Figure 4. Location Quotients and Employment Growth for MidCoast Industries

For example, aquaculture is a specialised industry where the MidCoast has a significant regional advantage however, it employs a relatively small number of people and this number was in slight decline compared to the rest of NSW at the time of analysis (2018).

Figure 4. Location Quotients and Employment Growth for MidCoast Industries

The Strategy then identifies key opportunities within the MidCoast indicating how these opportunities can be realised by focussing on Strengthening the Region as a location of choice, Creating a supportive environment for businesses to invest and grow, and Marketing the MidCoast Region.

The key initiatives to strengthen the region as a location of choice identified in the Strategy include:

• improve core infrastructure, roads, bridges, telecommunications and water; • enhance and expand business infrastructure that will be drivers for growth; • invest in key tourism assets to increase visitation, particularly in the off-season; • encourage other lifestyle and tourist developments that will increase the Region’s attractiveness to sea/tree change professionals and other skilled workers.20

The Strategy also identifies that local businesses face barriers including land use uncertainty and recommends local action to enable development and growth, including the following initiatives:

• identify and reduce/remove barriers that hinder business growth, including ensuring policies, procedures and charges are appropriate to support economic development consistent with the vision; • resolving potential land-use conflicts through completion of a land-use strategy; • support development of the Region’s workforce;

20 https://www.midcoast.nsw.gov.au/Part-of-your-every-day/Council-Projects/Regional-Economic-Development-Strategy

• encourage partnerships to enable businesses to leverage each other and other groups; • actively support new and existing businesses with advice and other services; and • provide targeted support to key sectors including investments that will stimulate growth.21

Finally, the Strategy recognises the importance of marketing to support industries and investment, and the need for a coordinated marketing strategy that would:

• attract business owners and skilled workers to relocate to the region; • ensure potential visitors are aware of the region’s attractions; • encourage residents to ‘play in their own backyard’ and recommend the area to friends and relatives; and • support the community and encourage them to deliver on the vision.

22

Of note, within the capacity of ‘Marketing the MidCoast’ there has been a strong focus on tourism and destination management planning since the release of both the Regional Economic Development Strategy and Tourism Destination Management Plan in 2018. This follows the national and State support for the tourism industry throughout Australia and will be discussed in more detail.

21 https://www.midcoast.nsw.gov.au/Part-of-your-every-day/Council-Projects/Regional-Economic-Development-Strategy 22 https://www.midcoast.nsw.gov.au/Part-of-your-every-day/Council-Projects/Regional-Economic-Development-Strategy

8 Local Policy Considerations

At the local-level additional policy considerations are set out in a range of documents prepared and endorsed by Council for to identify, protect and enhance the environment, lifestyle and economy of the MidCoast for the benefit and enjoyment of our community.

The following documents are relevant to long-term land use planning in the MidCoast and have been reviewed by the consultant team. It is noted that some strategies and documents prepared prior to merger in May 2016 remain relevant, are listed for context and discussed in more detail in the Rural Strategy Background Reports:

• Bucketts Way Route Access Strategy Update Program (2015) • Disability Inclusion Action Plan • Drinking Water Quality Management System (MidCoast Council, 2018) • Gloucester Shire Council Mining & Extractive Industry Policy • Great Lakes Highway Service Centre Policy (2004) • Great Lakes Water Quality Improvement Plan (Great Lakes Council, 2009) • Karuah River Catchment Management Plan (Great Lakes Council, 2015) • Manning River Estuary Management Plan (Greater Taree City Council, 2009) • MidCoast 2030: Shared Vision, Shared Responsibility • MidCoast Climate Change Policy and Strategy • MidCoast Destination Management Plan • MidCoast Draft On-site Sewerage Management (OSSM) Development

Assessment Framework (DAF) • MidCoast Local Emergency Management Plan • MidCoast Pedestrian Access and Management Plan (PAMP) • Our Water Our Future 2045 - MidCoast Water’s Integrated Water Cycle

Management Strategy (2015) • Our Water Our Future – Integrated Water Cycle Management • Smiths Lake Estuary Coastal Zone Management Plan (BMT, 2011) • Thunderbolts Way Corridor Strategy 2018-2023 • Wallis Lake Estuary and Catchment Management Plan (2014) • Wallis Lake Wetland Strategy (including Karuah catchment) (2010) • Working with our Catchment: Manning River Catchment Management Program (2011)

Collectively, these documents offer the following broad insights for rural land use planning, which have assisted with the preparation of this Strategy:

• As a relatively new Council, MidCoast Council are in the early stages of developing more locally focussed strategies and studies and it is reasonable to expect that this will continue for a significant period. • The previous Greater Taree, Great Lakes and Gloucester Councils had a vast range of competing priorities and natural resources, a priority of each new local strategy is to identify where previously competing priorities can now be brought into alignment to create an opportunity for the MidCoast. • Each of the former Councils had policies to shape rural land use planning, but these are outdated and in need of review. Common themes within these documents related to management of land use conflict, supporting rural communities and land owners, while prioritising water security and environmental protection.