CENTRAL COAST AND LAKE MACQUARIE€¦ · 6. Regional Economic Growth Enablers Report (2017), Centre for Economic and Regional Development Lifestyle and amenity benefits The Region’s

VISION

To grow the population and economy of an attractive region that

is an important dormitory area with high liveability by attracting

in – movers – including commuters – and to grow the visitor

economy, while also building on the Region’s strengths and

specialisations in the services sectors – especially health and

age care – and in manufacturing and mining.

CENTRAL COAST AND LAKE MACQUARIE

Regional Economic Development Strategy | 2018 – 2022

Developed with the support of the NSW Government as part of the Regional Economic Development Strategies program to assist local councils and their communities in Regional NSW.

The NSW Government has assisted local councils and their communities to develop 37 Regional Economic Development Strategies across regional NSW. Each strategy is designed around one or more local government areas that form a functional economic region as defined by economic data and community input. While the strategies have been developed using consistent methodology, each is a product of detailed data analysis and local community consultation to ensure ownership through a ‘bottom – up’ process: it sets out a vision for the Region, the strategies, and early stage actions required to achieve the vision.

Regional Economic Development Strategies articulate a framework for identifying actions crucial to achieving the regional vision. Projects listed within this strategy should therefore be viewed as example projects that have emerged from the initial application of the framework. Adoption of these projects would be subject to further evaluative processes.

The power of the Strategy is its ability to be used on an on – going basis to identify additional high value projects over time. By complimenting existing funding processes, these strategies present new opportunities to strengthen and increase investment in regional development across NSW.

Importantly, the Strategy should be viewed as the first stage of a process that will assist those with an interest in the economic development of the region, particularly councils, communities and local businesses, in planning

their future economic activities. It provides a vehicle for engaging the community in a ‘conversation’ about regional needs and priorities, assists in bringing together key stakeholders and mobilising resources, and in so doing, can facilitate faster access to dedicated NSW Government funding, such as the Growing Local Economies Fund, as well helping to capitalise upon other economic opportunities.

This Strategy, prepared by AgEconPlus, was developed in collaboration with the Central Coast and Lake Macquarie City Councils, key stakeholders and the broader regional community, and benefited from economic – analytical assistance from the NSW Government’s Centre for Economic and Regional Development (CERD).

It is presented in two documents, the Central Coast and Lake Macquarie Regional Economic Development Strategy 2018–2022 which allows the reader to quickly and easily determine key content, while the accompanying Central Coast and Lake Macquarie Regional Economic Development Strategy – Supporting Analysis 2018–2022 details the Strategy methodology, evidence and the strategy development process.

For further information about the Regional Economic Development Strategies program please contact the CERD on 02 6391 3025 or [email protected].

PREFACE

Copyright © AgEconPlus Pty Ltd 2018

1CENTRAL COAST AND LAKE MACQUARIE | Regional Economic Development Strategy | 2018 – 2022

The Central Coast and Lake Macquarie Regional Economic Development Strategy 2018–2022 (the Strategy) sets out a long term economic vision and strategy for the local government areas (LGAs) of the Central Coast and Lake Macquarie (the Region). It builds on the endowments, core competencies and specialisations of the Region to guide investment over the next four years.1 Economic principles suggest that endowments and specialisations play a key role in regional economy development.2

INTRODUCTION

Figure 1: Map of the Central Coast – Lake Macquarie Boundary and its constituent LGAs

Source: CERD 1 Regional Economic Development Strategies, Centre for Economic and Regional Development (https://www.dpc.nsw.gov.au/programs_and_services/centre_for_economic_and_regional_development/projects)

2 Regional Economic Growth Enablers Report (2017), Centre for Economic and Regional Development


The Strategy aims to leverage the Region’s endowments: its location and accessibility, lifestyle and amenity benefits, mineral and extractive resources, natural resources, healthcare and education infrastructure, labour resources and local institutions and leadership. These endowments are the basis of the Region’s current specialisations in Healthcare (particularly Aged Care Residential Services), Tourism, Manufacturing (particularly Food Product Manufacturing) and Mining (particularly Coal Mining).

The Strategy builds on the role of the Region as part of the commuter belt of Sydney and Newcastle, leveraging its endowments and existing economic strengths and specialisations. It aims to:

h facilitate commercial, manufacturing and mining development

h grow new industries and employment opportunities through improved transport links

h realise economic opportunity in the health and aged – care sectors

h to be a highly liveable region that is attractive to both commuters and visitors

The Strategy also takes account of regional risks and how they might be addressed.3

This Strategy is the culmination of detailed data analysis and collaboration between the Central Coast Council, Lake Macquarie City Council, the regional community and the NSW Government’s Centre for Economic and Regional Development (CERD).

INTRODUCTION

3 These strategies are in no particular order of priority. Economic development priorities will vary over time according to industry demand, market conditions and access to infrastructure and other funding.


Figure 2: Employment in the Region, 2001–2016

Source: ABS 2001, 2006, 2011, 2016 Census data.

In 2016, Central Coast and Lake Macquarie was home to 525,097 people.4 Over the past ten years, although at a rate less than that of NSW, the population has grown consistently (4.2% growth in the Region compared to 5.6% in NSW in 2006-2011 and 4.6% compared to 8.1% in 2011-2016). According to the NSW Department of Planning and Environment forecast, this trend will continue until at least 2036. Compared with Regional NSW, the Region has a higher proportion of couple families with children, and one parent families, and a lower proportion of couples without children and lone person households. There is a higher proportion of people in the 30 to 49 age group and a lower proportion of people in the 50 to 69 years age group.

The region is part of the commuter belt for both Sydney to the south and Newcastle to the north. While most people who work in the region typically live in the Region – 88% of the jobs in Central Coast and Lake Macquarie are held by residents. There also exists a large portion (30%) of the employed labour force who reside in the Region and commute to a work location outside Central Coast and Lake Macquarie.5

Historically, the largest employing industries in the Central Coast and Lake Macquarie have been Retail Trade, Health Care & Social Assistance and Manufacturing; Health Care & Social Assistance and Manufacturing are also the industries with the highest and second highest Gross Value Added (Retail Trade is overtaken by Financial & Insurance Services in this category). As shown in Figure 2, these are still significant employing sectors; however, employment in Health Care & Social Assistance has overtaken Retail Trade, and employment in Manufacturing has declined significantly. Manufacturing is now the sixth largest employing sector, overtaken by Accommodation & Food Services, Education & Training and Construction. This decline in Manufacturing is not unexpected given global trends in Manufacturing and the downturn in coal mining in the adjoining regions – a source of demand for Fabricated Metal Product Manufacturing and Machinery and Equipment Manufacturing.

Using this data in conjunction with other sources such as community consultation, the specialisations of the Region can be established.

BACKGROUND

4 ABS, Population of Census and Housing, 2016

5 The main location of work for those commuting outside the region is to Newcastle LGA (13.7%) and Sydney region (12.4%).

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Health Care and Social Assistance Retail TradeAccommodation and Food Services Education and TrainingConstruction ManufacturingPublic Administration and Safety


Endowments are strengths that a regional economy possesses and can capitalise on. Economic principles suggest that endowments play a key role in the economic development of each region. The CERD in its Regional Economic Enablers Report (2016) found that:

the future of individual regional economies is inexorably linked to their natural endowments, and attempts to retain or establish industries without an underpinning endowment are unlikely to succeed.6

A region seeking to encourage economic development should concentrate on the factors that enable the growth of endowment – based industries, as well as building local leadership capacity, to capitalise on the opportunities that the region’s endowments present. Endowments can lead to opportunities from which commercial and industrial interests may leverage and develop specialisations.

Endowments of the region identified through analysis and community consultation

Location and accessibility

Central coast and Lake Macquarie is located on the NSW coast between the major urban centres of Sydney and Newcastle, with access north and south via the Main North railway line and the Main north south highway linking Sydney, Newcastle and Brisbane (M1). This enables accessibility of residents and businesses to the social and business infrastructure associated with major cities, while enjoying lower housing and land prices. The Region’s location and accessibility also enables tourism.

Mineral and extractive resources

The Region has unique geology containing coal seams at considerable depth and surface gravel, sand, sandstone and other construction material resources. These resources are associated with existing mining and extractive industry operations.

Healthcare infrastructure

Central Coast and Lake Macquarie contains a range of healthcare infrastructure including a number of public and private hospitals. It also has ready access to major hospitals in Newcastle and Sydney. As well as enhancing the liveability of the Region, the hospitals are an important regional resource for the aged care sector.

Labour resources

Compared to other areas of regional NSW, the Region’s labour supply is well-educated with a higher proportion working in skilled occupations. However, when compared with NSW as a whole there is a lower proportion of the workforce holding formal qualifications (due to the presence of Greater Sydney).

ENDOWMENTS

6. Regional Economic Growth Enablers Report (2017), Centre for Economic and Regional Development

Lifestyle and amenity benefits

The Region’s affordable house prices, rural and coastal lifestyle choices, small community feel, natural beauty, and diverse economy also make the region liveable and an attractive place to raise a family, retire or semi – retire.

Natural resources

Central Coast and Lake Macquarie is endowed with a range of natural resources and features including major rivers and estuaries, over 75kms of beach and headlands, coastal lagoons and lakes, national parks and nature reserves. These are potentially important resources for regional tourism.

Education infrastructure

The Region is home to a range of education facilities for all ages. Notably, the region contains a campus of the University of Newcastle which offers programs across a range of schools and faculties. In addition, TAFE provides a comprehensive range of colleges and courses. These endowments provide opportunities to address skills shortages in the Region and retain and attract youth.

Local institutions and strong leadership

The Region is well supported by an array of education, health, tourism and business institutions. In addition, Central Coast and Lake Macquarie City Councils have strong relationships between them and with businesses and economic development institutions. Institutions serving the Region are effective and appropriate for the scope and reach of the Central Coast and Lake Macquarie community. There is ample regional capacity and capability available to deliver the Strategy.


SPECIALISATIONS

7 A region’s competitive advantage for an industry includes its ability to produce goods and services at a lower cost or differentiate its products from other regions, along with access to external factors which enhance business and operations/minimize risk (Stimson, Stough and Roberts, 2006).

8 A LQ of 1.25 is identified in the literature as denoting a specialisation.

Important indicators of a region’s industry sector strengths and specialisations include the concentration of jobs, value – added and export focus of industry sectors.

An understanding of the concentration of jobs in a region and its competitive advantages7 can be gained from Location Quotients (LQs). LQs measure the employment concentration in industry sectors within a regional economy, compared with the same sectors across NSW. The higher the LQ, the more specialised a region is in that industry relative to the rest of NSW. For the purpose of this analysis, specialisations as defined by LQs, are in turn used as a proxy measure for those sectors and industries that represent a region’s true competitive advantages.

Importantly, while LQs are used in this document for that purpose, they are only a partial measure of those competitive advantages. Hence, they have been considered alongside additional qualitative evaluations and data analysis, such as Input – Output analysis, to arrive at the findings for the Strategy.

Health Care and Social Assistance is a key industry in the Central Coast and Lake Macquarie, making up 18% of employment at the time of the ABS 2016 Census. The Region has a high degree of specialisation in this industry with an LQ of 1.44, and from 2011 to 2016 employment in this sector grew at a greater rate than experienced across NSW.

Food Product Manufacturing, while not as large a sector, also showed specialisation. However, employment in Food Product Manufacturing industries remained static in Hunter, as opposed to a growth trend in this sector across NSW.

There is significant variation within the Region, with the Central Coast industry growing relative to this sector across NSW. Food and Beverage Services and Retail Trade (which to some extent reflect tourism) are also large specialisation sectors in the Region, with the Food and Beverage Services sector growing in employment relative to this sector across NSW, and the Retail Trade sector contracting in employment relative to this sector across NSW. Coal Mining is a capital intensive sector that the Region has a specialisation in, but employment contracted faster than that of this sector across NSW. The recent approval of the Wallarah 2 Coal Project will further add to the specialisation of the Region in coal mining.

Sectors with a specialisation are coloured blue and red.

Figure 3 charts selected industries in the Regional economy in 2016:

h Industries with a larger ‘bubble’ employed more people.

h Industries further above the horizontal line are more specialised when compared to NSW (i.e. an LQ greater than 1.258), industries below the line are less specialised when compared to NSW.

h Industries to the right of the vertical line grew faster between 2011 and 2016 (in terms of employment) than comparable industries across NSW; the industries on the left grew more slowly.


SPECIALISATIONS CONTINUED

Figure 3: Location Quotients and Employment Growth for Industries in the Region

Source: ABS 2016 Census and Sensing Value analysis.

Sectors with a specialisation are coloured blue and red.

Based on Input – Output industry classifications, the main contributors to value – added are Retail Trade ($1,410 million (M)), Health Care Services ($1,066 M) and Residential Care and Social Assistance Services ($931M). A separate analysis of the tourism sector estimated value – added of $441M and 4,648 full – time jobs, making it a significant sector in the regional economy.

The Central Coast and Lake Macquarie Region is a net importer, with exports out of the Region of $5,307 million and imports into the Region of $9,885 million. Using the Input Output industry classifications, the largest exporting industries by output value are:

h Coal Mining ($1,519M);

h Wholesale Trade ($314M);

h Grain Mill and Cereal Product Manufacturing ($276M); and

h Basic Non Ferrous Metals Manufacturing ($194M).

Being a desirable area for people to retire, Central Coast and Lake Macquarie attracts people to the area and hence in a sense is also exporting retirement services, although this is not reflected in Input – Output analysis. In addition, Central Coast and Lake Macquarie is increasingly a commuter area for Newcastle and Sydney and hence the Region is essentially exporting labour.

Specialisation sectors, or potentially emerging specialisations (coloured green), that have a reliance on local endowments and/or are traded outside the Region (i.e. exported), or are servicing more than just the local population, are the focus of the Strategy – health and aged care, manufacturing, mining and tourism. Actions that increase the Region’s attractiveness, liveability and access to Sydney and Newcastle will also help the Regional economy.

Blue sectors with growing employment over the period relative to the NSW industry average

Green sectors are potentially emerging sectors

Red sectors are important sectors with declining employment over the period relative to the NSW industry average

Grey sectors are supporting sectors which are unlikely to be areas of regional specialisation

% Employment growth in the Region relative to NSW

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Retail TradeCoal Mining


The four Strategy elements for the Central Coast and Lake Macquarie link directly to the opportunities presented by the Region’s endowments, specialisations and core competencies and also aim to address some key regional risks.

The Strategy elements were derived from an analysis of the endowments that underpin the Region’s strengths, followed by examination of current industry specialisations and emerging specialisations, identified in consultation with the community and councils.

Each element is accompanied by a set of early actions, which should be interpreted simply as example actions derived from the preliminary application of the Strategy’s framework. It is therefore expected that there will be other actions capable of contributing to the attainment of the Region’s vision that are yet to be identified. Consequently, an action’s alignment with the Strategy is the primary strategic consideration, rather than it being listed in this document, and all proposed actions will be subject to further qualitative and quantitative evaluative processes.

The Four Elements of the Strategies

1 Facilitate commercial, manufacturing and mining development

2 Grow new industries and employment opportunities through improved transport links

3 Realise economic opportunity in the health and aged – care sectors

4 To be a highly liveable region that is attractive to both commuters and visitors

STRATEGY


STRATEGY CONTINUED

1 | Facilitate commercial, manufacturing and mining developmentCentral Coast and Lake Macquarie has a core competency in manufacturing and mining. This Strategy proposes to build on that competency and supply world class commercial and industrial precincts. Both parts of the Region are well supplied with industrial land but utilities require upgrade to meet the requirements of industry. The Region is well suited to further development of the building and construction industries – driven in part by population growth that is projected to continue into the future – and potentially, the relocation of aircraft servicing industries. Manufacturing strengths which provide a foundation for future growth include Food Product Manufacturing, Wood Product Manufacturing and Fabricated Metal Product Manufacturing. There is growth potential in the coal mining sector.

Infrastructure Priorities

h Road infrastructure: such as improved arterial and secondary roads to provide more efficient connections from employment lands to the Pacific Highway M1 and a transit bus/rail interchange to allow for the efficient commute of workers.

h Communications infrastructure: including superior broadband for co–working spaces and innovation hubs.

h Utilities: add broadband, electricity, water and sewerage connections to industrial precincts and employment zones including, but not limited to, the Warnervale Employment Zone) and the Gilberts Road Industrial Precinct.

Early Stage Priority Actions

h Review NSW biodiversity offset scheme for its impact on industry in regional areas

h Continue to support the Central Coast Food Innovation Centre including relocation opportunities associated with food

h Establish a Lake Macquarie Mine Subsidence Grout Fund

h Upgrade the Wyong, Tuggerah and Somersby Employment Zones

h Invest in establishment infrastructure for Gilberts Rd Industrial Precinct

h Activate the Kariong Highway and Kangoo Road Commercial Precincts

h Upgrade the Gosford CBD water and sewer infrastructure to facilitate city development.

h Construct the rail/bus interchange at Glendale

h Develop and execute a strategy to attract aircraft industries to the Warnervale Aerodrome

h Ensure the Lake Macquarie airport has the capacity to expand services

h Investigate the feasibility of using old electricity infrastructure for renewable energy businesses

h Assess the feasibility of utilising biosolid and food product manufacturing waste to generate energy

h Support intensive agricultural opportunities and niche commercial, tourist and recreational activities west of the M1


STRATEGY CONTINUED

2 | Grow new industries and employment opportunities through improved transport links The Region is strategically located between Sydney and Newcastle and regional population centres are within short arterial road drives of the Pacific Highway M1. The Central Coast and Lake Macquarie’s geographic position provides it with core advantages for the location of industry and the housing of workers who are employed in Sydney and Newcastle. This Strategy is consistent with the Region continuing to be a desirable residential area (Strategy 4). At the heart of this Strategy is the need to move people and freight efficiently within the Region and to Sydney and Newcastle.


h Rail infrastructure: such as improved rail links between the Region and Sydney and interchange hubs that deliver integrated, intermodal train, bus, car and cycle systems. Development of a freight rail bypass in western Lake Macquarie / Newcastle to help ameliorate current constraints.

h Road infrastructure: such as improved arterial roads, secondary roads and bridges to provide more efficient connections from employment lands to the Pacific Highway and better internal traffic movement across the region. Bypasses for congested town centres such as Morisset.

h Marine infrastructure: including the dredging of regional waterways and the provision of improved wharf and ferry services in the Brisbane Water area.


h Collaborate with the NSW Government to deliver improved rail links and commuter services (including Wi-Fi) between the Central Coast and Sydney

h Collaborate with the NSW Government to deliver a freight rail bypass in western Lake Macquarie/Newcastle

h Engage in long term planning for a high speed East Coast rail link

h Develop and deliver transport solutions that better integrate train, bus, (electric) car and cycle systems

h Upgrade key arterials and other roads in the Lake Macquarie LGA

h Upgrade key intersections in the Lake Macquarie LGA

h Upgrade Fassifern rail underpass

h Upgrade key sections of the Central Coast Highway

h Support improved traffic flow in the Gosford CBD through bridge construction

h Support construction of the Morisset Town Centre Bypass

h Upgrade road links to facilitate growth of the Cardiff Industrial Estate

h Upgrade waterways, wharfs and ferry services in the Brisbane Water


STRATEGY CONTINUED

3 | Realise economic opportunity in the health and aged – care sectors The Region is endowed with numerous healthcare infrastructure. Central Coast Local Health District provides public health services to the community. Gosford Hospital is the principal referral hospital and regional trauma centre for the Central Coast. Wyong Public Hospital is a major metropolitan hospital while Woy Woy Hospital and Long Jetty Healthcare Centre provide sub–acute care. The Gosford Private Hospital and the Brisbane Waters Private Hospital are also located in this part of the Region. Funding has been allocated for the Central Coast Medical School and Research Institute at Gosford hospital.

Lake Macquarie is serviced by the John Hunter Hospital Newcastle and Belmont Hospital. There is a psychiatric hospital at Morisset and private hospitals at Charlestown, Gateshead, Toronto and Warners Bay. The health and social assistance sector shares linkages with both TAFE and the university sector. This Strategy sets out to maximise economic activity and service provision stemming from the Region’s core competency in health and residential care.


h Road infrastructure: such as upgrade of Etna Street and Donnison Street Bridges in Gosford to support planned hospital development.

h Retirement village infrastructure: in order to continue to attract older people to the Region from other areas.


h Zone land for health care facilities, establish precincts and plan for the expansion of this sector

h Support expansion of the University of Newcastle Gosford Health Campus by providing planning advice.

h Investigate opportunities to localise the health and social assistance supply chain

h Publicise the region’s strength in aged – care services to appropriate providers and developers

h Ease traffic congestion in the Gosford CBD to support proposed hospital development


STRATEGY CONTINUED

4 | To be a highly liveable region that is attractive to both commuters and visitorsA buoyant and sustainable Region is one that attracts visitors and retains existing and attracts new residents – the Region is part of the commuter belt of both Sydney and Newcastle and its population is predicted to continue to grow. In order to achieve this, the community must make the most of its assets and invest in infrastructure that attracts visitors and new residents which will drive up demand for services and enrich the lives of residents. A core endowment of the Region is its beaches, lakes, hinterland and protected natural areas. Central Coast and Lake Macquarie has strength in providing lifestyle for those employed in both Newcastle and Sydney. The Region must build on this strength.


h Civic infrastructure: Morisset town square and community facilities.

h Education infrastructure: suitable buildings to accommodate an expanded University of Newcastle campus in Gosford.

h Sport and recreation infrastructure: such as new swim centre, new sport and trampolining centre, infrastructure to support a sailing academy and surfing championships, mountain bike facilities, cycle pathways and coastal walkways.

h Culture and entertainment infrastructure: such as the regional performing arts conference centre which is part of the Gosford waterfront redevelopment, the cultural conference centre at Lake Macquarie, stage 3 of the Lake Macquarie City Art Gallery, the Lake Macquarie City Arts Hub and the Aboriginal Cultural Appreciation Centre.

h Water supply and sewerage infrastructure: to improve the consistency of water supply (e.g. Mangrove Creek Dam spillway) and address gaps in the coverage of water supply and sewerage services between Central Coast Council and Hunter Water Corporation.

Actions

h Encourage business/government relocations to the Region.

h Improve local access to university campuses on the Central Coast

h Investigate DCP/DA impacts on tourism

h Further develop tourism events calendar

h Facilitate development of Central Coast Performing Arts and Conference Centre

h Conduct a feasibility study of the Lake Macquarie Conference Centre

h Investigate the feasibility of an Aboriginal Cultural Appreciation Centre

h Support the Morisset Regional Centre Revitalisation Project

h Construct a new Charlestown Swim Centre and extend the Hunter Sports Centre Establish an Australian Sailing Academy

h Upgrade Mountain Bike facilities in Heaton State Forest to attract visitors and for local use

h Develop/upgrade coastal tourist attractions in the region

h Support the development of the region as a food destination

h Address gaps in water supply and sewerage services while investigating options to secure future water supplies

h Support implementation of the Central Coast Bike, Pedestrian Access and Mobility Plans


Strategies and Early Stage ActionsE

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manufacturing and mining development

Grow new industries and employment opportunities through improved transport links

Realise economic opportunity in the health and aged – care sectors

To be a highly liveable region that is attractive to both commuters and visitors

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of Newcastle Gosford Health Campus by providing planning advice.

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h Review NSW biodiversity offset scheme for impact on industry in regional areas.

h Continue to support the Central Coast Food Innovation Centre including relocation opportunities associated with food.

h Establish a Lake Macquarie Mine Subsidence Grout Fund.

h Develop and execute a strategy to attract aircraft industries to the Warnervale Aerodrome.

h Ensure the Lake Macquarie airport has the capacity to expand services.

h Investigate the feasibility of using old electricity infrastructure for renewable energy businesses.

h Support intensive agricultural opportunities and niche commercial, tourist and recreational activities west of the M1.

h Review NSW biodiversity offset scheme for impact on industry in regional areas.

h Continue to support the Central Coast Food Innovation Centre including relocation opportunities associated with food.

h Establish a Lake Macquarie Mine Subsidence Grout Fund.

h Develop and execute a strategy to attract aircraft industries to the Warnervale Aerodrome.

h Engage in long term planning for a high speed East Coast rail link.

h Zone land for health care facilities, establish precincts and plan for the expansion of this sector.

h Investigate opportunities to localise the health and social assistance supply chain.

h Publicise the Region’s strength in aged – care services to appropriate providers and developers.

h Encourage business / government relocations to the region.

h Establish an Australian Sailing Academy.

h Improve local access to university campuses on the Central Coast.

h Investigate DCP/DA impacts on tourism.

h Further develop tourism events calendar.

h Support the development of the Region as a food destination.

h Support implementation of the Central Coast Bike, Pedestrian Access and Mobility Plans.


Strategies and Early Stage ActionsE

nab

lers Facilitate commercial,

manufacturing and mining development

Grow new industries and employment opportunities through improved transport links

Realise economic opportunity in the health and aged – care sectors

To be a highly liveable region that is attractive to both commuters and visitors

Infr

astr

uctu

re

h Upgrade the Wyong, Somersby and Tuggerah Employment Zones.

h Invest in establishment infrastructure for Gilberts Road Industrial Precinct

h Activate the Kariong Highway and Kangoo Road Commercial Precincts.

h Construct the rail/bus interchange at Glendale.

h Upgrade key arterials and other roads in the Lake Macquarie LGA.

h Upgrade key intersections in the Lake Macquarie LGA.

h Upgrade Fassifern rail underpass.

h Upgrade key sections of the Central Coast Highway.

h Support improved traffic flow in the Gosford CBD through bridge construction.

h Support construction of the Morisset Town Centre Bypass.

h Upgrade road links to facilitate growth of the Cardiff Industrial Estate.

h Upgrade waterways, wharfs and ferry services in the Brisbane Water.

h Ease traffic congestion in the Gosford CBD to support proposed hospital development.

h Upgrade town centre, industrial area amenity in the region.

h Facilitate development of Central Coast Performing Arts and Conference Centre.

h Conduct a feasibility study of the Lake Macquarie Conference Centre.

h Investigate the feasibility of an Aboriginal Cultural Appreciation Centre.

h Support the Morisset Regional Centre Revitalisation Project.

h Construct a new Charlestown Swim Centre and extend the Hunter Sports Centre.

h Invest in facilities for the Blacksmiths Beach Surfing Championships.

h Expand mountain bike facilities in Heaton State Forest to attract visitors and for local use.

h Develop/upgrade coastal tourist attractions in the region.

Uti

litie

s

h Upgrade the Gosford CBS water and sewer infrastructure to facilitate city development.

h Assess the feasibility of using biosolid and food product manufacturing waste to generate energy

h Address gaps in water supply and sewerage services while investigating options to secure future water supplies.


IMPLEMENTATION

© Photography courtesy of:

Central Coast Council and

Lake Macquarie Council

Disclaimer

The Crown in right of the State of New South Wales acting

through the Department of Premier and Cabinet (Department)

does not guarantee or warrant, and accepts no legal liability

whatsoever arising from or connected to, the accuracy,

reliability, currency or completeness of any material contained

in this publication.

Information in this publication is provided as general information

only and is not intended as a substitute for advice from a

qualified professional. The Department recommends that

users exercise care and use their own skill and judgment in

using information from this publication and that users carefully

evaluate the accuracy, currency, completeness and relevance

of such information. Users should take steps to independently

verify the information in this publication and, where appropriate,

seek professional advice.

Nothing in this publication should be taken to indicate the

Department’s or the NSW Government’s commitment to a

particular course of action.

Copyright

This publication is protected by copyright. With the exception

of (a) any coat of arms, logo, trade mark or other branding; (b)

any third party intellectual property; and (c) personal information

such as photographs of people, this publication is licensed

under the Creative Commons Attribution 4.0 International

Licence (https://creativecommons.org/licenses/by/4.0/

legalcode).

The Department of Premier and Cabinet requires attribution

as: © State of New South Wales (Department of Premier and

Cabinet), (2018).

First published: June 2018

This document sets out a vision for Central Coast and Lake Macquarie as well as the strategies and actions that can enable the Region to achieve this vision. This Strategy was formed in collaboration with the Central Coast Council, Lake Macquarie City Council, the regional community, CERD and AgEconPlus. Further detail about the Strategy, actions, economy and endowments of the Region can be found in the Central Coast and Lake Macquarie REDS Supporting Analysis 2018–2022.

The completion of this document is intended to be the first stage of an ongoing process where new specific actions to further progress towards the vision are identified through application of the framework. It is therefore recommended that an Advisory Committee made up of representatives from each council and other groups such as business chambers and the Lake Macquarie Economic

Development Company, be established to progress the actions listed in this Strategy, apply the Strategy’s framework to identify new actions to be added to the Action Plan, develop key performance indicators and evaluate outcomes.

After two years, the Advisory Committee will initiate the conduct of a formal review of the Action Plan and associated governance processes, producing a brief report card to be published as an addendum to the Strategy. This will also provide an opportunity to update the Action Plan for new or modified actions in view of key economic, social, environmental and policy changes.

After four years, the Advisory Committee will also begin the process of updating or refreshing the Strategy.


Developed with the support of the NSW Government as part of the Regional Economic Development Strategies program to assist local councils and their communities in Regional NSW.

Documents

CENTRAL COAST AND LAKE MACQUARIE€¦ · 6. Regional Economic Growth Enablers Report (2017), Centre for Economic and Regional Development Lifestyle and amenity benefits The Region’s