Item No.	Item Title	Page No.
1	Infrastructure delivery progress as at 24 April 2019	9
2	Cooneana Heritage Centre Heads of Agreement	20
3	North Ipswich Reserve Stadium Design Definition Report	35
4	Works Parks and Recreation Quarterly Activity Report January to March 2019	41
5	Quarterly Activity Report	68
6	Heritage and Monuments Advisory Committee Meeting - 11 April 2019	95
7	Court Action Status Report	102
8	Exercise of Delegation Report	109
9	Procurement of consultancy services to prepare components of the new Ipswich Planning Scheme	120
10	New Ipswich Planning Scheme - Adoption of the Statement of the Statement of Proposals (including draft strategic framework) for the purpose of public consultation	124

Growth and Infrastructure Committee NO. 5

14 May 2019

AGENDA

1. Infrastructure delivery progress as at 24 April 2019

With reference to a report concerning the Infrastructure Services monthly activity report for April 2019.

Recommendation

That the report be received and the contents noted.

2. Cooneana Heritage Centre Heads of Agreement

With reference to a report concerning the establishment of a Heads of Agreement (HOA) between the Ipswich Historical Society (IHS) and Council, as the foundation arrangement that will identify the roles and responsibilities of the parties in the planning and development of the Cooneana Heritage Centre.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That Council (Interim Administrator of Ipswich City Council) enter into a Heads of Agreement with the Ipswich Historical Society, based on the proposed Schedule of Aims and Objectives as detailed in the Cooneana Heritage Centre Heads of Agreement.

B. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the Memorandum of Understanding to be executed by Council and to do any other acts necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009.

3. North Ipswich Reserve Stadium Design Definition Report

With reference to a report concerning the North Ipswich Reserve Stadium Feasibility and Project Definition Report.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That the North Ipswich Reserve Stadium Feasibility and Project Definition Report as detailed in Attachment 1 be endorsed.

B. That Concept Designs for the North Ipswich Reserve Stadium upgrade be developed for Council’s consideration.

C. That the Strategic Business Case for the North Ipswich Reserve Stadium project be prepared and presented for Council’s consideration.

D. That Council provide an in principle commitment of $10,000,000 to the future upgrade of North Ipswich Reserve Stadium subject to equal commitment being made by both the Queensland State Government and the Federal Government.

4. Works Parks and Recreation Quarterly Activity Report January to March 2019

With reference to a report concerning the Works Parks and Recreation quarterly activity report for January to March 2019.

Recommendation

That the report be received and the contents noted.

5. Quarterly Activity Report

With reference to a report by the Executive Business Support Officer dated 7 May 2019 concerning the activities of the Planning and Development Department within the March Quarter 2019.

Recommendation

That the report be received and the contents noted.

6. Heritage and Monuments Advisory Committee Meeting - 11 April 2019

With reference to a report concerning the minutes of the Heritage and Monuments Advisory Committee (meeting number 208) which was held on Thursday, 11 April 2019.

Recommendation

That the report be received and the contents noted.

7. Court Action Status Report

With reference to a report by the Acting Development Planning Manager dated 2 May 2019 concerning the status of outstanding court actions.

Recommendation

That the report be received and the contents noted.

8. Exercise of Delegation Report

With reference to a report by the Acting Development Planning Manager dated 2 May 2019 concerning applications that have been determined by delegated authority for the period 29 March 2019 to 2 May 2019.

Recommendation

That the report be received and the contents noted.

9. Procurement of consultancy services to prepare components of the new Ipswich Planning Scheme

At the meeting on 13 November 2018 the Administrator of Ipswich City Council resolved to prepare a new Ipswich Planning Scheme pursuant to section 18 of the Planning Act 2016. To support the preparation of the new Ipswich Planning Scheme it was proposed that consultant support be procured to prepare the development codes and other related operational provisions of the new Ipswich Planning Scheme to enable in-house resources to focus on the preparation of the strategic framework and the zoning and overlay provisions.

At the meeting on 29 January 2019 the Administrator of Ipswich City Council resolved that the calling of Expressions of Interest (EOI) under section 228(5) of the Local Government Regulation 2012 is in the public interest as it will allow Council to identify potential suppliers for the provision of delivery of the review and drafting of Use Codes, Development Codes and Planning Scheme Policies for the new Ipswich Planning Scheme. It was further resolved to prepare a shortlist of the Expression of Interest applications received and invite a tender from the specific suppliers on the shortlist, in accordance with section 228(6) of the Local Government Regulation 2012.

Recommendation

A. That Council (Interim Administrator of Ipswich City Council) resolve that the resolution of the meeting on 29 January 2019 to call for Expressions of Interest under section 228(5) of the Local Government Regulation 2012, as outlined in the report by the Strategic Planning Manager dated 10 January 2019, be repealed.

B. That Council (Interim Administrator of Ipswich City Council) resolve that it is satisfied that the calling of an open tender in accordance with section 228(4) of the Local Government Regulation 2012 is in the public interest as it will allow Council to select a supplier(s) who have the necessary capability and capacity to deliver the services as outlined in the report by the Strategic Planning Manager dated 3 May 2019.

C. That Council (Interim Administrator of Ipswich City Council) resolve to invite written tenders in accordance with section 228(4) of the Local Government Regulation 2012 to allow Council to select supplier(s) who have the necessary capability and capacity to deliver the services as outlined in the report by the Strategic Planning Manager dated 3 May 2019.

10. New Ipswich Planning Scheme - Adoption of the Statement of the Statement of Proposals (including draft strategic framework) for the purpose of public consultation

With reference to a report by the Strategic Planning Manager recommending the proposed adoption of the New Ipswich Planning Scheme - Statement of Proposals, including the Draft Strategic Framework, for the purposes of public consultation and early state interest identification.

The preparation of, and consultation on the Statement of Proposals including Draft Strategic Framework provides an important opportunity for early engagement by the community and other stakeholders on the strategies and approaches to managing growth and development within the Ipswich Local Government Area into the future. It also provides the process for the early identification of state interests with state agencies. The input provided will be used to guide the preparation of the new Ipswich Planning Scheme including the final strategic framework and the detailed zoning, codes and other operational components.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That Council (Interim Administrator of Ipswich City Council) adopt the draft Statement of Proposals including the Draft Strategic Framework as detailed in Attachment 2 - Statement of Proposals Document and Attachment 3 - Draft Strategic Framework Tables, Figures and Maps of the Strategic Planning Manager’s report dated 3 May 2019, for the purposes of public consultation and early state interest identification.

B. That the Strategic Planning Manager be requested to attend to all relevant matters associated with the consultation of the Statement of Proposals including the Draft Strategic Framework, including:

• giving notice;

• undertaking public consultation; and

• advising the state government for the purpose of early state interest identification.

** Item includes confidential papers

and any other items as considered necessary.

Growth and Infrastructure Committee

Meeting Agenda

14 May

2019

Doc ID No: A5458578

10 April 2019

COMMITTEE: GROWTH AND INFRASTRUCTURE COMMITTEE

AUTHOR: Planning Officer (Open Space)

SUBJECT: Cooneana Heritage Centre Heads of Agreement

Introduction

This is a report concerning the establishment of a Heads of Agreement (HOA) between the Ipswich Historical Society (IHS) and Council, as the foundation arrangement that will identify the roles and responsibilities of the parties in the planning and development of the Cooneana Heritage Centre.

RELATED PARTIES

IHS was founded in October 1966 and society members actively participate in regular meetings and events celebrating and promoting Ipswich’s history.

The IHS is made up of the Executive Management Committee who are individual community members interested in Ipswich heritage as well as subcommittees who are individuals representing the interest of stakeholder groups such as the Spinner and Weavers, Historical Motorcycle Club or Miners. Cooneana Heritage Centre has continued to house and operate as a community meeting space and exhibition facility since 2000 with the support of Council.

Ipswich Historical Society Executive Committee members and positions are as follows:

Hugh Taylor President

Maxine Jones Secretary

Lyn Mc Coombes Treasurer

Ken Sbeghen V. President

This HOA will be the tool to assist compliance with any conflict of interest and in particular with respect to the core local government principle of transparent and effective processes, and decision-making in the public interest.

Advance Ipswich Theme Linkage

Caring for the community

Managing growth and delivering key infrastructure

Purpose of Report/Background

The Ipswich Historical Society (HIS) has occupied the “Cooneana” property located at 1041 Redbank Plains Road, New Chum, since 1 January 2000. Occupation was formalised by lease for a term of ten years and this lease expired on the 31 December 2011 with a ten year “Period of Option”. The ten year option was not progressed by Council as certain conditions of the lease were not exercised, resulting in IHS continuing their tenancy on a month by month basis.

Negotiations between IHS and Council recommenced December 2014, in light of a change of the IHS committee which shared Council’s long held vision to see Cooneana Heritage Centre be more accessible from a tourism perspective.

Following ongoing consultation, Council has recently undertaken a series of site reports for Cooneana Heritage Centre to assess the feasibility and viability of Cooneana Heritage Centre being developed into a ‘living museum’. Council engaged a specialist consultant to review the conservation values of the site and assess the tourism potential for Ipswich as a historical recreational destination.

Council and IHS have agreed to establish a formal strategic plan that will provide some long term support for IHS and the community groups to fulfil the vision of a historical and cultural community centre. A master plan was identified as a key project document required to address the complex historical, cultural and economic constraints and opportunities with a Heads of Agreement (Refer to Attachment 1) being the governing document for this masterplan process and the various projects.

RESOURCE IMPLICATIONS

Internal resources have been allocated for the master planning process and fully funded through existing operational budgets. All preliminary project research has been completed by external consultants regarding heritage assessment and conservation planning with no outstanding work required.

Council will be responsible for the future programming of operation and capital expenditure budgets to deliver effective community infrastructure with the support of the IHS.

RISK MANAGEMENT IMPLICATIONS

Council will mitigate risks through its ongoing working relationship with IHS and continually refer back to the Heads of Agreement document to clarify any discrepancies.

The HOA, if not approved, will weaken existing working relations with IHS and subcommittees as well as delay the master planning process, in turn delaying infrastructure improvements.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Act 2009

COMMUNITY and OTHER CONSULTATION

The formalisation of roles and responsibilities through the Heads of Agreement document for Cooneana Heritage Centre will provide a non-binding document which sets out the key terms of the proposed agreement between the parties. The HOA combined with the master plan will assist in the delivery of priority projects and operations to offer a tourism heritage experience for Ipswich. The document will capture a collective vision supported by a formal strategic plan to develop the site over time. This will translate into an engaged stakeholder group operating in partnership with Council which in turn generates a positive social, cultural and economic community capacity.

Conclusion

In the interests of both parties and the Ipswich community, master / business planning for the development of Cooneana Heritage Centre should be undertaken through a partnership agreement document. The HOA document is an appropriate collaborative community engagement model that will be lead to a formal lease agreement. Following the adoption of the Heads of Agreement and the development of the new master plan, a new lease should be developed for the Cooneana Heritage Centre to secure tenure for the Ipswich Historical Society.

Attachments and Confidential Background Papers

1.	Cooneana Heritage Centre Heads of Agreement ⇩

RECOMMENDATION

That the Interim Administrator of Ipswich City Council resolve:

Emma Baker

Planning Officer (Open Space)

I concur with the recommendations contained in this report.

Mark Bastin

Principal Officer (Open Space, Land & Facilities Operations)

I concur with the recommendations contained in this report.

Kaye Cavanagh

Acting Sport Recreation and Natural Resources Manager

I concur with the recommendations contained in this report.

Bryce Hines

Chief Operating Officer (Works, Parks and Recreation)

“Together, we proudly enhance the quality of life for our community”

Growth and Infrastructure Committee

Meeting Agenda

14 May

2019

Doc ID No: A5481484

ITEM: 3

SUBJECT: North Ipswich Reserve Stadium Design Definition Report

AUTHOR: Principal Officer (Sport and Recreation programs)

DATE: 23 April 2019

Executive Summary

This is a report concerning the North Ipswich Reserve Stadium Feasibility and Project Definition Report.

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

A. That the North Ipswich Reserve Stadium Feasibility and Project Definition Report as detailed in Attachment 1 be endorsed.

B. That Concept Designs for the North Ipswich Reserve Stadium upgrade be developed for Council’s consideration.

C. That the Strategic Business Case for the North Ipswich Reserve Stadium project be prepared and presented for Council’s consideration.

RELATED PARTIES

· Cox Architecture

o Rider Levett Bucknall – Quantity Surveyors

o DWH Lake – Sport and Entertainment Venue Planning

o Extent - Heritage Advisors

o ARUP – Traffic and Pedestrian Engineers

· Shayne Neumann MP – Federal Member for Blair

· Jennifer Howard MP – State Member for Ipswich

· Jim Madden MP – State Member for Ipswich West

· Greater Ipswich Expansion Bid Team

o Pat Boyle

o Pye Augustine

Advance Ipswich Theme Linkage

Managing growth and delivering key infrastructure

Purpose of Report/Background

North Ipswich Reserve is the premier sporting facility within the City of Ipswich. Ipswich City Council [Council] has been investigating the upgrade of North Ipswich Reserve since 2000.

Cox Architecture were engaged to develop the North Ipswich Reserve Stadium Feasibility and Project Definition project. The objectives of the North Ipswich Reserve Stadium Feasibility and Project Definition project were to:

· Assess the feasibility of developing a regional boutique sports and events stadium at North Ipswich Reserve from a location, access, design and construction perspective.

· Prepare a visualisation plan together with a suitable scope to inform the future design and ultimate development of a regional boutique sports and events stadium.

· Prepare a plan that informs Council and potential investing partners of a logical sequence of staged development of the proposed facilities.

· Provide a high level order of cost estimate for the project including for each stage.

The final North Ipswich Reserve Stadium Feasibility and Project Definition report can be seen in Attachment 1. Key points from the North Ipswich Reserve Stadium Feasibility and Project Definition report are summarised below.

Location Assessment - The future development of a regional boutique stadium has been assessed from a location, access, design and construction perspective. The North Ipswich Open Space Master Plan identified potential alternate positioning of a stadium at either the current North Ipswich Reserve site, or the neighbouring Allan Cumming Park. The existing North Ipswich Reserve site is the most suitable. The proposed stadium development will become a catalyst to invigorate the precinct including the Woollen Mill and the edge of the Bremer River. It will add a vibrancy to the CBD on event day, create a flexible platform to operate outside of major events and bring both economic and social benefits to the city.

Stadium Design - The stadium is to be developed into a regional boutique sports and events facility to service the growing demand for elite sport in the area. The stadium will have the ability to host elite rectangular sports events at the venue including but not limited to NRL, ARU, A-League and AFLX games. The stadium will have the flexibility to host major events and utilise spaces on non-event days to maximize revenue.

The long term stadium design will accommodate up to 20,000 spectators in a bowl setting close to the playing field. The facility will include player and officials facilities and amenities, corporate and media facilities, shaded spectator seating, food and beverage and amenities.

The design proposes suggestions for access to and from the facility from a spectator perspective with links to nearby public transport to both rail and bus networks and a proposed 9m wide pedestrian bridge over the Bremer River to the CBD.

The high level order of cost to develop the facility has been estimated in the order of $215m to $220m. Costings are an indicative order of cost estimate from April 2019 for site wide related construction and do not include relevant exclusions and market escalations. The project will require further detailed costings as it progresses.

Stadium Development Staging - The report outlines how the overall concept of the stadium can be completed in stages over a period of time to accommodate the needs of the community. Staging has been provided to better manage available budgets to ensure delivery of the facility can be met while at the same time allow continual activation of the facility while construction is undertaken over each of the identified stages.

Two proposals provide alternative staging possibilities and how the stadium redevelopment will impact existing buildings. The alternative staging maintains the Corporate Centre until the last stage rather than Stage 3 as proposed in the first proposal.

High level order of cost estimates have been provided for each stage of development for each proposal. The project will require further detailed costings as it progresses.

Future Use - The proposed stadium will be used primarily for rectangular sports catering for rugby league, soccer, rugby union, AFLX. At present, North Ipswich Reserve is home to the Ipswich Jets Rugby League Football Club and Rugby League Ipswich. The proposed new facility would also meet the needs of the Western Corridor NRL Bid team if the NRL decides to expand to Ipswich.

A stadium upgrade would meet the needs of the Greater Ipswich Expansion Bid who are looking to enter into the Hyundai A-League and Westfield W-League. The Ipswich Pride Expansion Bid was unsuccessful in their bid in 2018 to enter into the Hyundai A-League. One point of feedback from the Hyundai A-League Expansion Team as to why their bid was unsuccessful was that there had been no commitment of funds to the development of the proposed stadium in Ipswich. The Greater Ipswich Expansion Bid Team has submitted a proposal to Council seeking a commitment of funding from all levels of government towards the development of the proposed stadium to enhance their chances of entry into the Hyundai A-League and Westfield W-League (See Attachment 2).

Next Steps - The North Ipswich Reserve Stadium Feasibility and Project Definition report recommend the following actions be undertaken to further develop this proposed facility:

· Access

o Provision of a 9m wide high level footbridge over the Bremer River directly connecting to the proposed stadium site creating a quicker link to the Ipswich train station and the Ipswich CBD.

o Introduce more pedestrian crossings in Pine Street to improve access to public transport facilities.

o Consideration of improved access between the proposed footbridge and the train station.

o Increase public transport service levels to reduce the reliance on private vehicle access to the site.

o Develop a parking strategy to manage parking on event days.

· Heritage

o Prepare a researched history and assessment of significance of the North Ipswich Reserve site.

o Undertake a Master Plan process with key stakeholders to develop a vision for the adaptive re-use of the (former) Woollen Mill site in association with the Stadium proposal:

i. Include a heritage professional in the Master Planning stage

ii. Develop/update the prioritised conservation and maintenance schedule

iii. Budget for ongoing building maintenance

o Ensure design of the Stadium, especially the seating at the eastern lot boundary, considers bulk, scale and height relative to the landmark heritage structure. The aim should be to minimise visual impacts on the aesthetic values of the adjoining heritage building.

· Business Case – To fully assess the viability of a new stadium in North Ipswich, more detailed assessment is required:

o Feasibility Assessment - A feasibility assessment that considers preliminary demand/content scenarios, attendance assumptions, concept design and cost and financial assessment and identification of funding opportunities.

o Detailed Business Case - An investment proposal of this size and the requirement for government funding will require the completion of a business case that considers a detailed options analysis, detailed economic modelling, cost benefit analysis, risk analysis, implementation and procurement assessment.

§ A Strategic Business Case is presently being developed in accordance with Building Queensland’s Business Case Development Framework.

· Concept Design

o Prepare Concept Designs for the North Ipswich Reserve Stadium upgrade using the North Ipswich Reserve Stadium Feasibility and Project Definition Report as the basis of a functional brief and scope of works.

· Funding

o Use the North Ipswich Reserve Stadium Feasibility and Project Definition Report, the North Ipswich Reserve Stadium upgrade visualisation plans and cost estimates to seek funding commitments from all levels of government towards the future upgrade of the North Ipswich Reserve Stadium.

Financial/RESOURCE IMPLICATIONS

The overall, high level order of costs for the ultimate long term development of the North Ipswich Reserve Stadium upgrade have been estimated in the order of $215m to $220m. High level order of cost estimates have also been provided for each stage of development for the project. All costings are an indicative order of cost estimate from April 2019 for site wide related construction and do not include relevant exclusions and market escalations. The project will require further detailed costings as it progresses.

A Strategic Business Case is presently being developed by Council to assist in appropriately managing all costs associated with further planning, design, construction and management of the Stadium.

The additional planning and investigation works, Concept Designs and detailed designs will require additional resources for development.

RISK MANAGEMENT IMPLICATIONS

The North Ipswich Reserve Stadium Feasibility and Project Definition report outlines the need for a number of additional planning and investigation works, surrounding town planning, access, heritage, design, feasibility and business case development. These works will need to be undertaken to better understand and manage all project risks.

The Stadium upgrade will require substantial financial investment and as such will require funding support from State and Federal Government. Council is preparing a Strategic Business Case in accordance with Building Queensland’s Business Case Development Framework to aid in project development and future government funding support.

The North Ipswich Reserve Stadium Feasibility and Project Definition report has proposed two different staging options for development of stadium. Staging has been provided to better manage available budgets to ensure delivery of the facility can be met while at the same time allow for continual activation of the facility while construction is undertaken over each of the identified stages.

The upgrade of the stadium is required to support bids for soccer and rugby league bid teams entry into the national competitions. Without the appropriate facilities, both the Greater Ipswich Hyundai A-League Expansion Bid and the Western Corridor NRL Bid team will be unable to enter into the National League competitions.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Act 2009

COMMUNITY and OTHER CONSULTATION

Consultation has only been undertaken with internal stakeholders as part of this project. Previous stadium planning reports undertaken by Council have entailed differing levels of both internal and external stakeholder engagement and consultation which has aided in informing the development of this project.

The Interim Administrator and Chief Operating Officer (Works, Parks and Recreation) met with the Federal Member for Blair, the State Member for Ipswich, the State Member for Ipswich West and the Greater Ipswich Expansion Bid team to discuss the Greater Ipswich Expansion Bid Team’s stadium requirements for potential future inclusion in an expanded Hyundai A-League and Westfield W-League.

Conclusion

North Ipswich Reserve is the premier sporting facility within the City of Ipswich. Council has been investigating the upgrade of North Ipswich Reserve since 2000. The stadium upgrade can bring great social and economic benefits to the City of Ipswich. It is proposed that the stadium upgrade will allow entry of Ipswich based soccer and rugby league teams into the national competitions.

Council has prepared the North Ipswich Reserve Stadium Feasibility and Project Definition report. The report has assessed the feasibility of developing a regional boutique sports and events stadium facility together with a visualisation plan, defined scope for future design and development, and alternative staging plans with high level order of cost estimates for development. The report has also identified a number of further detailed planning and investigation works required to be undertaken by Council.

Attachments and Confidential Background Papers

1.	North Ipswich Reserve Stadium Feasibility and Project Definition Report (under separate cover)
2.	Greater Ipswich Hyundai A-League Expansion Bid (under separate cover)

John Bolton

Principal Officer (Sport and Recreation programs)

I concur with the recommendations contained in this report.

Kaye Cavanagh

Acting Sport Recreation and Natural Resources Manager

I concur with the recommendations contained in this report.

Bryce Hines

Chief Operating Officer (Works, Parks and Recreation)

“Together, we proudly enhance the quality of life for our community”

Growth and Infrastructure Committee

Meeting Agenda

14 May

2019

Doc ID No: A5497984

ITEM: 9

SUBJECT: Procurement of consultancy services to prepare components of the new Ipswich Planning Scheme

AUTHOR: Strategic Planning Manager

DATE: 3 May 2019

Executive Summary

Recommendation/s

RELATED PARTIES

No related parties have been identified in relation to undertaking the open tender process to procure consultancy services.

Advance Ipswich Theme Linkage

Managing growth and delivering key infrastructure

Listening, leading and financial management

Purpose of Report/Background

At the meeting on 13 November 2018 the Administrator of Ipswich City Council resolved to prepare a new Ipswich Planning Scheme pursuant to section 18 of the Planning Act 2016. Notice was given to the Chief Executive of the Department of State Development, Manufacturing, Infrastructure and Planning (DSDMIP) setting out the proposed plan making process including the timeframes for the preparation of the new Ipswich Planning Scheme (This notice was subsequently approved by the Chief Executive of DSDMIP on 30 January 2019). To support the preparation of the new Ipswich Planning Scheme it was proposed that consultant support be procured to prepare the development codes and other related operational provisions of the new Ipswich Planning Scheme to enable in-house resources to focus on the preparation of the strategic framework and the zoning and overlay provisions.

Further detailed scoping of the codes and policies that need to be prepared has been undertaken. This has provided a greater understanding of the work needed to be undertaken and particularly where new codes or policies need to be prepared, substantial revisions to existing codes and policies is required or where the focus will be on a more minor update to existing codes and policies. This detailed information will be used to inform the tender process and will enable potential tenderers to prepare responses based on a better understanding of the work required. Consultant(s) or teams of consultants may choose to quote to prepare all or any of the codes and policies that are included in the tender.

It is currently expected that the consultancy services will need to be procured to start work on the codes and other operational provisions early in the 2019-2020 financial year to meet the timeframes set out in the proposed plan making process.

Accordingly, using a two-stage (Expression of Interest followed by limited tender) process is no longer considered necessary and that it would be more time and cost effective to go directly to the market through an open tender process under section 228(5) of the Local Government Regulation 2012.

Financial/RESOURCE IMPLICATIONS

The funding for the procurement of consultancy services has been provided for in the draft budget for the 2019-2020 financial year.

The procurement of the services will enable the effective and efficient preparation of a draft planning scheme by allowing consultancies with the relevant capabilities and experience to focus on the use and development codes and planning scheme policy components and in-house resources to continue to focus on the preparation of the strategic framework and the zoning and overlay provisions in the new planning scheme.

RISK MANAGEMENT IMPLICATIONS

The procurement of external consultancy services will significantly assist in delivering the new Ipswich Planning Scheme to the approved timeframes. If external consultancy services are not procured then in-house resources will need to be used to draft all elements of the new Ipswich Planning Scheme and this will impact delivery timeframes significantly.

The development and drafting of the detailed content of the use and development codes and planning scheme policies will be informed by the development of the zone codes and overlay codes. A framework will be in place with the successful tenderer(s) to manage the drafting of the elements by the consultants and in-house resources to optimise delivery (e.g. to identify early the focus and content of the different elements to reduce potential duplication of work or misalignment between the elements with a need to redraft).

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Regulation 2012

Planning Act 2016

COMMUNITY and OTHER CONSULTATION

Internal consultation has been undertaken with the procurement section within the Finance and Corporate Services Department.

Conclusion

Further scoping of the codes and policies that need to be prepared has provided additional information that will give greater clarity to tenderers in the procurement process. Accordingly, using a two-stage (Expression of Interest followed by limited tender) process is no longer considered necessary and that it would be more time and cost effective to go directly to the market through an open tender process under section 228(5) of the Local Government Regulation 2012.

Nick Vass-Bowen

Strategic Planning Manager

I concur with the recommendations contained in this report.

Brett Davey

Acting City Planner

“Together, we proudly enhance the quality of life for our community”

Growth and Infrastructure Committee

Meeting Agenda

14 May

2019

Doc ID No: A5496055

ITEM: 10

SUBJECT: New Ipswich Planning Scheme - Adoption of the Statement of the Statement of Proposals (including draft strategic framework) for the purpose of public consultation

AUTHOR: Strategic Planning Manager

DATE: 3 May 2019

Executive Summary

This is a report by the Strategic Planning Manager recommending the proposed adoption of the New Ipswich Planning Scheme - Statement of Proposals, including the Draft Strategic Framework, for the purposes of public consultation and early state interest identification.

Recommendations

That the Interim Administrator of Ipswich City Council resolve:

• giving notice;

• undertaking public consultation; and

• advising the state government for the purpose of early state interest identification.

RELATED PARTIES

No specific related parties have been identified.

The Statement of Proposals including Draft Strategic Framework sets out draft strategies and approaches to future land use planning across the Ipswich Local Government Area including precinct designations for all parcels of land (which provide an indication of the potential future zoning of land).

The Statement of Proposals is an important early step in the process of preparing the new planning scheme and provides opportunity for input to be sought from all relevant parties on the draft planning scheme strategies and strategic directions for the city. Comments from external parties (e.g. individual members of the community, land owners, groups or other stakeholders will be managed within the statutory process (refer to the “Community and Other Consultation” section of this report).

The preparation of the Statement of Proposals including the Draft Strategic Framework has been wholly undertaken internally within council and has not involved any external parties. The only external parties that have been involved who have sighted the Draft Strategic Framework are the consultants who undertook the ‘peer review’ and who have entered into a confidentiality agreement, not to disclose this information.

Advance Ipswich Theme Linkage

Strengthening our local economy and building prosperity

Managing growth and delivering key infrastructure

Caring for the community

Caring for the environment

Listening, leading and financial management

The Statement of Proposals and specifically the Draft Strategic Framework relates to all the land use and development components of the Advance Ipswich themes and adopts the Advance Ipswich Vision to maintain continuity of policy direction based on community aspirations.

Purpose of Report/Background

Council resolved on 13 November 2018 to prepare a new Ipswich Planning Scheme pursuant to section 18 of the Planning Act 2016 with notice given to the Chief Executive of the Department of State Development, Manufacturing, Infrastructure and Planning (DSDMIP) on 14 November 2018 pursuant to Chapter 1 Part 1 of the Minister’s Guidelines and Rules (MGR).

Council received the Chief Executive Notice setting out the approved process (the ‘Tailored Process’) for making the new Ipswich Planning Scheme dated 31 January 2019 (refer to Attachment 1).

This report relates to the preparation of the Statement of Proposals including the Draft Strategic Framework and seeks council’s adoption of the Statement of Proposals including Draft Strategic Framework for the purpose of public consultation (including early state interest identification with the state government) in accordance with Steps 2 to 4 of the Chief Executive Notice.

The Statement of Proposals:

• provides key information about the new Ipswich planning scheme;

• includes the Draft Strategic Framework which sets out the proposed overall policy and strategy direction for the City;

• provides information on how to make a submission; and

• includes information about the preparation process for the new planning scheme.

The Statement of Proposals including the Draft Strategic Framework provides the basis for seeking community, state agency and key stakeholder input on land use and development matters to guide the preparation of the new Ipswich Planning Scheme including the final strategic framework and the detailed zoning, codes and other operational components. Further information regarding the consultation is included in the “Community and Other Consultation” section of this report.

The Draft Strategic Framework sets out the proposed strategies and approaches for managing development in the Ipswich Local Government Area outlining the strategic direction and outcomes to be achieved through the new planning scheme. It is broadly structured into two main components being:

· Sections 3.1 to 3.6 - Strategic Framework for the ‘whole of the city’ that provides the overarching policy framework and direction expressed spatially for the whole of the Ipswich Local Government Area and includes strategic valuable features, overlay and strategic framework maps; and

· Section 3.7 – Local Area Frameworks that provide a more detailed policy framework and direction (including alternative development options for some areas and sites) expressed spatially in the form of both text and precinct maps for each of the 30 defined local area strategic planning units.

The proposed ‘whole of Local Government Area’ component of the Draft Strategic Framework seeks to balance the competing interests affecting land use and development by:

· identifying and conserving valuable features such as significant natural areas, habitat and vegetation, waterways, agriculturally productive land and places and areas of historic character and cultural heritage significance, including to the Aboriginal community;

· identifying and avoiding the inappropriate development of land that is subject to constraints, for example from natural hazards such as flooding, and separates and manages the impacts between incompatible uses and from the impacts associated with the operations of key facilities and infrastructure;

· sustainably managing the growth and development of the city by allocating a distribution (and mix) of land uses and densities across the city with sufficient capacity to accommodate the forecast population and employment growth and to accommodate the required supporting services and facilities, with a particular focus on:

- a network of mixed use centres that are key employment locations, places where the community come together and within which goods (shops), supporting services and cultural and entertainment facilities are provided;

- supporting the development of a diverse and resilient economy and the creation of local jobs within the centres, designated business and industry lands and in rural areas;

- delivering a diversity of housing to meet the needs of the community, primarily in large master-planned communities and through the appropriate development of higher densities within and surrounding centres, railway stations and other stops on high-frequency public transport routes;

· identifying the key strategic infrastructure and facilities that are required to support the further growth and development of the city, including the:

- movement of people and goods within and through the city;

- parks and other facilities to meet the recreational needs of the community and visitors and support healthy and active lifestyles; and

- social infrastructure and facilities that provide for human services.

The Local Area Frameworks are similarly structured and include a precinct map that shows a designation (indicative of potential future zone) for each parcel of land.

Whilst the current planning scheme has provided effective guidance for managing growth in the past, the preparation of the new Ipswich planning scheme in accordance with the new Queensland planning legislation allows for the updating, refinement and incorporation of new policies and plans with input from the community, state agencies and other stakeholders. Key areas of focus of review include:

· refinement and strengthening of the protection of natural environmental values including vegetation, habitat and watercourses in response to commonwealth and state government and locally identified matters of environmental significance and community expectations;

· additional recognition and protection of features and places that are culturally significant to the Aboriginal community;

· the identification of sufficient land to accommodate the growth forecast in the South East Queensland Regional Plan 2017 (ShapingSEQ) with:

- higher densities of residential development focussed primarily in the new expansion (greenfield) areas and in and around higher order centres and railways stations in the consolidation (infill) areas, with further residential development in established suburbs generally to be developed at a density and in a form that is compatible with the prevailing density and housing form in the area;

- the majority of jobs generating development being accommodated in centres, business and industry areas and specialist activity nodes;

· the carrying forward of the state government’s and council’s Temporary Local Planning Instrument (TLPI) provisions in respect to the assessment of applications for waste activities including landfills;

· an updated response to managing the risks from natural hazards and particularly incorporating the outcomes from updated comprehensive flood modelling through the introduction of proposed amended flood regulations and mapped flood extents; and

· alignment of the precinct designations (indicative of potential future zones) with the state government’s prescribed ‘suite’ of zones.

The Statement of Proposals including the Draft Strategic Framework document is included as Attachment 2, and Attachment 3 includes other associated figures, tables and maps that are referenced (but not included) within the Draft Strategic Framework component of the Statement of Proposals document.

Financial/RESOURCE IMPLICATIONS

Public consultation on the Statement of Proposals including the Draft Strategic Framework will involve comprehensive notifications and engagement across the community, state agencies (in regard to early state interest identification) and key stakeholders through a variety of forums and media. Further information regarding the consultation is included in the “Community and Other Consultation” section of this report.

To help facilitate effective and efficient engagement, an ‘ePlatform’ has been established to allow all interested parties to interactively view the Draft Strategic Framework and the associated mapping component of the Statement of Proposals. Notwithstanding, the community and stakeholder consultation will require significant levels of staff resourcing which will be met primarily by the Strategic Planning Branch within current staffing levels and budget.

RISK MANAGEMENT IMPLICATIONS

As the Statement of Proposals and specifically the Draft Strategic Framework includes proposed strategies, approaches, development constraints and precinct designations that may impact on the use of land and development yields relative to the current Ipswich planning scheme, this could potentially lead to speculation or ultimately to claims for compensation at the time any changes to zones are adopted.

The Statement of Proposals including the Draft Strategic Framework is being prepared in accordance with the ‘tailored’ process that has been approved pursuant to the Planning Act 2016 and aligns with the Minister’s Guidelines and Rules. The Draft Strategic Framework has also been prepared in line with the State Planning Policy and ShapingSEQ.

Risks relating to the preparation of the new Ipswich planning scheme including those relating to compensation will be managed in accordance with the relevant provisions of state government’s legislation, policies, plans and statutory guidance.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Planning Act 2016

COMMUNITY and OTHER CONSULTATION

Internal Consultation

Consultation has been undertaken with all relevant internal council departments in preparing the Draft Strategic Framework, including each of the 30 individual Local Area Frameworks and the associated mapping. Where necessary, components of the Draft Strategic Framework that required additional non-planning specialist input, for example in regard to the conversion of flood modelling to overlay mapping or undertaking a review of local environmental significance, were prepared with specialist internal input by the relevant department. The comments received were reviewed, discussed where required and reconciled to produce the proposed draft strategic framework.

Briefing sessions have been undertaken periodically with the Interim Administrator and Interim Management Committee during the development of the Draft Strategic Framework, focusing on key strategic issues and directions.

Preliminary State Government Engagement

Preliminary briefings were also undertaken with the DSDMIP staff, particularly in relation to key strategic issues and process matters.

Peer Review

An independent peer review of the Draft Strategic Framework including the 30 Local Area Frameworks was undertaken using three highly experienced planning consultants. During the peer review it was identified that the Draft Strategic Framework includes substantial amounts of contextual, background and other explanatory information which helps to explain the approaches and strategies outlined in the Draft Strategic Framework and which will not necessarily be included in the final statutory Strategic Framework. It was recommended by each of the reviewers that the Draft Strategic Framework be presented as the main element of a Statement of Proposals (that includes additional information sections) to avoid confusion. Other matters relating to the approaches and strategies in the Draft Strategic Framework that were raised during the peer review have also been addressed in the final Draft Strategic Framework document.

Public Engagement

To meet the requirements for giving notice for preparation of a new Ipswich planning scheme under Section 18 of the Planning Act 2016 (the Act) a Communications Strategy was prepared and submitted to, and subsequently approved by the Chief Executive of the DSDMIP, with the Communications Strategy setting out how communication and consultation will be undertaken during preparation of the new Ipswich planning scheme. A copy of the approved Communications Strategy is included as Attachment 4.

The Communications Strategy sets out a two-stage consultation process, with the first being a Statement of Proposals including Draft Strategic Framework that:

· includes whole of city and local area strategies and policies;

· is prepared to align with the vision for the future of the City stated in Advance Ipswich;

· will be used to engage and consult early with key stakeholders (including state agencies to confirm state interests), the community and development industry about broad strategy and policy direction and land use allocations and responses;

· includes an integrated consideration of valuable features, development constraints, growth management and strategic infrastructure to inform strategic land use decision making; and

· demonstrates alignment with and integration of the state interests in the State Planning Policy and ShapingSEQ.

The Communications Strategy sets out further information about the key activities to be undertaken during consultation on the Statement of Proposals including the Draft Strategic Framework. Having regard to, and in accordance with the endorsed Communications Strategy, the key consultation activities to be carried out in consulting on the Statement of Proposals includes:

- a ‘notice’ in the form of an open letter to the community to be published in local newspapers;

- a copy of the ‘notice’ to be displayed in the main council administration building;

- notification to adjoining local governments;

- an individual notification being sent to residents and property owners;

- provision of information on council’s website, including an ‘ePlatform’ to interactively view the Draft Strategic Framework and mapping and information about how to obtain further information and make a submission;

- a static display in the main council administration building;

- ability for a member of the community (by appointment) to view and discuss the Statement of Proposals including the Draft Strategic Framework with professional town planning staff;

- a state agency briefing;

- a key stakeholder (including development industry) briefing;

- media releases;

- series of articles in Ipswich First;

- eAlerts to subscribers;

- council social media posts (Facebook & Twitter);

- a phone hotline to allow members of the community to speak to professional town planning staff during normal office hours;

- a dedicated email enquiry address; and

- professional town planning staff being available for counter enquiries at the main council administration building during normal office hours.

It is proposed to commence public consultation on the Statement of Proposals including the Draft Strategic Framework on Monday 27 May 2019, for a period of five weeks, with the closing date to be Friday 28 June 2019. The community’s and key stakeholder input is being sought about the proposed land use strategies and approaches at three broad levels:

· Our City – views about how the draft strategic framework applies to the whole of the Local Government Area;

· Your local area – views about how the framework applies to each of the 30 local area strategic planning units, in particular the overall preferences for the development options described in some local areas; and

· Your Land – views about the proposed designations for individual land parcels.

Each submission received will be reviewed and a report prepared for council. Following consideration by council a consultation report that summarises the submissions and council’s responses will be made available for public viewing on council’s web site.

The feedback from the community, state agencies and key stakeholders about the draft strategic framework will be used to guide the preparation of the final strategic framework and the rest of the planning scheme, including the detailed zoning and development code components.

Conclusion

The Statement of Proposals including Draft Strategic Framework has been prepared in accordance with the Queensland planning legislation, policies, plans and statutory guidance and the approved process for making the new Ipswich planning scheme.

It is therefore recommended that council adopts the Statement of Proposals including the Draft Strategic Framework for the purpose of undertaking public consultation in line with Step 2 and Step 3 of the Tailored Process (refer to Appendix 1 attached to the Chief Executive Notice in Attachment 1 of this report).

Attachments and Confidential Background Papers

1.	Chief Executive Notice ⇩
2.	Statement of Proposals Document (under separate cover)
3.	Figure, Tables and Maps (under separate cover)
3.1	State Planning Policy and Regional Plan Integration (under separate cover)
3.2	Ipswich City Council Strategy Delivery (under separate cover)
3.3	SVFM1 - Strategic Greenspace Areas and Links (under separate cover)
3.4	Map 1 - State Government Mapped Water Features (under separate cover)
3.5	Map 2 - State Government Mapped Habitat (under separate cover)
3.6	Map 3 - State Government Mapped Vegetation (under separate cover)
3.7	Map 4 - Matters of State Environmental Significance (under separate cover)
3.8	Map 5 - Matters of Local Environmental Significance (under separate cover)
3.9	SVFM2 - Watercourses and Designated Wetlands (under separate cover)
3.10	SVFM3 - Scenic and Visual Amenity Values (under separate cover)
3.11	SVFM4 - Good Quality Agricultural Land (under separate cover)
3.12	OV1 - Biodiversity (under separate cover)
3.13	OV2 - Watercourses and Designated Wetlands (under separate cover)
3.14	OV3A - Cultural Landscapes (under separate cover)
3.15	OV3B - Places of Cultural Heritage Significance (under separate cover)
3.16	OV4A - Defence Facilities - Height Restriction Zone and Obstruction Clearance Surface (under separate cover)
3.17	OV4B - Defence Facilities - Operational Airspace, Wildlife Attraction and Lighting (under separate cover)
3.18	OV4C - Defence Facilities - 2029 Australian Noise Exposure Forcast (ANEF) Contours (under separate cover)
3.19	OV4D - Defence Facilities - Explosive Storage Safeguard and Public Safety Areas (under separate cover)
3.20	OV5 - Unexploded Ordinance (UXO) Areas (under separate cover)
3.21	OV6 - Mining Influence Areas (under separate cover)
3.22	OV7 - Key Resource Areas (KRAs) (under separate cover)
3.23	OV8 - Bushfire Risk Areas (under separate cover)
3.24	OV9 - Difficult Topography (under separate cover)
3.25	OV10 - Flooding and Major Urban Catchment Flow Paths (under separate cover)
3.26	OV11 - Major Transport Infrastructure (under separate cover)
3.27	OV12 - Motor Sports Buffers (under separate cover)
3.28	OV13 - Wastewater Treatment Buffers (under separate cover)
3.29	OV14 - Water Resource Catchments (under separate cover)
3.30	OV15 - High Pressure Pipelines (under separate cover)
3.31	OV16 - High Voltage Electricity Transmission Lines (under separate cover)
3.32	OV17 - Dispersive Soils (under separate cover)
3.33	Figure 1 - Historical Timeline (under separate cover)
3.34	SFM1 - Settlement Pattern (under separate cover)
3.35	SFM2 - Centres and Employment Land (under separate cover)
3.36	SFM3 - Waste Activity and Buffer Areas (under separate cover)
3.37	SFM4 - Housing Areas (under separate cover)
3.38	SFM5A - Strategic Transport Network (under separate cover)
3.39	SFM5B - Strategic Active Network (under separate cover)
3.40	SFM6 - Strategic Green Infrastructure (under separate cover)
3.41	LAF - Local Framework Map - Preferred (under separate cover)
3.42	LAF - Local Framework Map - Alternate Options 1 (under separate cover)
3.43	LAF - Local Framework Map - Alternate Options 2 (under separate cover)
4.	Communications Strategy (under separate cover)