Item No.	Item Title	Page No.
1	Long Term Infrastructure Strategy, Framework and Asset Management Plans	9
2	City of Ipswich Parking Pricing Strategy	447
3	Development Application Recommendation - 639 Redbank Plains Road, Redbank Plains, 4122/2018/CA, Material Change of Use for a Preliminary Approval including a variation request to vary the effect of the Ipswich Planning Scheme and Reconfiguring a Lot	556
4	Proposed amendment to delegation - Exercise the Powers of Council under the Economic Development Act 2012	585
5	Heritage and Monuments Advisory Committee Meeting No. 211	611
6	Court Action Status Report	617
7	Exercise of Delegation	623

Growth and Infrastructure Committee NO. 11

12 November 2019

AGENDA

1. Long Term Infrastructure Strategy, Framework and Asset Management Plans

This is a report concerning the adoption of the long term Infrastructure Strategy, Framework and Asset Management Plans for the Roads and Transport, Parks and Recreation, Buildings and Facilities and Drainage and Flood Mitigation asset classes. One of the deliverables of Transformation Project 4 (Develop a Leading Practice Asset Management Framework) was to develop the long term Strategy Framework and Asset Management Plans for Council’s infrastructure assets.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

To adopt the following documents:

Asset Management Strategy

Asset Management Framework

Drainage and Flood Mitigation Asset Management Plan

Parks and Recreation Asset Management Plan

Buildings and Facilities Asset Management Plan

Roads and Transport Asset Management Plan

2. City of Ipswich Parking Pricing Strategy

This is a report concerning the development of the City of Ipswich Parking Pricing Strategy (the Strategy), a key deliverable of iGO – The City of Ipswich Transport Plan. The Strategy has been prepared to provide guidance for decision-making on parking management in the City of Ipswich, including the management of time restrictions and priced parking.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That the City of Ipswich Parking Pricing Strategy – as detailed in Attachment 1 of the report by the Transport Planner (Transport Planning) dated 16 August 2019, be adopted.

B. That the Interim Administrator, Chief Executive Officer and General Managers note the recommendations of the City of Ipswich Parking Pricing Strategy.

C. That Council officers, as delegated by the Chief Executive Officer, be authorised to commence implementing the City of Ipswich Parking Pricing Strategy.

D. That Council officers, as delegated by the Chief Executive Officer, be authorised to commence investigations into the alternative use of parking revenue for the purpose of sustainable transport initiatives as a recommendation contained within the City of Ipswich Parking Pricing Strategy.

3. Development Application Recommendation - 639 Redbank Plains Road, Redbank Plains, 4122/2018/CA, Material Change of Use for a Preliminary Approval including a variation request to vary the effect of the Ipswich Planning Scheme and Reconfiguring a Lot

This is a report concerning an application that seeks a combined approval for a Material Change of Use for Preliminary Approval including a Variation Request to vary the effect of the Ipswich Planning Scheme in accordance with section 50(3) of the Planning Act 2016 {in accordance with the Land Use/Precinct Plan (Large Lot Residential to Residential Low Density (RL2), Recreation and Conservation Zone)}, Reconfiguring a Lot - One (1) lot into two hundred and sixty-three (263) residential lots plus conservation, open space, drainage and roads over nine (9) stages and Carrying out building work not associated with a Material Change of Use (Relocation of a Schedule 2 listed dwelling) at 639 Redbank Plains Road, Redbank Plains.

The subject application requires review by committee and determination by full council in accordance with the Framework for Development Applications and Related Activities Policy as the development application includes a Variation Request.

The proposed development has been assessed with regard to the applicant assessment benchmarks. The proposed development generally complies with the assessment benchmarks or can be conditioned to comply as outlined in the attached Statement of Reasons.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That Council (Interim Administrator of Ipswich City Council) resolve to approve development application no. 4122/2019/CA subject to conditions in accordance with section 60 of the Planning Act 2016.

B. That the Development Assessment West Manager be authorised to prepare conditions in accordance with section 65 of the Planning Act 2016.

C. That the Development Assessment West Manager be authorised to give a decision notice for the application in accordance with section 63 of the Planning Act 2016.

D. That the Development Assessment West Manager be authorised to give an infrastructure charges notice for the application in accordance with section 199 of the Planning Act 2016.

4. Proposed amendment to delegation - Exercise the Powers of Council under the Economic Development Act 2012

This is a report concerning the Instrument of Delegation and Direction from the Minister for Economic Development Queensland to Ipswich City Council and the delegation ‘Exercise the Powers of Council under the Economic Development Act 2012’.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

That the delegation, ‘Exercise the Powers of Council under the Economic Development Act 2012’ from Council to the Chief Executive Officer be amended, as detailed in Attachment 3.

5. Heritage and Monuments Advisory Committee Meeting NO. 211

This is a report concerning the minutes of the Heritage and Monuments Advisory Committee (meeting number 211) which was held on Thursday, 24 October 2019. As well as providing updates on standing items, the Committee has also recommended the nomination of a replacement representative from the Ipswich Historical Society for approval.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That the minutes of the Heritage and Monuments Advisory Committee No. 211 be received and noted.

B. That the nomination of Sally Hetherington as a replacement representative from the Ipswich Historical Society, be approved.

6. Court Action Status Report

This is a report concerning a status update with respect to current court actions associated with development planning related matters including one other significant matter of dispute that the Planning and Regulatory Services Department is currently involved with.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

That the report be received and the contents noted.

7. Exercise of Delegation

This is a report concerning applications that have been determined by delegated authority for the period 29 August 2019 to 31 October 2019.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

That the report be received and the contents noted.

** Item includes confidential papers

and any other items as considered necessary.

Growth and Infrastructure Committee

Meeting Agenda

12 November

2019

Doc ID No: A5671721

ITEM: 1

SUBJECT: Long Term Infrastructure Strategy, Framework and Asset Management Plans

AUTHOR: Manager Infrastructure Strategy

DATE: 24 October 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

To adopt the following documents:

Asset Management Strategy

Asset Management Framework

Drainage and Flood Mitigation Asset Management Plan

Parks and Recreation Asset Management Plan

Buildings and Facilities Asset Management Plan

Roads and Transport Asset Management Plan

RELATED PARTIES

There are no related parties.

Advance Ipswich Theme Linkage

Managing growth and delivering key infrastructure

Listening, leading and financial management

Caring for the community

Caring for the environment

Purpose of Report/Background

Council is an asset intensive service provider with over $3billion currently invested in infrastructure assets. As a result, Council is exposed to considerable risk due to the magnitude of its investment in these assets.

In accordance with the local government regulations, local governments are required to prepare a long-term Strategy, Framework and Asset Management Plans (AMPs). Ipswich City Council places great emphasis on strategically managing infrastructure assets with a focus on the organisation’s long term sustainable delivery of services to the community.

To achieve this, Council has developed a Strategy, Framework and four AMPs that detail the assets, service levels, risks and provide operational and capital expenditure forecasts that will deliver the community outcomes detailed in the Corporate Plan. AMPs are broken down into the following asset classes:

· Drainage and Flood Mitigation

· Parks and Recreation

· Buildings and Facilities

· Roads and Transport.

The Strategy, Framework and AMPs have been prepared based on the International Infrastructure Management Manual (IIMM), the recognised guideline for asset management in Australia. The data utilised within the AMPs is sourced from councils, the physical asset register, audited financial asset register, current asset valuation information and where available current condition base data.

To ensure ongoing sustainability of Council services it is essential to balance the community’s expectations with their willingness and capacity to pay for the infrastructure underpinning these services. Maintenance of service levels of infrastructure assets requires appropriate investment across the whole of the asset management lifecycle. In recognition of the need to establish an appropriate balance between developing new assets and maintaining the existing asset base, Council is committed to managing its assets in accordance with industry best practice.

Financial/RESOURCE IMPLICATIONS

There are no financial/resource implications for the approval of these documents. The respective operational areas of Council have the associated operational budgets for the delivery and management of Council’s infrastructure assets. Any shortfalls in renewal expenditure within the long term plans will be managed in accordance with Council’s long term financial modelling and risk base assessment of the asset.

RISK MANAGEMENT IMPLICATIONS

Council has a ‘duty of care’ to the community, its customers, in relation to the management of the assets. There are numerous types of risks Council is concerned about, including financial, service and safety. The objectives to be achieved in managing risks under the Strategy, Framework and AMPs are:

· maintain levels of service

· mitigate risks to the public

· reduce the number and magnitude of unplanned asset failures.

Legal/Policy Basis

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

Local Government Act 2009

Local Government Regulation 2012

COMMUNITY and OTHER CONSULTATION

Consultation has been undertaken with all key stakeholders of Council in relation to the development and management of these documents to ensure that the outputs can be delivered to the community in accordance with outcomes of the Corporate Plan. The Strategy, Framework and AMPs are based on the current adopted service levels that Council provide.

Conclusion

Council has an obligation under the Local Government Regulations to adopt a long-term Strategy, Framework and Asset Management Plans (AMPs). Council has prepared a Strategy, Framework and AMPs for the four major Infrastructure asset classes, namely Drainage and Flood Mitigation; Parks and Recreation; Buildings and Facilities; and Roads and Transport. These documents set the framework as to how these assets will be managed into the future to ensure the long term sustainability of Council services.

Attachments and Confidential Background Papers

1.	ICC Asset Management Strategy ⇩
2.	ICC Asset Management Strategy A3 Summary ⇩
3.	ICC Strategic Asset Management Framework ⇩
4.	ICC Asset Management Framework A3 Summary ⇩
5.	ICC Buildings and Facilities AMP ⇩
6.	ICC Drainage and Flood Mitigation AMP ⇩
7.	ICC Parks and Recreation AMP ⇩
8.	ICC Roads and Transport AMP ⇩

Tony Dileo

Manager Infrastructure Strategy

I concur with the recommendations contained in this report.

Charlie Dill

General Manager - Infrastructure and Environment

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

Growth and Infrastructure Committee

Meeting Agenda

12 November

2019

Doc ID No: A5694556

ITEM: 2

SUBJECT: City of Ipswich Parking Pricing Strategy

AUTHOR: Transport Planner (Transport Planning)

DATE: 16 August 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

A. That the City of Ipswich Parking Pricing Strategy – as detailed in Attachment 1 of the report by the Transport Planner (Transport Planning) dated 16 August 2019, be adopted.

B. That the Interim Administrator, Chief Executive Officer and General Managers note the recommendations of the City of Ipswich Parking Pricing Strategy.

C. That Council officers, as delegated by the Chief Executive Officer, be authorised to commence implementing the City of Ipswich Parking Pricing Strategy.

RELATED PARTIES

Excluding the technical consultant, MRCagney Pty Ltd, no external parties were involved in the development of the Strategy or Implementation Guideline.

There is no declaration of conflicts of interest regarding this report.

Advance Ipswich Theme Linkage

Managing growth and delivering key infrastructure

Purpose of Report/Background

Background

At its Ordinary Meeting on 24 May 2016, Council adopted iGO - The City of Ipswich Transport Plan (iGO) as its master plan to shape Ipswich’s transport future [refer Item 4 tabled at the City Infrastructure and Emergency Management Committee Meeting No. 2016(02)].

The following ‘parking’ actions within iGO were the key drivers for the development of a Parking Pricing Strategy for the City of Ipswich:

“P6: Develop a Parking Pricing Strategy for the Ipswich City Centre” and

“P7: Investigate the merits of using parking revenue to fund sustainable transport”.

These actions are a reflection of Action 18 of the Ipswich City Council Parking Strategy (Parking Strategy) which was endorsed by Council at its ordinary meeting on 14 June 2011. Action 18 of the Parking Strategy states the following:

“Develop a Parking Revenue Policy that includes specific detail on where the revenue will be spent, such as travel demand management measures”.

Premise

Parking is one of the biggest challenges facing local governments, including the City of Ipswich, given the impacts of population growth, increased traffic and congestion, and the associated demands on transport infrastructure (including parking) can often require significant attention, resources and investment.

Council provides more than 3,500 parking spaces in the Ipswich City Centre, which includes both on-street and off-street spaces. Of these parking spaces, approximately 710 spaces are subject to priced parking while the remaining are either unrestricted or managed using time restrictions.

In the past, priced parking areas have been established on an ad-hoc basis in response to high parking demands and in isolation of an overarching policy. Council’s review of priced parking in the past has been sporadic, mostly limited to simple increases based on the Consumer Price Index (CPI).

The Strategy provides a framework for priced parking, allowing Council to respond to different parking contexts in a systematic and consistent manner.

City of Ipswich Parking Pricing Strategy

The City of Ipswich Parking Pricing Strategy (as shown in Attachment 1) has been prepared to provide guidance for decision-making on parking management in the City of Ipswich, including the management of time restrictions and priced parking.

The Strategy establishes a strategic direction for Council to adopt as an approach to managing parking which will allow consistent and uniform responses to the implementation of priced parking and the management of time restrictions in the Ipswich City Centre, Springfield Town Centre and activity centres experiencing parking pressures. The Strategy provides direction for parking management that is consistent with working towards Council’s long-term strategic goals by aligning parking objectives with established policy for sustainable transport as outlined in iGO.

The Strategy identifies seven (7) broad recommendations that have been designed to assist Council to manage priced parking within activity centres and the application of supporting parking management tools. The broad recommendations within the Strategy are summarised and outlined below:

1. Adopt the City of Ipswich Parking Management Framework

The Strategy recommends that the Parking Management Framework (on-street) and Parking Management Framework (off-street) be adopted as appropriate tools to assist in making informed and responsive decisions in relation to the management of parking within activity centres.

The Parking Management Frameworks (on-street and off-street) are based on occupancy (parking demand) triggers. Within each Parking Management Framework there are three (3) different occupancy ranges that are intended to provide a trigger for actioning the appropriate parking management intervention (i.e. introduction of priced parking or adjustment of existing controls - refer to Table 1 below). These intervention triggers are based on industry best practice.

Table 1: Parking Management Framework - occupancy ranges for parking management interventions

Average peak period parking space occupancy (% of spaces occupied within an area during four peak hours of parking demand within a single day – typically weekday)

Parking Management Framework (On-street)

<65%

Intervention recommended

65%-85%

No intervention recommended – optimal range

>85%

Intervention recommended

Parking Management Framework (Off-street)

<60%

Intervention recommended

60%-90%

No intervention recommended - optimal range

>90%

Intervention recommended

2. Fee structures

The Strategy recommends that no changes are required to the current pricing structure in the short-term. The modification of the current pricing structure in the immediate short-term would likely have greater dis-benefits (i.e. confusion over parking prices / application) than any potential benefits, particularly considering current parking demands. Therefore, changes are not recommended at this point in time. However, as parking demand increases over time this is likely to change.

3. Price adjustments to parking

The Strategy recommends taking a conservative approach to price adjustments to parking, until such time that the relationship between parking demand and pricing within the City of Ipswich context is better established. Parking price adjustments of 15-25% should be initially tested and trialled (if recommended by the Parking Management Framework) to understand the impacts of such changes.

4. Parking revenue distribution

The Strategy recommends that Council use revenue accrued through its priced parking regime to invest in facilities and programmes to encourage a shift to sustainable modes of transport. This could include the expansion of Council’s existing on and off-street cycling network, streetscape improvement works and behavioural change programmes and incentives for residents to shift to walking, cycling or public transport.

The investigation of alternative uses for parking revenue is supported by the following transport policy documents:

· iGO – City of Ipswich Transport Plan (Parking Action P7)

· iGO Active Transport Action Plan (Action 2.4)

· iGO Public Transport Advocacy and Action Plan (Action 4.2)

Furthermore, the reinvestment of parking revenue into sustainable transport initiatives is deemed to be a best practice parking trend and has been undertaken by the City of Gold Coast amongst several other cities locally and abroad. This practice also generates a greater acceptance of paid parking, providing a link between paid parking and tangible transport benefits.

5. Periodically review data

The implementation of the Parking Management Frameworks are dependent on parking survey (occupancy) data. The Strategy has recommended that parking demand in the Ipswich City Centre and Springfield Town Centre be reviewed at least every 12 months to support application of Council’s Parking Management Framework. This is an increase from Council’s existing data collection regime, which occurs every two years.

6. Enforcement

The Strategy highlights the importance of parking enforcement in the effective management of parking within the City’s activity centres. The strategy recommends that parking enforcement aligns with any changes made using the Parking Management Frameworks.

7. Parking technology

The Strategy recommends that Council investigate modernising its parking management systems, as identified within the iGO Intelligent Transport Systems Strategy.

City of Ipswich Parking Pricing Strategy – Implementation Guideline for Activity Centres

A summary version of the Strategy titled as the City of Ipswich Parking Pricing Strategy – Implementation Guideline for Activity Centres has also been developed (as shown in Attachment 2). This summary document has been developed with the iGO branding that can also be used as a more concise communication tool. The Implementation Guideline provides a summary of the key messages within the Strategy and provides further guidance to Council officers implementing the Parking Management Frameworks forming part of the Strategy.

Legal/Policy Basis

This report and its recommendations are consistent with the strategic direction outlined in the endorsed iGO - City of Ipswich Transport Plan, the Ipswich City Council Parking Strategy 2011 and the iGO Intelligent Transport Systems Strategy.

RISK MANAGEMENT IMPLICATIONS

The Strategy will provide Council with the appropriate justification to implement certain changes/parking interventions in a transparent manner, based on parking demand, rather than on an ad-hoc basis that has been the process historically. Therefore the Strategy will provide guidance and will ensure that decision making on parking management aligns with a strategic direction.

For the implementation of the Strategy to be successful, effective community engagement and support is paramount. If effective community engagement is not undertaken, Council could expect an increase in negative media publicity, and service requests, which has implications to Council’s resourcing.

There is a risk that support for the Strategy may decline or change direction under new leadership following newly elected representation in March 2020 if they’re not properly informed. The project team intend to mitigate this risk by ensuring that the new Mayor and Councillors are well briefed on the implications of iGO and the importance of the Strategy for the management of Council’s parking assets.

Financial/RESOURCE IMPLICATIONS

Capital Finance

No additional capital funding is sought at this time. However, being a recommendation of the Strategy, it is proposed that Council officers investigate the alternative use of parking revenue (currently allocated to general revenue) for the purposes of sustainable transport initiative projects (refer to Recommendation 4 within the Strategy).

It should be noted that the expansion of parking areas and the modernisation of Council’s parking management systems will have considerable cost implications in the future.

Operational Finance

No additional operational funding is sought at this time, however it is proposed that commencing in the 2020-2021 Financial Year, annual parking occupancy surveys are undertaken to capture parking trend data so Council can make much more informed decisions on parking pricing. Previous parking surveys have cost in the order of $50,000.

Community and other CONSULTATION

Officers from various departments within Council were involved in the development of parking management objectives, used to inform the strategic direction of the Strategy.

An objectives workshop was undertaken on 12 February 2019 and included officers within the following Council departments:

· Former Works, Parks and Recreation Department (Business Accounting and Asset Management Branch);

· Former Health, Security and Regulatory Services Department (Compliance Branch); and

· Former Infrastructure Services Department (Infrastructure Planning Branch).

In addition, following these workshops there were numerous working papers developed by the consultant. These working papers were distributed amongst all of the workshop members for comment. Once a draft was developed, the Strategy was circulated amongst the various internal stakeholders outlined above for review and comment prior to finalising.

The Corporate Services Department (in particular the Finance Branch) were also consulted to understand the full implications of using parking revenue to fund sustainable transport initiative projects. Whilst acknowledging the community benefits associated with the use of parking revenue for transport initiatives, the Corporate Services Department were not supportive of hypothecating a portion of parking revenue for the purposes of sustainable transport initiative projects, as this potentially takes existing funding away from higher priority projects, initiatives or operational matters.

However, as previously mentioned, the hypothecation of parking revenue for projects with a nexus to parking (i.e. sustainable transport initiative projects) is considered a best practice process and is currently implemented by the City of Gold Coast. According to the latest transport research, hypothecation increases the likelihood of public acceptance of charges (including paid parking).

Conclusion

The City of Ipswich Parking Pricing Strategy (the Strategy) has been prepared as a key action from iGO – The City of Ipswich Transport Plan. The Strategy has been developed to provide guidance for decision-making on parking management within the City of Ipswich, including the management of time restrictions and priced parking within activity centres. The Strategy has seven (7) overarching recommendations that will assist Council to manage parking much more strategically with the focus of ensuring there is a balance between the expected population growth and parking demands across the City well into the future.

Attachments and Confidential Background Papers

1.	City of Ipswich Parking Pricing Strategy ⇩
2.	City of Ipswich Parking Pricing Strategy Implementation Guideline for Activity Centres ⇩

James MacArthur

Transport Planner (Transport Planning)

I concur with the recommendations contained in this report.

Mary Torres

Infrastructure Strategy and Planning Manager

I concur with the recommendations contained in this report.

Tony Dileo

Manager Infrastructure Strategy

I concur with the recommendations contained in this report.

Charlie Dill

General Manager - Infrastructure and Environment

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

Growth and Infrastructure Committee

Meeting Agenda

12 November

2019

Doc ID No: A5859843

ITEM: 3

SUBJECT: Development Application Recommendation - 639 Redbank Plains Road, Redbank Plains, 4122/2018/CA, Material Change of Use for a Preliminary Approval including a variation request to vary the effect of the Ipswich Planning Scheme and Reconfiguring a Lot

AUTHOR: Senior Planner (Development)

DATE: 4 November 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

B. That the Development Assessment West Manager be authorised to prepare conditions in accordance with section 65 of the Planning Act 2016.

C. That the Development Assessment West Manager be authorised to give a decision notice for the application in accordance with section 63 of the Planning Act 2016.

D. That the Development Assessment West Manager be authorised to give an infrastructure charges notice for the application in accordance with section 199 of the Planning Act 2016.

RELATED PARTIES

The related parties to this application are:

· Prudence Talbot Gibbs, Jonathan Wylie Talbot Gibbs, Patrick David Britten Gibbs, Marcia McDonald Gibbs, Gavin Hamilton Patterson (landowners);

· Red Plains Road Pty Ltd (developer) – The current company directors as extracted from the ASIC database on 24 October 2019 are Franco Albino Bevacqua and Bradley Scott Dring.

· RPS Australia East Pty Ltd (planning consultant and also prepared a range of technical reports and plans) – The current company directors as extracted from the ASIC database on 24 October 2019 are Susan Farr, Meegan Sullivan, Scherelle Leanne Johnson and William Ross Thompson.

· Pacific Environment (Air Quality, Odour and Noise Assessments) – The primary contact has been Bethany Warren.

· TTM (Traffic Engineering Report) – The primary contact has been Ryan Bradley.

· Bushland Protection Systems (Bushfire Hazard Assessment and Mitigation Plan) – The primary contact has been Clyde Bain.

· Moreton Geotechnical Services Pty Ltd (Desktop Mining Study) – The primary contact has been Ken Grubb.

· Litoria Consulting (Ecological Assessment) – No contact provided.

· Cardno (Preliminary Engineering and Civil Engineering Report and Stormwater Management Strategy) – The primary contacts have been Warren Steiner and Peter Comino.

· Gavin Patterson and Co. Pty Ltd (Relocation of existing residence) – No contact provided.

· Construction Sciences (Geotechnical Investigation – Slope Stability Assessment) - The primary contact has been David Stirling.

Advance Ipswich Theme

Managing growth and delivering key infrastructure

Purpose of Report/Background

SITE ADDRESS:	639 Redbank Plains Road, REDBANK PLAINS
APPLICATION TYPE:	Combined Approval
PROPOSAL:	• Preliminary Approval including a Variation Request to vary the effect of the Ipswich Planning Scheme in accordance with section 50(3) of the Planning Act 2016 {in accordance with the Land Use/Precinct Plan (Large Lot Residential to Residential Low Density (RL2), Recreation and Conservation Zone); • Reconfiguring a Lot - One (1) lot into two hundred and sixty-three (263) residential lots, conservation, open space, drainage and roads over 9 stages; and • Carrying out building work not associated with a Material Change of Use (Relocation of a Schedule 2 listed dwelling)
ZONE:	Large Lot Residential
OVERLAYS:	OV2 – Key Resource Area; OV3 – Area affected by underground mining, Area affected by underground mining (Mining Shaft), Mining Constrained Area; OV4 – Slope 15% to 20%; OV5 – Adopted Flood Regulation Line, Urban Catchment Flow Paths; OV7A – Building Height Restriction Area 90m, Outer Horizontal Surface RL; OV11 – High Pressure Gas Pipeline Buffer Area, High Pressure Oil Pipeline Buffer Area; Schedule 2 listed dwelling (Turf Farm House)
APPLICANT:	Red Plains Road Pty Ltd
OWNER:	Mrs P T Gibbs and Mr J W T Gibbs and Mr P D B Gibbs and Ms M M Gibbs and Mr G H Patterson
EXISTING OR PROPOSED TRADING NAMES:	None provided.
APPLICATION NO:	4122/2018/CA
AREA:	34.9079ha
REFERRAL AGENCIES:	Concurrence Department of State Development, Manufacturing, Infrastructure and Planning · Infrastructure - state transport infrastructure Third Party Advice APA Group · Buffer to Gas Pipeline Santos (GLNG Operations Pty Ltd) · Buffer to Gas Pipeline
EXISTING USE:	Vacant Large Lot Residential Land
PREVIOUS RELATED APPROVALS:	Not applicable
DATE RECEIVED:	29 May 2018
DECISION PERIOD START DATE:	10 July 2019
EXPECTED DETERMINATION DATE:	9 December 2019 (Decision Period was stopped for 74 days)

SITE LOCATION:

PROPOSAL:

This application seeks approval for the following aspects of development:

Variation Request:

The Variation Request component of the application seeks to vary the current zoning from Large Lot Residential to Residential Low Density, Conservation and Recreation and provide self-assessable design outcomes for dwellings that have dual frontage with Redbank Plains Road.

Reconfiguring a Lot:

The Reconfiguring a Lot component of the application seeks to subdivide one (1) lot into two hundred and sixty-three (263) residential lots, conservation, open space and roads over nine (9) stages. The subdivision is supported by a Plan of Development (POD) which nominates built form outcomes such as setbacks requirements, built to boundary, primary and secondary frontages, building facade and articulation and garage and driveway requirements.

The lot sizes range from 290m² to 1,100m²with frontages that range from 10.5m to 16m. The proposal achieves an overall density of 16.7 dwellings per hectare which is generally consistent with the Residential Low Density Zone sought for the property under the Variation Request.

Carrying out Building Works not associated with a Material Change of Use:

This component of the application seeks to relocate the Schedule 2 listed dwelling (known as the ‘Turf Farm House’) onsite from its current location to proposed Lot 900, adjacent to the proposed Sports Park.

Assessment of the proposed development against the relevant assessment benchmarks has been undertaken and is considered to generally comply. The key areas of interest are summarised as follows:

· Varying the current zoning from Large Lot Residential to Residential Low Density, Conservation and Recreation- The proposal is considered appropriate owing to the sites proximity to low density housing to the east and south as well as an existing commercial centre to the east. In addition, the applicant has demonstrated that the site can be appropriately serviced and justified that the site constraints can be appropriately managed to support the number and size of lots proposed.

· Access – Primary access to the development is via Redbank Plains Road, adjacent to the proposed sports park (nominated as a 21m wide collector road). This intersection will be in the form of a signalised T intersection.

o An alternative access point to Redbank Plains Road, via a 17m wide collector road, is also proposed, however it is noted that access is restricted to left in left out.

o Vehicle access to the proposed sports park will be via a 17m wide collector road, which connects to the primary access road via a roundabout.

· Roadworks – In order to facilitate the trunk works required along Redbank Plains Road, the applicant is proposing land dedication along this frontage, as shown on the proposal plans. The dedication area is approximately 0.307ha and will accommodate a two (2) lane road upgrade to Redbank Plains Road and future bus stops. It is noted that additional land along Redbank Plains Road is also proposed to be dedicated as road reserve to facilitate the AUL at both entries into the site.

· Public Transport – the applicant has nominated a bus route through the site utilising the collector road network. Two (2) future bus stops are nominated along the route to ensure a stop is located within a 400 metre walking radius of all proposed lots. One (1) of these stops is located adjacent to the proposed sports park.

· Built Design – The proposed layout includes a number of lots adjacent to Redbank Plains Road which gain access via internal roads. The POD includes requirements to ensure houses on these lots address Redbank Plains Road.

· Noise - The applicant has undertaken acoustic reporting, given the site adjoins Redbank Plains Road. The reporting includes acoustic requirements for lots adjacent to Redbank Plains Road. Conditions are recommended to ensure compliance with the recommendations of the acoustic reporting are achieved.

· Odour – Owing to the sites proximity to special industries (i.e. Composting and Landfills), the applicant was required to undertake odour reporting for the subject site. The original odour report submitted was peer reviewed, which raised a number of concerns requiring the applicant to undertake further reporting. In providing the additional reporting the applicant has demonstrated that the number of days per annum where residents may be exposed to odour is within the parameters of the Environmental Protection Act.

· Air Quality - The applicant has demonstrated that resident exposure to dust is lower than the parameters of the Environmental Protection Act.

· Environmental Values - The applicant has nominated retention of vegetation which is contained within the future conservation lot (marked up on Approved Plans by Council), which will ultimately provide buffer for air quality. The conservation lots will also result in connected conservation areas from the south to north per the new planning scheme Local Area Framework outcomes. In addition, vegetation is to be retained within the detention basin and rehabilitation is to occur along the batters and to the creek buffer where located within the development site. Conditions are recommended to ensure compliance.

· Open Space / Conservation-

o Conservation land – land to the west of the subject site (proposed Lot 1003) is to be provided to Council for conservation purposes. This land is considered to be discard and is to be transferred to Council free of cost.

o Sports Park – proposed Lot 1000, was proposed to be dedicated to Council within Stage 9 of the development. It is noted that this open space is identified within the Local Government Infrastructure Plan as being delivered (both land and embellishments) by 2021. The land size and shape proposed by the applicant, being approximately 6.048ha, is considered appropriate on the basis that the applicant has adequately demonstrated that it can be embellished to meet the desired standards of service. Given the anticipated delivery time, a condition is recommended to be included to require the dedication of the park prior to the plan sealing of Stage 5. The dedication will require the lot to be formed and embellishments (excluding the club house) to be provided by the applicant, noting that the applicant will be entitled to an offset against their infrastructure charges.

It is noted that the retaining wall to east of the entry road, within the Sports Park, is to be two tiered, with a decorative treatment, have a minimum 1m step with low maintained vegetation and any safety fencing required. Conditions are recommended to ensure the desired outcome is achieved.

o City Wide Linear Park - Proposed Lots 1001 and 1004 adjoin the Six Mile Creek and forms part of the City Wide Linear Park. It is noted that the majority of these lots are affected by Q20 and therefore only approximately 829m² is eligible for an offset.

· Small Lots - The proposal includes a number of lots under 450m², however given the sites proximity to the general store at 580 Redbank Plains Road, Redbank Plains, this is considered to be acceptable.

· Dual Occupancies – The applicant has nominated a number of dual occupancy lots on the POD. These lots are primarily located on corner allotments and have a site area 800m² or larger. The dual occupancies will be required to comply with the current scheme provisions.

· Former Mining – the land is subject to a mining fault and accordingly the applicant has submitted a Geotechnical Report to justify the proposed lot layout. The report identified that the proposed lot location and orientation, retaining wall location and roads through the fault are acceptable and complies with the Geotechnical Report. However, proposed Lots 67-81 and Lots 105-119 do contain building exclusion areas (generally in the back of lots) to satisfy the requirements of the Geotechnical Report. Conditions are recommended to ensure compliance.

· Schedule 2 listed Building – The applicant is proposing to relocate the Schedule 2 listed ‘Turf Farm House’ to proposed Lot 900, adjacent to the Sports Ground. The house has been orientated on proposed Lot 900 to address the road, being to the entry road into the sports park. The proposed relocation is considered to be an acceptable outcome and ensures its preservation whilst allowing for a suitable lot layout.

· Bushfire Risk – The POD identified lots which are subject to bushfire risk. These lots include setback requirements as a result of addressing bushfire risk. It is noted that no management within the conservation or open space lots is required to mitigate the bushfire risk to these lots.

Legal/Policy Basis

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

Planning Act 2016

Planning Regulation 2017

RISK MANAGEMENT IMPLICATIONS

A risk to Council exists should the proposal not be determined in accordance with legislative requirements. The assessment and subsequent recommendations have been prepared to minimise the risk.

Financial/RESOURCE IMPLICATIONS

There are no resource implications associated with this report.

COMMUNITY and OTHER CONSULTATION

Referral Agency:

The application required referral to the Department of State Development, Manufacturing, Infrastructure and Planning (DSDMIP). The development application referral was assessed by the State Assessment and Referral Agency (SARA). Following an assessment against the State Development Assessment Provisions, SARA determined that the application complied with the state’s assessment benchmarks for state transport infrastructure under the Planning Regulation 2017. SARA’s response dated 13 March 2019 advised that they did not object to the development subject to conditions. The conditions relate to the provision of road works comprising an additional eastbound through lane at the eastern intersection of the Cunningham Highway – Redbank Plains Road.

Public Notification:

The applicant undertook public notification from 27 May 2109 to 9 July 2019. No submissions were received during public notification.

Conclusion

An assessment of the proposed Material Change of Use for Preliminary Approval including a Variation Request to vary the effect of the Ipswich Planning Scheme in accordance with section 50(3) of the Planning Act 2016 {in accordance with the Land Use/Precinct Plan (Large Lot Residential to Residential Low Density (RL2), Recreation and Conservation Zone)}, Reconfiguring a Lot - One (1) lot into two hundred and sixty-three (263) residential lots plus conservation, open space, drainage and roads over nine (9) stages and Carrying out building work not associated with a Material Change of Use (Relocation of a Schedule 2 listed dwelling) at 639 Redbank Plains Road, Redbank Plains, has been undertaken and it has been determined that the proposed development generally complies with the assessment benchmarks or can be conditioned to comply as outlined in the attached Statement of Reasons. It is therefore recommended that this development application be decided in accordance with the recommendations and attachments of this report.

Attachments and Confidential Background Papers

1.	Statement of Reasons ⇩
2.	Proposal Plans ⇩
3.	Referral Agency Response ⇩

Nikki Morrison

Senior Planner (Development)

I concur with the recommendations contained in this report.

Michael Simmons

Team Coordinator (West)

I concur with the recommendations contained in this report.

Anthony Bowles

Acting Development Planning Manager

I concur with the recommendations contained in this report.

Brett Davey

Acting General Manager - Planning and Regulatory Services

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

Growth and Infrastructure Committee

Meeting Agenda

12 November

2019

Doc ID No: A5870521

ITEM: 4

SUBJECT: Proposed amendment to delegation - Exercise the Powers of Council under the Economic Development Act 2012

AUTHOR: Acting Development Planning Manager

DATE: 29 October 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

That the delegation, ‘Exercise the Powers of Council under the Economic Development Act 2012’ from Council to the Chief Executive Officer be amended, as detailed in Attachment 3.

RELATED PARTIES

There are no related party matters associated with this report.

Advance Ipswich Theme

Managing growth and delivering key infrastructure

Purpose of Report/Background

The Ripley Valley Urban Development Area was declared on 8 October 2010 and covers a total area of 4680 hectares. Part of the Ripley Valley area (principally within the original Ripley Township and part of Deebing Heights, including Paradise Heights Estate), were not included in the UDA declaration.

In February 2013, the Urban Land Development Act 2007 (ULDA Act) was repealed and replaced with the Economic Development Act 2012 (ED Act). From then on, land areas identified for priority development were referred to as Priority Development Areas (PDAs), not Urban Development Areas (UDAs), and existing UDAs were transitioned to PDAs under the ED Act.

From 30 September 2013, ICC has been responsible for assessing development applications within the PDA. All development applications within the PDA are assessed against the Ripley Valley Development Scheme under the ED Act.

On 17 October 2019, the MEDQ advised Council that a new Instrument of Delegation and Direction (IoDD) in favour of the Council had been signed and will take effect with the anticipated proclamation of the Economic Development and Other Legislation Amendment Act 2019 (EDOLAA), which is expected to occur on 9 December 2019. The letter from the MEDQ and signed IoDD are attached (Attachment 1 and 2)

The new IoDD relates to development assessment powers and functions, new powers under the EDOLLA provisions to issue PDA exemption certificates and to undertake enforcement actions.

The delegation ‘Exercise the Powers of Council under the Economic Development Act 2012’ must be amended to reflect the IoDD.

Legal/Policy Basis

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

Local Government Act 2009

Economic Development Act 2012

RISK MANAGEMENT IMPLICATIONS

If the recommendation is not adopted, sub-delegations to Council officers will be unable to be amended, and therefore Council officers will be unable to decide development applications or perform development compliance functions in the Ripley PDA. This is a particular risk when amendments to the Economic Development Act 2012 take effect, and erode the effectiveness of existing delegations and sub delegations.

There are further risk management implications associated with the execution of the powers and responsibilities associated with this delegation. These will need to be mitigated through the appropriate sub delegation of powers to officers (including conditions as required), and the exercise of these powers in accordance with the relevant policy and procedure framework.

Financial/RESOURCE IMPLICATIONS

None.

COMMUNITY and OTHER CONSULTATION

Officers from Development Planning Branch met with officers from EDQ on 5 July 2019 regarding the proposed IoDD. Council also provided written comments on 23 and 24 September 2019. On 17 October 2019, EDQ advised that the comments from Development Planning Branch had been received. EDQ considered that the matters raised could be addressed without amendments to the proposed IoDD.

Conclusion

As noted above, on 17 October 2019, the MEDQ advised Council that a new Instrument of Delegation and Direction (IoDD) in favour of the Council had been signed and will take effect with the anticipated proclamation of the Economic Development and Other Legislation Amendment Act 2019, which is expected to occur on 9 December 2019. Amendments are required to the delegation ‘Exercise the Powers of Council under the Economic Development Act 2012’ to ensure Council officers are able to carry out development and compliance activities in the Ripley PDA.

Attachments and Confidential Background Papers

1.	MEDQ letter to Ipswich City Council - Ripley Valley PDA IoDD ⇩
2.	IoDD in favour of Ipswich City Council ⇩
3.	Exercise the Powers of Council under the Economic Development Act 2012 ⇩

Anthony Bowles

Acting Development Planning Manager

I concur with the recommendations contained in this report.

Brett Davey

Acting General Manager - Planning and Regulatory Services

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

Growth and Infrastructure Committee

Meeting Agenda

12 November

2019

Doc ID No: A5874954

ITEM: 6

SUBJECT: Court Action Status Report

AUTHOR: Acting Development Planning Manager

DATE: 31 October 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

That the report be received and the contents noted.

RELATED PARTIES

The related parties, being the appellants associated with any court actions, are detailed in the attachment to this report.

Advance Ipswich Theme

Strengthening our local economy and building prosperity

Managing growth and delivering key infrastructure

Caring for our community

Caring for the environment

Listening, leading and financial management

Purpose of Report/Background

In addition to the current court actions, there is one (1) other significant matter of dispute that the Planning and Development Department is currently involved with. At Council’s meeting on 13 November 2018, it was resolved to amend the Ipswich Planning Scheme (Planning Scheme Major Amendment Package 02/2018) by making amendments to Part 14 – Springfield Structure Plan. Springfield City Group has made representations to the State Government that the amendments as adopted by Council should not be approved and has suggested alternative wording regarding the rights and responsibilities of developers and land owners within the Springfield Structure Plan area.

As a consequence of this dispute, the State Government facilitated a without prejudice discussion on 28 February 2019 between Springfield City Group and Council officers. The matter was not resolved at this meeting and it was determined that further discussions would be required prior to the State Government determining the outcome. The formal process surrounding this is presently on hold whilst ongoing discussions occur.

Legal/Policy Basis

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

Local Government Act 2009

Planning Act 2016

Planning and Environment Court Act 2016

RISK MANAGEMENT IMPLICATIONS

There are no risk management implications associated with this report.

Financial/RESOURCE IMPLICATIONS

There are no resourcing or budget implications associated with this report.

COMMUNITY and OTHER CONSULTATION

The contents of this report did not require any community consultation.

Conclusion

The Planning and Regulatory Services Department are currently involved with a number of current court related matters. Attachment 1 to this report provides a current status with respect to these matters.

Attachments and Confidential Background Papers

1.	Court Action Status Report ⇩

Anthony Bowles

Acting Development Planning Manager

I concur with the recommendations contained in this report.

Brett Davey

Acting General Manager - Planning and Regulatory Services

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

Growth and Infrastructure Committee

Meeting Agenda

12 November

2019

Doc ID No: A5875103

ITEM: 7

SUBJECT: Exercise of Delegation

AUTHOR: Acting Development Planning Manager

DATE: 31 October 2019

Executive Summary

This is a report concerning applications that have been determined by delegated authority for the period 29 August 2019 to 31 October 2019.

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

That the report be received and the contents noted.

RELATED PARTIES

· There are no related parties associated with the recommendation as the development applications have already been determined.

Advance Ipswich Theme

· Strengthening our local economy and building prosperity

· Managing growth and delivering key infrastructure

· Caring for our community

· Caring for the environment

· Listening, leading and financial management

Purpose of Report/Background

The following delegations (and associated sub-delegations) contain a requirement for the noting of applications determined by delegated authority:

· Approval of Plans for Springfield

· Determination of Development Applications, Precinct Plans, Area Development Plans and Related Matters

· Exercise the Powers of Council under the Economic Development Act 2012

· Implementation of the Planning and Development Program

· Exercise the Powers of Council under the Planning Act 2016

Legal/Policy Basis

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

Local Government Act 2009

Planning Act 2016

Economic Development Act 2012

RISK MANAGEMENT IMPLICATIONS

There are no risk management implications associated with this report.

Financial/RESOURCE IMPLICATIONS

There are no resourcing or budget implications associated with this report.

COMMUNITY and OTHER CONSULTATION

The contents of this report did not require any community consultation. In the event that the development applications listed in this report triggered ‘impact assessment’ pursuant to the Ipswich Planning Scheme, public notification was undertaken as part of the development application process in accordance with any legislative requirements and matters raised in any submissions and were addressed in the respective development assessment reports.

Conclusion

The Planning and Regulatory Services Department is responsible for the assessment and determination of development applications. Attachment 1 to this report provides a list of development applications that were determined by delegated authority for the period 29 August 2019 to 31 October 2019.

Attachments and Confidential Background Papers