEconomic $35.1 million\nDisaster recovery $22.27 million\nNote funding only includes programs managed by the Department of Regional NSW accurate as January 2023. | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $1.8 billion, 1.8 billion | Mining (LQ of 1.45) added $1.8 billion to the regional economy in 2020, with coal mining (LQ of 1.6) accounting for 91%\nof this value. | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $3 billion, 3 billion | Healthcare (LQ of 1.55) continues to deliver substantial value for the region, with 5.7% average annual growth between\n2011 and 2020 and GVA of $3 billion to the local economy in 2020. | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $1.03 billion, $2.8 billion, 1.03 billion, 2.8 billion | Visitors are estimated to have spent $1.03 billion in 2021.[5]\nAlthough an enabling industry rather than an engine industry, construction has also demonstrated significant average\nannual growth of 6.1% between 2011 and 2020, and is a major contributor to the region ($2.8 billion in 2020), with\nupcoming major projects likely to accelerate growth in this sector. | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $39 million, $19 million, 39 million, 19 million | GVA (2020, $m) 1,778\nEmployment (2021) 3,726\nLQ score (2020) 1.45\nLQ Coal Mining (2020) 1.6\nLQ Non-metallic Mineral Mining (2020) 1.4\nStrengths\n• In 2020, mining represented 65% of the region͛s GV!, with coal mining accounting for 91% of this value.\n• The region͛s access to road transport corridors connected to export hubs in Sydney and Newcastle provides a\ncompetitive advantage.\n• Existing operations in non-metallic minerals and non-ferrous meta | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $333 million, 333 million | GVA (2020, $m) 1,880\nEmployment (2021) 14,652\nLQ score (2020) 1.15\nLQ Fruit and Vegetable Product Manufacturing (2020) 5.2\nLQ Grain and Cereal Product Manufacturing (2020) 4.5\nStrengths\n• The region͛s manufacturing industry is centred upon its outputs in food products, with meat and meat products,\nfruit and vegetable products and grain and cereal products adding a cumulative $333 million GVA to the regional\neconomy in 2020, with the two sectors b | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $13.8 million, $2.2\nmillion, 13.8 million, 2.2\nmillion | In 2019-20, the aquaculture industry\nA significant producer of vegetables and fruits. generated $13.8 million in sales (compared to $2.2\nmillion in 2015-16). | `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)` |\n| $1.88 billion, 1.88 billion | Engine industries\nManufacturing (LQ of 1.15 in 2020) remains the third biggest industry in the region by GVA, contributing $1.88 billion to\nthe regional economy in 2020. | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $2.5 billion, 2.5 billion | In addition, tourism (LQ of 1.29) remains a\nspecialisation, with accommodation, food services and retail trade combining to add $2.5 billion to the local economy in\n2020, despite the impacts of the COVID-19 pandemic. | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $22.27 million, 22.27 million | From the period 2018 to 2022, the region had six disaster\ndeclarations and received approximately $22.27 million in disaster recovery grant funding. | `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)` |\n| $1,595 , $2,118 , $1,889 | By the Numbers\nCentral Greater\nCoast Sydney NSW\nPOPULATION\n342,047 5,230,330 7,988,241\n(2018)\nPOPULATION GROWTH RATE\n0.9% 1.9% 1.4%\n(10 Year Average)\nMEDIAN AGE\n41.8 36.1 37.5\n(2017)\nEDUCATION\n14% 32.7% 23.4%\n(Bachelor’s Degree or Higher, 2016)\nINTERNET ACCESSED FROM DWELLING\n80.6% 85.6% 82.5%\n(2016)\nPARTICIPATION RATE – PEOPLE IN THE\nWORKFORCE 56% 66.9% 59.2%\n(2016)\nUNEMPLOYMENT RATE\n5.4% 4.5% 4.3%\n(March 2019)\nYOUTH UNEMPLOYMENT RATE 14.6% 10.4 | `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)` |\n| $21billion, 21billion | B y 2 0 4 0\nThe Central Coast will:\nwelcome grow the create\nnearly economy by over over\n88,000 $21billion 72,000\nnew residents new jobs\nCentral Coast Economic Development Strategy \\| 5 | `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)` |\n| $1,595 , $2,118 , $1,889 | By the Numbers\nCentral Greater\nCoast Sydney NSW\nPOPULATION\n342,047 5,230,330 7,988,241\n(2018)\nPOPULATION GROWTH RATE\n0.9% 1.9% 1.4%\n(10 Year Average)\nMEDIAN AGE\n41.8 36.1 37.5\n(2017)\nEDUCATION\n14% 32.7% 23.4%\n(Bachelor’s Degree or Higher, 2016)\nINTERNET ACCESSED FROM DWELLING\n80.6% 85.6% 82.5%\n(2016)\nPARTICIPATION RATE – PEOPLE IN THE\nWORKFORCE 56% 66.9% 59.2%\n(2016)\nUNEMPLOYMENT RATE\n5.4% 4.5% 4.3%\n(March 2019)\nYOUTH UNEMPLOYMENT RATE 14.6% 10.4 | `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)` |\n\n## Key Achievements\n\n- C o n t e n t s\nIntroduction 5\nThe Big Picture 6\nOur Current Economy 8\nMeasuring Progress 10\nEngagement Snapshot 11\nOur Economy – In the Spotlight 12\nStrengths 12\nChallenges 13\nOpportunities 14\nRisks 15\nMoving the Economy Toward 2040 16\nEconomic Development Overview 18\nVision 20\nEconomic Development Values 21\nKey Economic Objectives 22\nLooking Forward 23\nStrategic Themes & Priority Actions 24\nEconomic Coordination 24\nEconomic Partnerships 24\nEconomic Infrastructure 24\nEconomic Innovation & Enterprise 25\nEconomic Futures 25\nEconomic Transformation 25\nEDS Performance Framework 26\nWorking Together 28\nImplementation Overview 29\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- At least 17 residential homes, one public facility and 28\noutbuildings were damaged, with 4 homes completely destroyed.[1] Rural properties also sustained damage, with the\nGospers Mountain megafire encroaching on the western edge of the region, and blazes around Kulnura and Central\nMangrove resulting in around 100 rural landholders being issued with ͚too late to leave͛ warnings from authorities.[2]\nThis event highlights the ongoing need for the region to develop climate resilience for its communities and\ninfrastructure, given the anticipated increase in the frequency and severity of disaster events as a result of climate\nchange in coming years.[3]\nCOVID-19\nThe Central Coast and Lake Macquarie region felt the impacts of the COVID-19 pandemic in various ways, both positive\nand negative.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- INDICATOR CENTRAL COAST GREATER SYDNEY NSW\nJobs and skills\nYouth unemployment rate (place of usual residence)1 14.6% 10.4% 13.6%\nUnemployment rate2 5.35% 4.5% 4.3%\nIndigenous unemployment rate1 13.8% 11.8% 15.3%\nParticipation rate1 56% 66.9% 59.2%\nGross regional product4 $13.49 billion $422 billion\nCompleted high school1 40.3% 65% 52.1%\nBachelor’s degree or higher1 14% 32.7% 23.4%\nHousing\nSocial housing1 3.4% 4.6% 4.4%\nAverage household income1 $1,595 $2,118 $1,889\nProportion of households under mortgage stress1 9.3% 8.7% 9.6%\nMedian house price4 $690,084 $1.37 million $740,444\nMedian unit price4 $491,484 $876,780 $676,368\nProportion of households under rent stress1 34.8% 26.7% 27.9%\nInfrastructure and investment\nProportion of journeys to work by public transport1 2.7% 25.3% 16%\nLiveability\nProportion of people that volunteer1 17.2% 18% 18.1%\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- Part 2: Objectives\nWalkabout Wildlife Sanctuary, Calga\nCredit: Destination NSW\nLand use planning resilience principles\nTI V E 1 & 8 O B JE C T IV 1 R pl e a s c i e lie s n a c n e d i c s o a m f m ou u n n d it a i t e i s o . nal characteristic of sustainable\nE\nC mic\nS\nE\n3\nO BJ c o n o o c ia l & 5 2 Risk is identified and addressed for sustainable and\nE adaptable places and communities.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- This will reduce the\nneed for private vehicle ownership – a priority, given Parking Rear loaded Surface,\nthat Karagi’s population of almost 30,000 people garage, under croft,\nhas around 23,000 privately owned motor vehicles. surface basement\nThe area around Tuggerah Lakes is subject to\nBulk and Mix of 2 storey >3 storey\nflooding, coastal hazards and sea level rise.\ntitle type detached, zero apartments,\nConsequently, increasing housing stock needs to\nlot, duplex strata title\nbe carefully considered.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Highlight progress: reflect on significant initiatives and\ninvestments that have supported progress against the key\nstrategies and actions in the 2018 REDS.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- Part 2: Objectives\nRegional impacts\nStrategy 7.6 Strategy 7.8\nLocal strategic planning will consider Local strategic planning will ensure\npathways to build resilience, reduce future residential areas are not planned in\nvulnerabilities and support initiatives that can areas where:\ntransform the region.\n• residents are exposed to a high risk from\nbushfire, flood and/or coastal hazards,\nconsiderate of how these may impacted by\nStrategy 7.7 climate change\nLocal strategic planning will demonstrate • evacuation is likely to be difficult during\nalignment with the NSW Government’s natural a bushfire or flood due to its siting in the\nhazard management and risk mitigation policy landscape, access limitations, hazard event\nframework including: history and/or size and scale\n• Planning for Bushfire Protection 2019 • any existing residential areas may be placed\nat increased risk\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Council Offices 2 Hely St Wyong | 49 Mann St Gosford | 8.30am - 5.00pm Monday to Friday | T 4350 5555 / 4325 8222\ncentralcoast.nsw.gov.au\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- B y 2 0 4 0\nThe Central Coast will:\nwelcome grow the create\nnearly economy by over over\n88,000 $21billion 72,000\nnew residents new jobs\nCentral Coast Economic Development Strategy | 5\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- By the Numbers\nCentral Greater\nCoast Sydney NSW\nPOPULATION\n342,047 5,230,330 7,988,241\n(2018)\nPOPULATION GROWTH RATE\n0.9% 1.9% 1.4%\n(10 Year Average)\nMEDIAN AGE\n41.8 36.1 37.5\n(2017)\nEDUCATION\n14% 32.7% 23.4%\n(Bachelor’s Degree or Higher, 2016)\nINTERNET ACCESSED FROM DWELLING\n80.6% 85.6% 82.5%\n(2016)\nPARTICIPATION RATE – PEOPLE IN THE\nWORKFORCE 56% 66.9% 59.2%\n(2016)\nUNEMPLOYMENT RATE\n5.4% 4.5% 4.3%\n(March 2019)\nYOUTH UNEMPLOYMENT RATE 14.6% 10.4% 13.6%\nAVERAGE WEEKLY HOUSEHOLD INCOME\n$1,595 $2,118 $1,889\n(2016)\nLOCAL RESIDENTS JOURNEY TO WORK BY\nPUBLIC TRANSPORT WITHIN THE LOCAL\n2.7% 25.3% 16.0%\nGOVERNMENT AREA.\n(2016)\n8 | Central Coast Economic Development Strategy\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- Journey to Work (2016)\n25.4% | 35,300\npeople\nCommute Outside the Central Coast LGA\n68.3% | 95,389\npeople\nCommute Inside the Central Coast LGA\n6.3% | 8,828\npeople\nNo fixed workplace\nKey Industries of Employment\n(2018/19)\n18.7% 11.4%\nHealth Care and Construction\nSocial Assistance\n12.3% 8.4%\nRetail Trade Education and\nTraining\n8.9% 7.3%\nAccommodation and Manufacturing\nFood Services\nOur Local Aboriginal Economy\n12,485 Central Coast: 3.8%\nPopulation (2016) NSW: 2.9%\nUnemployment Rate\n13.8% 15.3%\nCentral Coast NSW\nAverage High School Completion\n30.6% 28.4%\nCentral Coast NSW\nCentral Coast Economic Development Strategy | 9\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- The top key words identified during the\nengagement process are listed below:\nOur Economic Development Our Competitive\nVision – Top Words Advantage\nTransport/Infrastructure/Housing 41% Lifestyle and Liveability 78%\nAirport/Aviation 29% Natural Environment 75%\nLifestyle/Liveability 25% Access to Sydney & Newcastle 67%\nInnovative/modern 23% Investment in Gosford CBD 47%\nSuccessful/Thriving 19% Regional Leadership 33%\nOur Economic Our Big\nConcerns Opportunities\nLack of Local Job Opportunity (Commuting) Encouraging Business Expansion & Attracting\n76% New Businesses 70%\nTransport & Access 72% Growing the Visitor Economy 66%\nOpportunities for Youth 57% Leveraging Major Education Facilities 62%\nEase of Movement (Roads) 54% Taking Advantage of Highway Connectivity 57%\nNeed for Enhanced Entertainment/Leisure Availability of Land for Growth 45%\nFacilities 41%\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- C o n t e n t s\nIntroduction 5\nThe Big Picture 6\nOur Current Economy 8\nMeasuring Progress 10\nEngagement Snapshot 11\nOur Economy – In the Spotlight 12\nStrengths 12\nChallenges 13\nOpportunities 14\nRisks 15\nMoving the Economy Toward 2040 16\nEconomic Development Overview 18\nVision 20\nEconomic Development Values 21\nKey Economic Objectives 22\nLooking Forward 23\nStrategic Themes & Priority Actions 24\nEconomic Coordination 24\nEconomic Partnerships 24\nEconomic Infrastructure 24\nEconomic Innovation & Enterprise 25\nEconomic Futures 25\nEconomic Transformation 25\nEDS Performance Framework 26\nWorking Together 28\nImplementation Overview 29\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- Part 2: Objectives\nRegional impacts\nStrategy 7.6 Strategy 7.8\nLocal strategic planning will consider Local strategic planning will ensure\npathways to build resilience, reduce future residential areas are not planned in\nvulnerabilities and support initiatives that can areas where:\ntransform the region.\n• residents are exposed to a high risk from\nbushfire, flood and/or coastal hazards,\nconsiderate of how these may impacted by\nStrategy 7.7 climate change\nLocal strategic planning will demonstrate • evacuation is likely to be difficult during\nalignment with the NSW Government’s natural a bushfire or flood due to its siting in the\nhazard management and risk mitigation policy landscape, access limitations, hazard event\nframework including: history and/or size and scale\n• Planning for Bushfire Protection 2019 • any existing residential areas may be placed\nat increased risk\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Place\nstrategies will also result in endorsed place strategies 1. regionally significant growth areas\nto support future planning proposals, adding\n2. areas nominated by Council and identified in\ncertainty and removing risk, while supporting planned\nits local strategic planning statement or local\ndevelopment and investment in high quality places.\nhousing strategy that have been endorsed by the\nPlace strategies will help provide certainty to department.\ncommunity on areas of significant change and identify\nThese areas of change are typically of a scale that\ncatalytic infrastructure to enable the cost-effective\nwill facilitate more than 2,000 dwellings, promote\ndelivery of new homes and jobs.\nsignificant investment, are of regional significance,\nDeveloped with community consultation, place contain multiple parcels of land or require complex\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 2: Objectives\nWalkabout Wildlife Sanctuary, Calga\nCredit: Destination NSW\nLand use planning resilience principles\nTI V E 1 & 8 O B JE C T IV 1 R pl e a s c i e lie s n a c n e d i c s o a m f m ou u n n d it a i t e i s o . nal characteristic of sustainable\nE\nC mic\nS\nE\n3\nO BJ c o n o o c ia l & 5 2 Risk is identified and addressed for sustainable and\nE adaptable places and communities.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- The region’s key industries have remained resilient despite a range of challenges and shocks since\n2018\nTourism\n+ 3.3% Year-on-Year (YoY) growth from 44,416 jobs supported in\n$ 1.0 billion visitor spend in 2021\n2011-2020 2021\nHealthcare\n$ 3.0 billion Gross Value Added 45,406 jobs supported in\n+ 5.7% YoY growth from 2011-2020\n(GVA) in 2020 2021\nMining\n3,726 jobs supported in\n+ 2.3% YoY growth from 2011-2020 $ 1.8 billion GVA in 2020\n2021\nManufacturing\n14,652 jobs supported in\n- 1.5% YoY growth from 2011-2020 $ 1.9 billion GVA in 2020\n2021\nKey themes from local consultation\nStakeholders from the Central Coast and Lake Macquarie region have highlighted Aboriginal economic development,\nstrategic collaboration and leveraging major projects for sustainable growth as being key priorities for the region.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- This brings\nPatterns\n26,800 residents while Sydney declined by 5,200.[9] with it both challenges in\nmeeting infrastructure and\nFuture changes and investment will likely further increase\nservice delivery demands,\ninternal migration to the region, given the potential for\nand opportunities to grow\nmajor transport investment which may reduce commute\nand diversify the region͛s\ntimes, as well as regulatory and policy changes associated\neconomy.\nwith the adoption of the Greater Cities Commission (GCC)\nSix Cities region incorporating the Central Coast City,\nalongside the Lower Hunter and Greater Newcastle City.[10]\nCentral Coast and Lake Macquarie Regional Economic Development Strategy – 2023 Update 13\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- Between June 2018 and June 2022, median house prices in the region increased by 36%, with\nCentral Coast LGA increasing from $658,000 to $875,000 and Lake Macquarie LGA from $590,000 to $815,000.[12] As at\nJuly 2021, the price to income ratio in the region was 9.61, above the NSW benchmark average of 8.12.[13] Increased\nhouse prices may present a challenge for the region in attracting and retaining workers.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- Increasing\ncompetition for land use, climate uncertainty, global supply chain issues and increased incidence of natural disasters\nmay therefore present challenges to the industry.\n• A tight local labour market acts as a constraint to growth potential for the sector, particularly where skilled trades to\nsupport major production lines are required.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- United Nations Sustainable Development Goals\n1 2 3 4 5 6 7\nClean Water & Affordable & Reduced Sustainable Responsible Climate Action Peace, Justice\nSanitation Clean Energy Inequalities Cities & Consumption & and Strong\nCommunities Production Institutions\nCentral Coast Regional Plan Principles\nGrowth Community Resillence Equity\nSupport a net Promote places Reduce risks Communities should\nzero emissions to be together by associated with place- be safe and healthy\neconomy and foster weaving nature into based shocks and with residents\nemployment growth, our towns and cities stresses to improve having opportunities\ncompetitiveness and with welcoming, safe the community’s for economic\ninnovation. streets and public ability to withstand, advancement, housing\nspaces. recover from and choices and a secure\nadapt to changes and retirement.\nbecome more resilient.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 1: Making it happen\nThe urban development program committee will:\n• identify and remove barriers and disincentives for infill housing\n• oversee a pipeline of housing and employment land supply across the Central Coast\n• track the supply of infill and greenfield land supply, completions, whether the land is serviced or contains\nbiodiversity constraints/values, and infrastructure servicing data of housing and employment land\n• identify opportunities to accelerate the supply of land for housing and employment including\nimprovements to land rezoning, release and servicing\n• make land use and infrastructure sequencing recommendations that may result in more cost-effective\nhousing and job delivery\n• monitor the density of development across the region\n• provide annual updates on the implementation of the regional plan\n• provide annual updates to a sequencing plan and delivery report.\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- The attendees of\nplanning as circumstances change.\neach place delivery group will be depending on\nrequirements and issues Where agreed milestones or deliverables are not\nbeing met, the place delivery group can escalate\n• determine technical investigation requirements\nconcerns to the Planning Delivery Unit for resolution.\nand seek to remove the requirement for\nsubsequent public authority concurrences and The place-delivery group will be established to\nreferrals at rezoning stage resolve planning and infrastructure constraints for an\narea undergoing significant change.\n• track performance of place strategies and\nescalate to the department’s Planning Delivery\nUnit where there are risks to milestones or\nMinister for\ndelivering objectives of the regional plan\nPlanning and\n• endorse place strategies and infrastructure\nMinister for\ndelivery plans\nHomes\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- Part 2: Objectives\nHousing for Aboriginal residents The department will provide support Council should it\nconsider an affordable housing contribution scheme\nThere are more than 17,000 Aboriginal people living on\nor seek changes to their LEP to capture affordable\nthe Central Coast, making up 4.9% of the population.5\nhousing contributions under State Environmental\nFacilitating the opportunity for Aboriginal Planning Policy (Housing) 2021 (Housing SEPP).\nself-determination in housing, and maintaining the This gives community and industry certainty about\nquality and integrity of housing stock, can encourage planned affordable rental housing and how affordable\na sense of pride and help tackle discrimination issues. rental housing contributions will be determined and\nAboriginal expression in housing can enable this, the rate applied.\nnot only by promoting the sharing of knowledge and\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- At least 17 residential homes, one public facility and 28\noutbuildings were damaged, with 4 homes completely destroyed.[1] Rural properties also sustained damage, with the\nGospers Mountain megafire encroaching on the western edge of the region, and blazes around Kulnura and Central\nMangrove resulting in around 100 rural landholders being issued with ͚too late to leave͛ warnings from authorities.[2]\nThis event highlights the ongoing need for the region to develop climate resilience for its communities and\ninfrastructure, given the anticipated increase in the frequency and severity of disaster events as a result of climate\nchange in coming years.[3]\nCOVID-19\nThe Central Coast and Lake Macquarie region felt the impacts of the COVID-19 pandemic in various ways, both positive\nand negative.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- This has been\ndemonstrated since 2018, with bushfires damaging parklands, floods impeding key transport routes, and COVID-19\npandemic restrictions and border closures.\n• The industry is also vulnerable to workforce shortages across the region, an issue exacerbated by restrictions on\ninternational arrivals as a result of the pandemic, which restricted availability of working holiday makers who\nprovide a valuable contribution to the visitor economy labour market.[16]\n• A shortage of housing supply in the region may threaten the availability of short-term accommodation to meet the\nneeds of tourists.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n\n## Corporate Values and Operating Culture\n\n- The region’s key industries have remained resilient despite a range of challenges and shocks since\n2018\nTourism\n+ 3.3% Year-on-Year (YoY) growth from 44,416 jobs supported in\n$ 1.0 billion visitor spend in 2021\n2011-2020 2021\nHealthcare\n$ 3.0 billion Gross Value Added 45,406 jobs supported in\n+ 5.7% YoY growth from 2011-2020\n(GVA) in 2020 2021\nMining\n3,726 jobs supported in\n+ 2.3% YoY growth from 2011-2020 $ 1.8 billion GVA in 2020\n2021\nManufacturing\n14,652 jobs supported in\n- 1.5% YoY growth from 2011-2020 $ 1.9 billion GVA in 2020\n2021\nKey themes from local consultation\nStakeholders from the Central Coast and Lake Macquarie region have highlighted Aboriginal economic development,\nstrategic collaboration and leveraging major projects for sustainable growth as being key priorities for the region.\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- Foster behaviour change through education\nand engagement\n)sraey(\nemiT\nPart 2: Objectives\nStructure 120\nDesign for ease of deconstruction\nCladding\n60\nDesign for ease of refurbishment\nServices\n15\nDesign for long life/loose fit\nSpace\n7\nDesign for flexibility & adaptability\nStuff\n3\nDesign for service & sharing\n0\nStrategy 1.4\nLocal strategic planning should consider:\n• alignment with the NSW Waste and Sustainable Materials Strategy 2041 and the seven circular\neconomy principles identified in this plan\n• opportunities to support the circular flow of materials by enabling new remanufacturing, resource\nrecovery, re-use and recycling facilities and the expansion of existing circular economy facilities\n• the location of circular economy facilities and existing waste management centres, and ensure\nsensitive land uses do not encroach on these areas or limit their future expansion\n  Source: `other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)`\n- C o n t e n t s\nIntroduction 5\nThe Big Picture 6\nOur Current Economy 8\nMeasuring Progress 10\nEngagement Snapshot 11\nOur Economy – In the Spotlight 12\nStrengths 12\nChallenges 13\nOpportunities 14\nRisks 15\nMoving the Economy Toward 2040 16\nEconomic Development Overview 18\nVision 20\nEconomic Development Values 21\nKey Economic Objectives 22\nLooking Forward 23\nStrategic Themes & Priority Actions 24\nEconomic Coordination 24\nEconomic Partnerships 24\nEconomic Infrastructure 24\nEconomic Innovation & Enterprise 25\nEconomic Futures 25\nEconomic Transformation 25\nEDS Performance Framework 26\nWorking Together 28\nImplementation Overview 29\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- It sets economic policy, investment and\nour economic vision and values, our collaboration that drives employment,\nobjectives and targets, and the priority trade, local development, and business.\nactions to deliver real results for the In the long term, we are committed\nCentral Coast. to building a resilient Central Coast\neconomy through this 2040 Economic\nAs a region, we have economic Development Strategy.\nopportunities in front of us – the digital\nrevolution, emerging local industries,\nsmart technologies, a growing\ninnovation eco-system, and a desirable In 2040, the Central Coast will\ngrowing visitor economy.\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- Leadership\nA strong &\nCouncil and Governance\nlocal leaders\nNew Economic Performance sustainable\nDevelopment\nFunction Annual action Resourcing central coast\nplan with\nin Council, milestones and Annual Council Accountability economy\ns b u y p e p x o te rt r e n d a l KPIs b in u v d e g st e m t, ent Online economic Agility\nexpertise by other development\ndashboard, annual Ongoing\ngovernments\nreport monitoring,\nand the private\nperformance\nsector\nassessment, and\nrecalibration\nEconomic Values: Innovation, Collaboration, Sustainability, Capability, Opportunity, Unity\nCentral Coast Economic Development Strategy | 29\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- Performance Dimensions\nEconomic & Community Progress, Program & Project Impacts,\nPrograms & Projects, Inputs & Resourcing\nObjectives\nStrategic Themes\nImproving economic leadership and\ncoordination, and building consensus\nCoordination\nAdvancing sustainability - economic, social\nand environmental\nPartnerships\nEnhancing economic efficiency and\ncompetitiveness\nIncreasing community wellbeing Infrastructure\nBuilding our profile as an economic destination\nEnhancing local innovation and enterprise Innovation and Enterprise\nIncreasing skills and economic capabilities\nFutures\nDelivering infrastructure for the future\nFostering economic diversity and vibrancy\nTransformation\nEnsuring consistency with the\nCommunity Strategic Plan 2018-2028\nValues\nInnovation, Collaboration, Sustainability, Capability, Opportunity, Unity\nCentral Coast Economic Development Strategy | 19\n  Source: `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)`\n- This brings\nPatterns\n26,800 residents while Sydney declined by 5,200.[9] with it both challenges in\nmeeting infrastructure and\nFuture changes and investment will likely further increase\nservice delivery demands,\ninternal migration to the region, given the potential for\nand opportunities to grow\nmajor transport investment which may reduce commute\nand diversify the region͛s\ntimes, as well as regulatory and policy changes associated\neconomy.\nwith the adoption of the Greater Cities Commission (GCC)\nSix Cities region incorporating the Central Coast City,\nalongside the Lower Hunter and Greater Newcastle City.[10]\nCentral Coast and Lake Macquarie Regional Economic Development Strategy – 2023 Update 13\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n- Major private investment since 2018\nInvestment Estimated total Relevant 2018\nproject value(s) Strategies\n1 Cedar Mill cultural, arts and events space $235 million\n2 Costco – Lake Macquarie $49 million\nCentral Coast and Lake Macquarie Regional Economic Development Strategy – 2023 Update 16\n  Source: `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf` - strategies - https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf\n- `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf` - strategies - https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true\n- `pages/announcements-index.html` - pages - https://www.rdacc.org.au/our-privacy-statement\n- `pages/announcements-index__01.html` - pages - https://www.rdacc.org.au/our-privacy-statement\n- `pages/contact.html` - pages - https://www.rdacc.org.au/contact\n- `pages/homepage.html` - pages - http://www.rdacc.org.au\n- `pages/leadership.html` - pages - https://www.rdacc.org.au/our-people\n- `pages/news-latest.html` - pages - https://www.rdacc.org.au/blog\n- `pages/strategies-index.html` - pages - https://www.rdacc.org.au/regional-strategies-and-plans\n- `pages/strategies-index__00.html` - pages - https://www.rdacc.org.au/regional-data-and-maps\n- `other-pdfs/central-coast-regional-plan-2041.pdf` - other-pdfs - https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.",
  "legislation_md": "# RDA NSW Central Coast - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:16:22.141731+00:00\n**Entity ID**: B-002680\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 11\n- Unique legislation references found: 8\n\n| Type | Count |\n|---|---:|\n| Act | 8 |\n\n## Legislation References\n\n### Transport for NSW’s Central Coast Regional Assessment Act 1979\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Transport+for+NSW%E2%80%99s+Central+Coast+Regional+Assessment+Act+1979\n\n**Sources**:\n- `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n**Evidence contexts**:\n- network connecting them to the Six\nCities Region.\n7\n\n[page 8]\nIntroduction\nA regional plan for the Central Coast\nThis regional plan is a 20-year land use plan This regional plan has been prepared concurrently\nprepared under the Environmental Planning and with Transport for NSW’s Central Coast Regional\nAssessment Act 1979 (EP&A Act). It applies to the Transport Plan, a multimodal and integrated vision\nCentral Coast Local Government Area (LGA). for transport planning.\nThe regional plan draws from Central Coast Together the plans and the NSW State\nCouncil’s Local Strategic Plann\n  Source: `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n### Warnervale Airport (Restrictions) Act 1996\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Warnervale+Airport+%28Restrictions%29+Act+1996\n\n**Sources**:\n- `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n**Evidence contexts**:\n- t locals will be generated by unlocking the\npotential of regionally significant growth areas at\nSomersby, Gosford and Warnervale.\nThis includes the preparation of a master\nplan by Central Coast Council to satisfy the\nrecommendations of the Warnervale Airport\n(Restrictions) Act 1996. The master plan will identify\npotential opportunities for expanded aviation\nactivities including freight and logistics, joy flights\nand parachute jumps, training and education,\nmaintenance and servicing.\nAdam Crouch, MP\nThe regional plan aims to help residen\n  Source: `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n- Coast Airport master plan\nstation allowing for a transition from single\nand plan of management to satisfy the\ndetached dwellings in adjoining growth areas\nrecommendations from the review of the\nto duplexes and townhouses within a 10-minute\nWarnervale Airport (Restrictions) Act 1996 and\nwalk of the station.\nthe requirements of the repeal of the Act.\n– Expand recreation and cultural heritage\n– Expand aviation activities at Central Coast\nexperiences.\nAirport including freight and logistics, joy\nflights and parachute jumps, training and – C\n  Source: `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n### Aboriginal Biodiversity Conservation Act 2016\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+Biodiversity+Conservation+Act+2016\n\n**Sources**:\n- `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n**Evidence contexts**:\n- s planning and\n• account for local Aboriginal community\ndevelopment priorities\ninterests and aspirations in strategic\n• identify suitable biodiversity approval planning decision-making\npathways, navigate the complexities of the\n• further partnerships with the Aboriginal\nBiodiversity Conservation Act 2016 for LALCs\ncommunity and build the delivery capacity of\nand support the establishment of Darkinjung\nDarkinjung LALC\nLALC’s conservation estate to achieve\nimproved environmental and economic • maximise the flow of economic, social\noutcomes on the Central Coast\n  Source: `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n### Aboriginal Land Rights Act 1983\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+Land+Rights+Act+1983\n\n**Sources**:\n- `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n**Evidence contexts**:\n- vation\nto enable Darkinjung LALC to achieve its social,\nplanning due to the interconnectedness\ncultural economic and environmental objectives.\nof Aboriginal culture with Country, and the\nright of Aboriginal people to be involved in Land rights\ndecision-making\nThe Aboriginal Land Rights Act 1983 (ALRA)\n7. Identifying the strategic merit of\nprovides land rights to Aboriginal communities\nDarkinjung LALC landholdings and their\nin NSW as compensation for the historic\npotential to deliver future jobs and homes\ndispossession of these communities from their\n  Source: `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n### Land Rights Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Land+Rights+Act+1993\n\n**Sources**:\n- `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n**Evidence contexts**:\n- unity character and great places,\nsupported by the right sequencing of development\nand infrastructure to ensure sustainable growth.\nCentral Coast people are at the core of our thinking.\nLocal Enviromental Planning and Aboriginal\nGovernment Assessment Act 1979 Land Rights\nAct 1993 Act 1983\nState Environmental Planning Policies\nCentral Coast Regional Plan\nCommunity Land\nCommunity\nLocal Strategic Planning Statement Development Delivery Plan and Business\nStrategic Plan\nPlan\nPlace Strategy\nPlanning Proposal\n8\n\n[page 9]\nWhat are the big ide\n  Source: `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n### Local Enviromental Planning and Aboriginal Government Assessment Act 1979\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Local+Enviromental+Planning+and+Aboriginal+Government+Assessment+Act+1979\n\n**Sources**:\n- `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n**Evidence contexts**:\n- ach that\nefforts are driven by a need to care for Country.\nfocuses on community character and great places,\nsupported by the right sequencing of development\nand infrastructure to ensure sustainable growth.\nCentral Coast people are at the core of our thinking.\nLocal Enviromental Planning and Aboriginal\nGovernment Assessment Act 1979 Land Rights\nAct 1993 Act 1983\nState Environmental Planning Policies\nCentral Coast Regional Plan\nCommunity Land\nCommunity\nLocal Strategic Planning Statement Development Delivery Plan and Business\nStrategic Plan\nPlan\nPlace Strategy\nPlanning Proposal\n8\n\n[page 9]\n  Source: `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n### National Parks and Wildlife Act 1974\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=National+Parks+and+Wildlife+Act+1974\n\n**Sources**:\n- `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n**Evidence contexts**:\n- ings, traditional burials and hunting. To this\nday, Aboriginal people cherish the lakes as a\nsource of food and a vital space for recreation\nand teaching traditional fishing practices.\nThe Tuggerah Lakes Resting Place is an\nAboriginal Place declared under the National\nParks and Wildlife Act 1974.\n111\n\n[page 112]\nPart 3: District planning and growth areas\nTuggerah regionally significant growth area\nTuggerah is around an hour to Greater Sydney and Tuggerah and Wyong will serve different a role\nGreater Newcastle making it a major employment, and functio\n  Source: `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n### Native Title Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Native+Title+Act+1993\n\n**Sources**:\n- `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n**Evidence contexts**:\n- ent of their\ndevelopment proposals\n• considering opportunities to integrate Aboriginal\nland claim and planning processes to streamline\nprocesses towards economic self-determination.\n28\n\n[page 29]\nPart 2: Objectives\nNative title rights and interests\nAction 2.2\nThe Native Title Act 1993 (Cth) provides legal\nrecognition of the traditional communal, group or The department will build the delivery\nindividual rights and interests which Aboriginal capacity of Darkinjung LALC to ensure the local\npeople have in land and water, where Aboriginal Abor\n  Source: `other-pdfs/central-coast-regional-plan-2041.pages.jsonl`\n\n## Files Scanned\n\n- `pages/announcements-index.html` (page)\n- `pages/announcements-index__01.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `other-pdfs/central-coast-regional-plan-2041.pages.jsonl` (pdf_pages)\n- `strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pages.jsonl` (pdf_pages)\n- `strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pages.jsonl` (pdf_pages)",
  "global_initiatives_md": null,
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": null,
    "purposes_source_page": null,
    "how_we_deliver": null,
    "how_we_deliver_source_page": null,
    "government_priorities": [],
    "outcomes": [
      {
        "name": "Tourism",
        "description": "The Central Coast and Lake Macquarie region is a popular destination for day trips in Australia. Future growth will be reliant on addressing workforce challenges and increasing resilience to externalities.",
        "key_activities": [
          "Accommodation and Food Services",
          "Arts and Recreation Services"
        ],
        "source_page": 28
      },
      {
        "name": "Health care",
        "description": "Despite increasing demand for related services, future growth of the region's healthcare and social assistance sectors may be constrained by restricted local labour supply and housing supply challenges.",
        "key_activities": [
          "Gosford Hospital",
          "Wyong Public Hospital",
          "Sub-acute care providers in Woy Woy and Belmont Hospital and Long Jetty Healthcare Centre",
          "Proximity to John Hunter Hospital Newcastle"
        ],
        "source_page": 29
      }
    ],
    "values": [],
    "values_framework_name": null,
    "kpi_targets_2025_26": [
      {
        "code": null,
        "measure": null,
        "target": null,
        "source_page": null
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": null,
        "measure": null,
        "result": null,
        "status": null,
        "source_page": null
      }
    ],
    "_source_urls": {
      "annual_report_url": "",
      "corporate_plan_url": ""
    }
  },
  "ideas": [
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Risk & Assurance",
      "scale": "small",
      "title": "Recommendation tracker for audits, reviews, and inquiries",
      "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.",
      "quote": "The supply of zoned and serviced employment land Measures to be reported on will include the\nrequires a partnership between the NSW Government percentage of development that is either infill or\nand Council, infrastructure providers and the greenfield, the timeframe and responsibility to\ndevelopment industry. complete each action, the number of years of zoned\nThe department will monitor the take up of and serviced land, the average travel time and mode\nemployment lands and work with agencies and of choice between and within the region, the amount\nCouncil through the urban development program to of land retained for areas of regional biodiversity\nmeet industry demand. value, auditing the performance of the regional plan\nincluding the number of low risk, no risk, or high risk\nThe status, supply and challenges to delivering\nplanning proposals.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Risk & Assurance",
      "scale": "large",
      "title": "Integrated assurance and lessons-learned system",
      "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.",
      "quote": "The supply of zoned and serviced employment land Measures to be reported on will include the\nrequires a partnership between the NSW Government percentage of development that is either infill or\nand Council, infrastructure providers and the greenfield, the timeframe and responsibility to\ndevelopment industry. complete each action, the number of years of zoned\nThe department will monitor the take up of and serviced land, the average travel time and mode\nemployment lands and work with agencies and of choice between and within the region, the amount\nCouncil through the urban development program to of land retained for areas of regional biodiversity\nmeet industry demand. value, auditing the performance of the regional plan\nincluding the number of low risk, no risk, or high risk\nThe status, supply and challenges to delivering\nplanning proposals.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Procurement & Delivery",
      "scale": "small",
      "title": "Procurement lessons library for repeat purchases",
      "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.",
      "quote": "The attendees of\nplanning as circumstances change.\neach place delivery group will be depending on\nrequirements and issues Where agreed milestones or deliverables are not\nbeing met, the place delivery group can escalate\n• determine technical investigation requirements\nconcerns to the Planning Delivery Unit for resolution.\nand seek to remove the requirement for\nsubsequent public authority concurrences and The place-delivery group will be established to\nreferrals at rezoning stage resolve planning and infrastructure constraints for an\narea undergoing significant change.\n• track performance of place strategies and\nescalate to the department’s Planning Delivery\nUnit where there are risks to milestones or\nMinister for\ndelivering objectives of the regional plan\nPlanning and\n• endorse place strategies and infrastructure\nMinister for\ndelivery plans\nHomes",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Procurement & Delivery",
      "scale": "large",
      "title": "Portfolio delivery office for major investments",
      "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.",
      "quote": "The attendees of\nplanning as circumstances change.\neach place delivery group will be depending on\nrequirements and issues Where agreed milestones or deliverables are not\nbeing met, the place delivery group can escalate\n• determine technical investigation requirements\nconcerns to the Planning Delivery Unit for resolution.\nand seek to remove the requirement for\nsubsequent public authority concurrences and The place-delivery group will be established to\nreferrals at rezoning stage resolve planning and infrastructure constraints for an\narea undergoing significant change.\n• track performance of place strategies and\nescalate to the department’s Planning Delivery\nUnit where there are risks to milestones or\nMinister for\ndelivering objectives of the regional plan\nPlanning and\n• endorse place strategies and infrastructure\nMinister for\ndelivery plans\nHomes",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Citizen Participation",
      "scale": "small",
      "title": "Consultation feedback summaries with response tracking",
      "idea": "Summarise consultation submissions by theme and publish what changed in response.",
      "quote": "Place\nstrategies will also result in endorsed place strategies 1. regionally significant growth areas\nto support future planning proposals, adding\n2. areas nominated by Council and identified in\ncertainty and removing risk, while supporting planned\nits local strategic planning statement or local\ndevelopment and investment in high quality places.\nhousing strategy that have been endorsed by the\nPlace strategies will help provide certainty to department.\ncommunity on areas of significant change and identify\nThese areas of change are typically of a scale that\ncatalytic infrastructure to enable the cost-effective\nwill facilitate more than 2,000 dwellings, promote\ndelivery of new homes and jobs.\nsignificant investment, are of regional significance,\nDeveloped with community consultation, place contain multiple parcels of land or require complex",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Citizen Participation",
      "scale": "large",
      "title": "Always-on policy participation platform",
      "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.",
      "quote": "Place\nstrategies will also result in endorsed place strategies 1. regionally significant growth areas\nto support future planning proposals, adding\n2. areas nominated by Council and identified in\ncertainty and removing risk, while supporting planned\nits local strategic planning statement or local\ndevelopment and investment in high quality places.\nhousing strategy that have been endorsed by the\nPlace strategies will help provide certainty to department.\ncommunity on areas of significant change and identify\nThese areas of change are typically of a scale that\ncatalytic infrastructure to enable the cost-effective\nwill facilitate more than 2,000 dwellings, promote\ndelivery of new homes and jobs.\nsignificant investment, are of regional significance,\nDeveloped with community consultation, place contain multiple parcels of land or require complex",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "other-pdfs/central-coast-regional-plan-2041.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-03/central-coast-regional-plan-2041.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Data & Performance",
      "scale": "small",
      "title": "KPI evidence register with named owners",
      "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.",
      "quote": "PERFORMANCE DIMENSION\nEconomic & Community\nProgress\nOBJECTIVES\nPERFORMANCE DIMENSION\nBuild a stronger Central Coast\nProgram & Project Impacts economy which generates and\nshares prosperity, now and into the\nfuture (see Page 22 for full list of\nOBJECTIVES objectives)\n> Improve community and\ncustomer satisfaction with MEASUREMENT\neconomic development\nprograms/projects Economic, social and\nenvironmental KPIs (see Page 22)\n> Increase innovation and\nentrepreneurial activity\n> Build economic, business and\ninnovation skills and capabilities\n> Enhance the Central Coast’s\nprofile as a destination for\nvisitors, business, investment\nand innovation\nMEASUREMENT\n> Feedback and indicators from\ncustomer surveys and interviews\n> Quantity and type of innovation\nactivity\n> Level, type and distribution of\nkey skills/capabilities\n> Perceptions of the Central\nCoast’s economy",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Data & Performance",
      "scale": "large",
      "title": "Outcome dashboard linking budget, delivery, and public impact",
      "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.",
      "quote": "PERFORMANCE DIMENSION\nEconomic & Community\nProgress\nOBJECTIVES\nPERFORMANCE DIMENSION\nBuild a stronger Central Coast\nProgram & Project Impacts economy which generates and\nshares prosperity, now and into the\nfuture (see Page 22 for full list of\nOBJECTIVES objectives)\n> Improve community and\ncustomer satisfaction with MEASUREMENT\neconomic development\nprograms/projects Economic, social and\nenvironmental KPIs (see Page 22)\n> Increase innovation and\nentrepreneurial activity\n> Build economic, business and\ninnovation skills and capabilities\n> Enhance the Central Coast’s\nprofile as a destination for\nvisitors, business, investment\nand innovation\nMEASUREMENT\n> Feedback and indicators from\ncustomer surveys and interviews\n> Quantity and type of innovation\nactivity\n> Level, type and distribution of\nkey skills/capabilities\n> Perceptions of the Central\nCoast’s economy",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf (https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Citizen Services",
      "scale": "small",
      "title": "Plain-language service pages and proactive status updates",
      "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.",
      "quote": "Vulnerabilities\n• A growing population (see page 19) and the additional demand for health services that this brings presents\nchallenges for the region͛s health system, particularly given the demographic mix skewing toward an older age\ngroup, which requires specialised aged care services and infrastructure.\n• A shortage of skilled workers (see page 21) also acts as a constraint for the sector.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Citizen Services",
      "scale": "large",
      "title": "Single front door for life-event based services",
      "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.",
      "quote": "Vulnerabilities\n• A growing population (see page 19) and the additional demand for health services that this brings presents\nchallenges for the region͛s health system, particularly given the demographic mix skewing toward an older age\ngroup, which requires specialised aged care services and infrastructure.\n• A shortage of skilled workers (see page 21) also acts as a constraint for the sector.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Regulation & Policy",
      "scale": "small",
      "title": "Regulatory burden scan for forms, guidance, and reporting",
      "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.",
      "quote": "This brings\nPatterns\n26,800 residents while Sydney declined by 5,200.[9] with it both challenges in\nmeeting infrastructure and\nFuture changes and investment will likely further increase\nservice delivery demands,\ninternal migration to the region, given the potential for\nand opportunities to grow\nmajor transport investment which may reduce commute\nand diversify the region͛s\ntimes, as well as regulatory and policy changes associated\neconomy.\nwith the adoption of the Greater Cities Commission (GCC)\nSix Cities region incorporating the Central Coast City,\nalongside the Lower Hunter and Greater Newcastle City.[10]\nCentral Coast and Lake Macquarie Regional Economic Development Strategy – 2023 Update 13",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002680",
      "entity_name": "RDA NSW Central Coast",
      "folder_name": "RDA-NSW-Central-Coast",
      "category": "Regulation & Policy",
      "scale": "large",
      "title": "Adaptive regulation program with live feedback loops",
      "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.",
      "quote": "This brings\nPatterns\n26,800 residents while Sydney declined by 5,200.[9] with it both challenges in\nmeeting infrastructure and\nFuture changes and investment will likely further increase\nservice delivery demands,\ninternal migration to the region, given the potential for\nand opportunities to grow\nmajor transport investment which may reduce commute\nand diversify the region͛s\ntimes, as well as regulatory and policy changes associated\neconomy.\nwith the adoption of the Greater Cities Commission (GCC)\nSix Cities region incorporating the Central Coast City,\nalongside the Lower Hunter and Greater Newcastle City.[10]\nCentral Coast and Lake Macquarie Regional Economic Development Strategy – 2023 Update 13",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf (https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    }
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      "url": "https://www.nsw.gov.au/sites/default/files/2023-02/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf?contentOnly=true",
      "file": "strategies/Central-Coast-and-Lake-Macquarie-REDS-2023-Update.pdf",
      "bytes": 5914235,
      "link_text": "NSW Government's Central Coast & Lake Macquarie Regional Economic Development Strategy 2023 Update"
    },
    {
      "category": "strategies",
      "year": null,
      "url": "https://www.centralcoast.nsw.gov.au/sites/default/files/reports/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf",
      "file": "strategies/finalccc-economicdevelopmentstrategycondensed-copy_0.pdf",
      "bytes": 1604701,
      "link_text": "Central Coast Council's Long Term Economic Development Strategy"
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      "bytes": 12116093,
      "link_text": "NSW Government's Central Coast Regional Plan 2041"
    },
    {
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      "file": "other-pdfs/central_coast_regional_transport_plan_2041.pdf",
      "bytes": 139562,
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    },
    {
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      "year": "2024",
      "url": "https://www.rdacc.org.au/_files/ugd/9cc694_9d013788c80c44ec9c16d6e2847fa83b.pdf",
      "file": "other-pdfs/9cc694_9d013788c80c44ec9c16d6e2847fa83b.pdf",
      "bytes": 5154557,
      "link_text": "Pacific Link Housing's The State of Affordable Housing on the central Coast 2024"
    },
    {
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      "year": null,
      "url": "https://www.rdacc.org.au/_files/ugd/9cc694_a6cce68828154abf9b901037821b08ed.pdf",
      "file": "other-pdfs/9cc694_a6cce68828154abf9b901037821b08ed.pdf",
      "bytes": 6017745,
      "link_text": "Business NSW's Central Coast Residential Development Guide"
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