Agenda of Infrastructure, Planning and Assets Committee

Item No.	Item Title	Page No.
	Confirmation of Minutes
1	Confirmation of Minutes of the Infrastructure, Planning and Assets Committee No. 2025(06) of 22 July 2025	7
	Officers’ Reports
2	iGO Ipswich Transport Strategy 2025	20
3	Personal Tributes in Council's Open Space and Road Network - Assessment of Application for Mrs Doris Jeffrey	32
4	Asset and Infrastructure Services Department Capital Delivery Report June 2025	50
5	Planning and Environment Court Action Status Report	74
6	Exercise of Delegation Report	79
	Notices of Motion
	Matters Arising
	Questions / General Business

Infrastructure, Planning and Assets Committee

Meeting Agenda

19 August

2025

Infrastructure, Planning and Assets Committee NO. 2025(06)

22 July 2025

Minutes

COUNCILLORS’ ATTENDANCE AT COMMENCEMENT:

Councillor Andrew Antoniolli (Chairperson); Councillors Pye Augustine, David Martin and Jim Madden

Adjourn Meeting

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Councillor Jim Madden:

That the meeting be adjourned at 9.11 am to reconvene at 9.25 am.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Augustine

Martin

Madden

The motion was put and carried.

The meeting reconvened at 9.26 am.

COUNCILLORS’ ATTENDANCE WHEN MEETING RECONVENED:

Councillor Andrew Antoniolli (Chairperson); Deputy Mayor Nicole Jonic, Councillors Pye Augustine, David Martin and Jim Madden

COUNCILLORS’ APOLOGIES:

Mayor Teresa Harding, Councillor Marnie Doyle and Councillor Paul Tully (Deputy Chairperson)

OFFICERS’ ATTENDANCE:

Chief Executive Officer (Sonia Cooper), General Manager Asset and Infrastructure Services (Seren McKenzie), General Manager Planning and Regulatory Services (Brett Davey), General Manager, Corporate Services (Matt Smith), General Manager Community, Cultural and Economic Development (Ben Pole), Acting General Manager Environment and Sustainability (David McAlister), Chief Financial Officer (Christina Binoya), Manager, Works and Field Services (Sonia Gollschewski), Field Services Manager (Michael Jordan), Manager, Development Planning (Justin, Bougoure), Precinct Director (James Hepburn), Manager Media, Communications and Engagement (Mark Strong), Senior Media Officer (Darrell Giles), Manager, Infrastructure Strategy (Tony Dileo), Infrastructure Strategy and Planning Manager (Mary Torres), Theatre Technician (Max Moylan)

Leave of Absence

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Deputy Mayor Nicole Jonic:

That a leave of absence be granted for Mayor Teresa Harding and Councillor Marnie Doyle for the Infrastructure, Planning and Assets Committee.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

Leave of Absence

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Councillor David Martin:

That a leave of absence be granted for Councillor Paul Tully for the Infrastructure, Planning and Assets Committee.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

Welcome to Country or Acknowledgement of Country

Councillor Andrew Antoniolli (Chairperson) delivered the Acknowledgement of Country

DECLARATIONS OF INTEREST IN MATTERS ON THE AGENDA

Nil

Matter deferred to later in the meeting

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Deputy Mayor Nicole Jonic:

That Item 1 titled Intersection of Redbank Plains Road and Greenwood Village Road, Redbank Plains, be deferred for consideration until after Item 10.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

BUSINESS OUTSTANDING

MATTERS ON NOTICE - SPORTS FACILITY FENCING AND ELECTRICAL SWITCHBOARD IMPROVEMENT FOR FLOOD RESILIENCE

Councillors Pye Augustine, Marnie Doyle and Jim Madden raised queries regarding the costings associated with the fencing. These questions were raised in the 20 May 2025 meeting.

A. The costing in relation to the part of the fencing that wasn’t repaired for Ipswich Knights Facility (excluding the drop down fencing) be clarified.

B. The terms of the funding in terms of the recovery work for the Build Back Better Concept be clarified and provided to all councillors.

C. The status on the fence in relation to the Ivor Marsden Cricket Fields (external fence on Old Toowoomba Road) be provided to all councillors.

Councillor Jim Madden raised a query in relation to point C seeking clarification that temporary fencing had been erected at the number 1 cricket field at Ivor Marsden Cricket Fields to stop vehicles being able to drive onto the cricket pitch from Old Toowoomba Road.

RESPONSE:

Response for Recs A and C and Cr Madden’s further query provided to councillors via email on 20 June 2025 from Seren McKenzie.

Response for Recommendation A:

Ipswich Knights Soccer Club requested landowner consent to replace existing damaged fencing with a new 1.8 m high chain-wire hinged fence to allow fences to be dropped prior to any future flooding (blue lines below – yellow is new bollards and gate/slip rail gate). Knights have been approved to receive $15,000 from ICC towards the replacement and are seeking additional external grant funding – total quoted cost is $39,420 ex GST. The club were proposing to pay for all remaining costs for this installation and for ongoing maintenance.

Response for Recommendation C and further request from Cr Madden

A package of works has been identified for outstanding works for impacted facilities. Fencing is the #1 priority - this includes the fencing at Ivor Marsden Cricket Fields. The fencing works has been scoped and is on track for completion at Ivor Marsden Cricket Fields by end July, prior to the commencement of the cricket season.

Regarding concerns of hoons and vandalism of the main field, there are bollards and rails that prevent access to the main field – these have been checked and remain intact and functional.

Response for Recommendation B provided by CEO in email to all councillors on 10 June 2025:

Response for Recommendation B

In response to this question, I have been advised that category C and D funding for the 2022 event was provided on the basis of like for like and did not include resilience or build back better funding.

Disaster Relief Funding Arrangements (DRFA) Category C and D package

This package includes funding for business and industry support, housing and accommodation, assistance for primary producers and rural landholders, funding to address community development, health and wellbeing and assistance for impacted community, sporting and recreational not-for-profit organisations.

The team did scope some resilience improvements following assessment of damage from the 2022 event, however, unfortunately these were not able to be delivered due to funding limitations provided to council.

For the 2025 event the Queensland Reconstruction Authority has not yet released guidelines for Category C and D funding.

Notwithstanding that there is not funding to build back better through the DRFA, there may be opportunities for sporting groups and organisations to apply for funding for resilience improvements through other funding programs, such as the community benefit gambling fund for example.

Item 1 was considered after Item 10.

***1. Intersection of Redbank Plains Road and Greenwood Village Road, Redbank Plains

This is a report concerning the intersection of Redbank Plains Road and Greenwood Village Road, Redbank Plains (the intersection), which has a Development Application condition for the closure of the right hand turn out of Greenwood Village Road onto Redbank Plains Road.

On 22 August 2024 Council resolved “That a further report be prepared to examine all alternatives to full prohibition of right turns at the corner of Greenwood Village Road and Redbank Plains Road”.

Councillor Jacob Madsen (Observer) arrived at the meeting at 9.58 am.

Recommendation

Moved by Councillor Pye Augustine:

Seconded by Deputy Mayor Nicole Jonic:

A. That the report be received.

B. That Council note the recommendation to reduce the speed on Redbank Plains Road to 60 km/hr and proceed with the implementation of the developer delivered works to ban the right hand turn out of Greenwood Village Road.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

Councillor David Martin proposed a further motion in relation to Item 1 for Redbank Plains Road to become a State controlled road and that Department of Transport and Main Roads be responsible for the future maintenance and upgrades of the road.

Deputy Mayor Nicole Jonic proposed a variation to the motion to also include Augusta Parkway and Sinnathamby Boulevard Bridge.

Recommendation

Moved by Councillor David Martin:

Seconded by Deputy Mayor Nicole Jonic:

That the Chief Executive Officer, on behalf of Council, write to the Director General of the Department of Transport and Main Roads seeking that Redbank Plains Road, Augusta Parkway and Sinnathamby Boulevard Bridge become State controlled infrastructure and that the Department be responsible for future maintenance and upgrades.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

2. Response To Petition - Resume the Maintenance of Bremervale Park

This report addresses the petition received at the Council meeting on 19June 2025 titled “Resume the maintenance of Bremervale Park Ipswich Qld”. Parts of the park are classified as natural bushland, with the majority of the park being maintained as accessible parkland with regular maintenance to a local park standard.

Recommendation

Moved by Councillor Pye Augustine:

Seconded by Councillor Andrew Antoniolli:

A. That Council continue to provide services according to the current maintenance standards.

B. That Council continue to provide services to the reviewed park footprint.

C. That Council notify the petitioner of the outcome and the maintenance standards for Bremervale Park.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

2.1. Matter on Notice - Invasive Weed Control - Bremervale Park

Councillor Pye Augustine queried the management of invasive weeds at Bremervale Park, namely the castor oil plant and ivy weed.

General Manager, Asset and Infrastructure Services to provide the committee with a response on how Council is managing weeds at the Bremervale Park site.

3. Response to Petition - Request for Memorial to Honour Finn Martland

This is a report concerning a petition requesting Council consider a memorial, to honour the late Finn Martland.

Recommendation

Moved by Deputy Mayor Nicole Jonic:

Seconded by Councillor David Martin:

A. That the contents of the report be received and noted.

B. That Council not support the naming request or personal tribute application for the naming of the existing pedestrian bridge crossing at Albert Street, Rosewood in memory of the late Finn Martland.

C. That the chief petitioner be advised of the outcome of this report.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

Confirmation of Minutes

4. Confirmation of Minutes of the Infrastructure, Planning and Assets Committee No. 2025(05) of 10 June 2025

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Councillor Pye Augustine:

That the minutes of the Infrastructure, Planning and Assets Committee held on 10 June 2025 be confirmed.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

Officers’ Reports

5. Capital Investment in Provisional Projects - Procedure

This is a report concerning the Capital Investment in Provisional Projects Procedure.

Recommendation

That the report be received and the contents noted.

Councillor Antoniolli (Chairperson) requested that Item 5 be laid on the table for consideration at a future meeting.

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Councillor David Martin:

That Item 5 titled Capital Investment in Provisional Projects - Procedure be laid on the table for consideration at a future meeting.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

6. Provisional Projects Approval

This is a report seeking Council consideration of, and capital funding for, the Provisional Projects listed in this report.

The projects have been suggested by the Division 4 Councillors for assessment against the Capital Investment in Provisional Projects Policy.

The projects noted in this report have been assessed by the Asset and Infrastructure Services Department and are considered consistent with the policy and are tabled for consideration by Council to progress.

Recommendation

Moved by Councillor Jim Madden:

Seconded by Councillor David Martin:

That Council approve the Provisional Projects listed below and progress to design and construction, in accordance with the Capital Investment in Provisional Projects Policy:

1. Division 4 – Installation of a Speed Awareness Sign along Arthur Summervilles Road, Karalee $20,000

2. Division 4 – Installation of a Speed Awareness Sign along Diamantina Boulevarde, Brassall $20,000

3. Division 4 – Installation of new BMX Jumps, Sarah Drive Park, Yamanto $20,000.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

7. Asset and Infrastructure Services Department Capital Delivery Report May 2025

This is a report concerning the performance of the capital delivery by the Asset and Infrastructure Services Department for the month of May 2025.

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Councillor David Martin:

That the report on capital delivery by the Asset and Infrastructure Services Department for the month of May 2025 be received and the contents noted.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

8. Proposed District Sport Park Naming - Goolpahjo Harry Thompson Senior Park

This is a report concerning the naming of a District Sports Park in the Providence Estate, South Ripley. The park is under construction and once completed it is to be dedicated to Council. The park has been informally referred to as the ‘Centenary Sportsfields’, it is proposed to formally name the park ‘Goolpahjo Harry Thompson Senior Park’.

“The attachment/s to this report are confidential in accordance with section 254J(3)(g), (f) of the Local Government Regulation 2012.”

Recommendation

Moved by Councillor Pye Augustine:

Seconded by Deputy Mayor Nicole Jonic:

That the District Sport Park in Providence Estate (7000 Harmony Crescent, South Ripley) be named ‘Goolpahjo Harry Thompson Senior Park’.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

9. Exercise of Delegation Report

This is a report concerning applications that have been determined by delegated authority for the period 6 May 2025 to 1 July 2025.

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Councillor Jim Madden:

That the Exercise of Delegation report for the period 6 May 2025 to 1 July 2025 be received and the contents noted.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

10. Planning and Environment Court Action Status Report

This is a report concerning a status update with respect to current court actions associated with development planning applications.

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Councillor David Martin:

That the Planning and Environment Court Action status report be received and the contents noted.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

At this time Item 1 titled Intersection of Redbank Plains Road and Greenwood Village Road, Redbank Plains was considered.

NOTICES OF MOTION

Nil

MATTERS ARISING

Nil

QUESTIONS / GENERAL BUSINESS

At this time, Councillor David Martin proposed a further motion in relation to Item 1.

Commencement of Next Meeting

Recommendation

Moved by Councillor Andrew Antoniolli:

Seconded by Councillor David Martin:

That the Finance and Governance committee commence at 10.38 am.

AFFIRMATIVE NEGATIVE

Councillors: Councillors:

Antoniolli Nil

Jonic

Augustine

Martin

Madden

The motion was put and carried.

PROCEDURAL MOTIONS AND FORMAL MATTERS

The meeting commenced at 9.10 am.

The meeting adjourned at 9.11 am

The meeting reconvened at 9.26 am.

The meeting closed at 10.18 am.

*** Amended Council Ordinary Meeting of 30 July 2025

Infrastructure, Planning and Assets Committee

Meeting Agenda

19 August

2025

Doc ID No: A11595030

ITEM: 2

SUBJECT: iGO Ipswich Transport Strategy 2025

AUTHOR: Principal Transport Planner

DATE: 29 July 2025

Executive Summary

This is a report concerning the completion of the major review of the City of Ipswich Transport Plan (2016) (iGO), and the key features of the re-branded iGO Ipswich Transport Strategy 2025 (iGO Strategy) for Council endorsement consideration.

Recommendation/s

That Council approve the iGO Ipswich Transport Strategy 2025 Summary Report and the iGO Ipswich Transport Strategy 2025 Technical Report.

RELATED PARTIES

There was no declaration of conflicts of interest.

ifuture Theme

Vibrant and Growing

Purpose of Report/Background

Adopted in 2016, the City of Ipswich Transport Plan (branded as ‘iGO’) was Council’s first integrated transport plan which outlined Council’s aspirations to advance the city’s transport system to accommodate a future population of 435,000 people. It was a citywide, long term and high-level aspirational document that provided the overarching guidance and direction on how to overcome transport issues and challenges to achieve the identified transport vision, objectives and mode share target for Ipswich. iGO, along with its supporting Network Action Plans and Operational Guidelines, guide all of Council’s subsequent transport and traffic planning activities, including the development of Council’s Capital Works Programs, the Planning Scheme and development of transport planning advice.

iGO Major Review Project

In the 2021-2022 Financial Year (FY), a business case was developed to justify undertaking a major review of iGO and in 2022-2023 FY, operational funding was received to commence the project with delivery expected over three (3) financial years. In September 2022, engineering consultancy firm ARUP were engaged to assist Council with delivering the major review.

The iGO major review project was broken into three project phases (Part A, B and C) (refer Figure 1).

A diagram of a strategy

AI-generated content may be incorrect.

Figure 1: iGO Major Review Project Phases

Part A of the project included background research, a performance review of the 2016 iGO and identification of updated transport opportunities and challenges.

Part B of the project involved the development of a revised iGO document hierarchy, new vision, objectives and performance indicators, transport modelling of future transport scenarios, identification of new strategic directions for transport in Ipswich and a new iGO delivery and monitoring framework. Included in Part B works, transport modelling firm Jacobs were specifically engaged in June 2023 to deliver the modelling components of the project. The outcome of all Part A and Part B technical work was consolidated into seven (7) supporting working papers.

Part C of the project, Strategy Finalisation, involved the development of strategic mapping, drafting of the iGO Ipswich Transport Strategy 2025 Summary Report and background Technical Report, corporate branding and internal briefing activities.

Extensive project engagement activities were undertaken alongside technical work to inform and guide each phase of the project, and these are further described in the consultation and communication section of this report.

iGO Ipswich Transport Strategy 2025

Council officers have now completed the iGO major review project and the re-branded iGO Ipswich Transport Strategy 2025 is ready for consideration of Council endorsement (refer Attachments 1 and 2).

Key Components

The iGO Strategy Summary Report generally comprises of the following key components:

· Strategic Context

· Our Existing Transport Network and Forecast Demands

· Challenges and Opportunities

· Vision and Objectives

· Strategic Directions and Approaches

· Delivery and Monitoring

For ease of reference, a more detailed summary of the key components of the iGO Strategy Summary Report are outlined in Table 1 (below and over).

Table 1: iGO Strategy Summary Report – Key Components

ELEMENT	DETAILS / COMMENTS	MORE INFORMATION
INTRODUCTION	· Context behind the major review of iGO · Role of the refreshed iGO Strategy	Page 3 in Attachment 1
STRATEGIC CONTEXT	PLANNING AND POLICY ALIGNMENT · Relationship with Local, State and Federal Planning and Policy IPSWICH AT A GLANCE · Summary of physical and demographic characteristics of the Ipswich LGA · Population growth forecast	Pages 4 - 5 in Attachment 1
OUR TRANSPORT NETWORK	· Identifies the existing road, public transport and active transport networks across the LGA · Daily trips estimated to rise from approximately 800,000 in 2019, to approximately 2,000,000 daily trips by 2046. · Freight demand to more than double by 2046.	Pages 6-12 in Attachment 1

ELEMENT	DETAILS / COMMENTS	MORE INFORMATION
CHALLENGES AND OPPORTUNITIES	CHALLENGES AND OPPORTUNITIES · Active transport, health and wellbeing · Growth and built form · Natural environment · Public and community transport · Vibrant places · Network resilience · Accessibility and inclusivity · Affordability · Decarbonisation · Freight · Safety and security TRANSPORT TRENDS AND TECHNOLOGY · Demand responsive transport · Decarbonising transport · E-mobility · Connected and Autonomous Vehicles	Pages 14-16 in Attachment 1
VISION	VISION “Our vision is for a transport system in Ipswich that supports a thriving and liveable city, providing access to opportunity and travel choices for all, and managing growth in a sustainable manner”. SUPPORTING STATEMENT Serving as a catalyst for positive change in the Ipswich region, our transport network will be characterised by quality walking, cycling and public transport connections, a sustainable road network, a new Bremer River crossing, and infrastructure that recognises Ipswich’s role as South-East Queensland’s pre-eminent freight hub.	Pages 18-23 in Attachment 1
OBJECTIVES	VIBRANT AND GROWING · Connected · Vibrant Places · Productive SAFE, INCLUSIVE AND CREATIVE · Safe and Secure · Inclusive · Healthy and Well NATURAL AND SUSTAINABLE · Nature · Climate · Resilience TRUSTED AND LEADING ORGANISATION · Leadership · Financial Responsibility and Risk	Pages 20-23 in Attachment 1

ELEMENT

DETAILS / COMMENTS

MORE INFORMATION

STRATEGIC DIRECTIONS

SUPPORT A SHIFT TOWARDS MORE SUSTAINABLE TRANSPORT

· Progressively grow and enhance the passenger transport network

· Improve local footpath and active transport network connectivity

· Change our travel behaviour and manage travel demand

SUPPORT COMPLETE NEIGHBOURHOODS

· Encourage growth near transit and existing infrastructure

· Create vibrant and amenable activity centres

SUPPORT ECONOMIC GROWTH AND ACTIVITY

· Ensure efficient movement to business and industry

CREATE SAFER AND MORE EQUITABLE OUTCOMES FOR USERS

· Evolve council planning and designing practices to address the needs of people with a mobility or physical disability

· Enhance focus on personal security and perceptions of safety

· Address road safety

PROTECT THE ENVIRONMENT AND CREATE A MORE RESILIENT NETWORK FOR FUTURE GENERATIONS

· Evolve our mindset from environmental impact mitigation to nature-positive thinking

· Work towards the transition to net zero transport through reducing user and embodied carbon

· Enhance greening and connection to natural areas and local places

· Improve disaster and emergency event resilience and recovery

ESTABLISH A FRAMEWORK TO DELIVER THE VISION

· Develop an iGO Implementation Program

· Refine our transport advocacy priorities

· Evolve our transport practices and processes

· Leverage the 2032 Brisbane Olympic and Paralympic Games opportunity

· Explore alternative funding mechanisms

Pages 24-35 in Attachment 1

DELIVERY AND MONITORING

DELIVERY FRAMEWORK

· Introduces the iGO Strategy Delivery Framework

· Introduces the iGO Implementation Program

DELIVERY MECHANISMS

· Identifies the key delivery mechanisms required to maximise the chances of success in achieving the vision and objectives

MEASURING SUCCESS

· 11 Performance Indicators linked to the strategy objectives

Pages 36-40 in Attachment 1

Key Changes

A summary of the key structural changes made to the iGO Strategy (in comparison to the 2016 version of iGO) are identified in Table 2.

Table 2: Summary of Key iGO Changes

	BEFORE	AFTER
Name	iGO - City of Ipswich Transport Plan 2016	iGO Ipswich Transport Strategy 2025
Planning Horizon	435,000 people (no time horizon)	Approx. 533,000 people (2046)
Alignment	Aligned to Advance Ipswich, Council’s previous corporate plan	Aligned to iFuture, its four themes and the new Ipswich City Plan 2025
Role	Tried to do everything - Covered policy, transport network planning and actions	Focuses only on policy – 6 strategic directions and 18 ‘approaches’ to deliver the strategic directions. The supporting iGO Network Action Plans articulate mode or subject matter specific network planning and actions and the supporting iGO Guidelines address transport operational activities/ matters.
Structure	Mode specific – e.g. road, active transport, public transport, parking, freight etc.	Outcome based – e.g. connected, productive, safe, inclusive, healthy and well, resilient etc.
Measures of Success	Mode Share Targets and delivery of iGO Actions	11 Performance Indicators linked back to the strategy objectives to measure against desired outcomes rather than just action delivery
Implementation	Actions delivered based on the suggested priority/ timing within the relevant iGO document and as resources allowed.	Introduces an ‘iGO Implementation Program’ – An agile mechanism to focus efforts and prioritise all iGO related actions across all iGO Network Action Plans based on strategic direction alignment, the biggest impact/ influence and available resources to better inform team business planning/ activities and Operational / Capital budget submissions.

iGO’s transition to a ‘strategy’ rather than a ‘plan’ aligns with Council’s corporate publication requirements and Strategy Development Administrative Directive. It also facilitates document longevity, allowing for major reviews to be less frequent.

Further, it is proposed that the ‘iGO’ brand remains with the new strategy, as it provides a strong community ‘line of sight’ between Council’s transport strategy and its deliverables, collaboration activities and advocacy efforts.

Legal IMPLICATIONS

Not Applicable

policy implications

The iGO strategy is intended to replace the iGO – City of Ipswich Transport Plan 2016 as one of Council’s priority strategies that guide the long-term, city-wide strategic direction of the organisation.

The purpose of the iGO Strategy can broadly be broken into three areas of influence:

· Guide: The iGO Strategy is a reference document for strategic planners and infrastructure practitioners, both internally and externally to Council, to guide transport policy, programs, prioritisation, investment and advice. It can be used as a catalyst towards a more prosperous and connected city. The iGO Strategy looks to influence projects as well as outline how small or large efforts by Council can help achieve the transport outcomes needed to sustain the city into the future.

· Advocate: The iGO Strategy is a critical tool for influencing other levels of government and other transport agencies. With a strong advocacy message to key external stakeholders, the iGO Strategy can act as an endorsed source of truth and reference when it comes to understanding Council’s transport direction for the future.

· Promote: The transport task is not only solved by building more infrastructure. The iGO Strategy plays an important role in influencing positive travel behaviour change and instilling a more sustainable transport culture in the community, and in transport practitioners. Long-term strategic plans such as the iGO Strategy are an important part of promoting smarter travel within the Council as an organisation as well as to key stakeholders and the community.

A new iGO Strategy delivery framework has also been developed which identifies the relationship between the Ipswich community vision defined in iFuture, Council’s Planning and Performance Framework, other key Council corporate publications and how the iGO Strategy is to be delivered and monitored (refer Figure 2, over).

Supporting the updated iGO Strategy are the iGO Network Action Plans (iGO NAPs). The iGO NAPs will continue to play a key role in providing more detail, network planning and actions for specific transport modes and themes. A small number of new or updated iGO NAPs have been identified for development and these will be progressed by council officers as priorities and circumstances allow.

An iGO Implementation Program has also been introduced and it will be a critical enabler of the iGO Strategy by facilitating more effective prioritisation of actions to be delivered across the transport lifecycle (e.g. from planning to delivery and management).

Figure 2: iGO Ipswich Transport Strategy Delivery Framework

A diagram of a business strategy

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RISK MANAGEMENT IMPLICATIONS

By not endorsing the new iGO Ipswich Transport Strategy, the organisation will not be able to effectively and strategically plan and prioritise the transport requirements for the growing needs of our city.

Refocusing Council’s resourcing and investment on delivering more sustainable travel alternatives and ‘moving people’ rather than ‘moving private vehicle single occupancy cars’ will work towards reducing expensive road upgrade infrastructure costs identified within the Local Government Infrastructure Plan.

Without continued and focused advocacy efforts with external agencies, there is a risk of reduced alignment and missed opportunities to achieve the transport needs of the city.

Financial/RESOURCE IMPLICATIONS

The success of any strategy often hinges on the implementation efforts and available funding resources. iGO (2016) was identified as ‘too ambitious’ as part of feedback received from stakeholders during its performance review. As such, the iGO Project Team made a conscious effort as part of the iGO major review to try to focus Council’s transport efforts but also to bring implementation and funding ‘to the front’ of the iGO Strategy.

Consequently, one (1) of the six (6) strategic directions of the new strategy is to ‘Establish an Implementation framework that will deliver the Vision’. This strategic direction includes the following ‘approaches’ to deliver the strategy;

· Prioritising Council’s transport efforts and resources better through the proposed iGO Implementation Program

· Refining and placing greater emphasis on our transport advocacy priorities and potential collaboration partnerships

· Evolving our transport practices and processes to enable a stronger connection between planning intent and delivered projects, facilitating a ‘do more with less’ approach when applied at the operational and asset management level

· Leveraging opportunities for the Ipswich transport network through the 2032 Brisbane Olympic and Paralympic Games

· Exploring alternative funding mechanisms to maximise outcomes for the Ipswich community (e.g. infrastructure levy, better leverage of grants etc.).

When combined with transport planning efforts which focus on the movement of people and goods, rather than single occupancy private vehicles, it is expected that transport infrastructure identified and ultimately delivered as part of the strategy can be well justified, and costs offset or reduced where able.

Nevertheless, all subsequent related actions/projects which will require funding from Council will be submitted and assessed for consideration as part of Council’s normal Capital and Operational Budget deliberation processes. Any collaboration or grant opportunities will also be reported through normal processes.

COMMUNITY and OTHER CONSULTATION

As identified earlier in this report, Parts A, B and C of the iGO major review project have undergone extensive community and stakeholder consultation. The project has been promoted and discussed through various communication channels over the past three years, including Council’s Shape Your Ipswich platform and engagement surveys, community ‘pop-up’ stalls, multiple social media campaigns, email campaigns and direct contact with key stakeholders through interviews, technical working groups and project steering groups.

The full details of the engagement undertaken for the project is described in three Engagement Outcomes Reports available within the Appendix of the iGO Strategy Technical Report (refer Attachment 2).

In summary, the following activities were completed:

• Development of a Shape Your Ipswich (SYI) project webpage which has received 7,858 views since it went live and had 177 unique contributors to SYI engagement activities (a unique contributor could have made a number of feedback responses through the Part A, B and C engagement periods)

• 17 x ‘Talk to a Transport Planner’ Community Pop-Up Stalls spread geographically across the local government area

• 10 x Special Interest Group Representatives/ Industry Body Interviews

• 3 x Ipswich Community Panels

• 8 x Technical Working Groups

• 3 x Councillor Working Groups

• 4 x Project Steering Groups

Councillors have been kept up to date with the project via a number of Councillor Briefing Notes over the years and have been directly engaged in the development of the strategy through three Councillor Working Groups and one Councillor Briefing Session:

· 22 November 2022 – Transport Opportunities and Challenges

· 25 July 2023 - Vision and Objectives

· 4 February 2025 – Strategy Finalisation

· 29 July 2025 – Councillor Briefing Session

Further, while official Department of Transport and Main Roads (DTMR) endorsement of the new strategy was not sought, DTMR is a significant stakeholder when it comes to the transport network in Ipswich. The latest DTMR correspondence on the project dated 17 December 2024 was supportive of the draft iGO Strategy and Council’s commitment to collaborative planning and management of the transport network in the Ipswich local government area.

The delivery of iGO Strategy implementation governance and monitoring frameworks will facilitate ongoing buy-in, accountability, and collaboration with this key stakeholder.

Conclusion

The iGO major review project has now been completed and its key deliverable, the rebranded iGO Ipswich Transport Strategy 2025 is ready to be considered for endorsement by Council, with the view of obtaining formal approval to commence its delivery.

Significant community consultation and stakeholder engagement activities were undertaken to inform the re-branded draft iGO Strategy, with the document setting a new precedence and tempo on how Council are planning to achieve better transport outcomes for the Ipswich community.

HUMAN RIGHTS IMPLICATIONS

HUMAN RIGHTS IMPACTS
OTHER DECISION

(a) What is the Act/Decision being made?	Recommendation A states that the iGO Ipswich Transport Strategy 2025 Summary Report and Technical Report, as detailed in Attachments 1 and 2 of the report by the Principal Transport Planner dated 29 July 2025, be endorsed by Council.
(b) What human rights are affected?	A new long-term, city-wide strategic transport strategy which guides Council's planning, prioritisation and investment decision making could engage or limit freedom of movement of Ipswich residents in several ways and may lead to future impacts to property rights.
(c) How are the human rights limited?	Potential Negative Impacts: Infrastructure changes - If certain areas of Ipswich become less accessible due to transport planning decisions, this could restrict movement and mean that different areas of Ipswich have different levels of service. Surveillance or regulation - If transport systems include tracking or monitoring, this could raise concerns about privacy and procedural barriers to movement. Property rights - Transport planning decisions may lead to infrastructure upgrades that have future land requirements from private property owners. Implementation gaps - The strategy’s success depends on effective delivery and monitoring. If the strategy is not executed equitably, some communities may be left behind. Potential Positive Impacts: Improved accessibility - Delivering more walking and cycling infrastructure and advocating to DTMR for better public transport for the city could lead towards more bus/rail services and travel options for residents which can enhance freedom of movement, especially for people with disabilities, older adults, and those without private vehicles. Universal design - The iGO Strategy incorporates inclusive design which promotes equitable access. Intelligent Transport Systems - These systems are designed to improve efficiency and reduce barriers to movement, especially for people with disabilities or mobility challenges. Sustainable mobility - Encouraging walking, cycling, and public transport aligns with environmental and social sustainability goals, indirectly supporting long-term freedom of movement. Community engagement - The strategy included consultation processes, allowing residents to influence decisions that affect their mobility.
(d) Is there a good reason for limiting the relevant rights? Is the limitation fair and reasonable?	The iGO Ipswich Transport Strategy 2025 aims to: - Support a growing population of approx. 533,000 people by 2046 - Enhance economic development and access to employment - Improve transport related environmental outcomes - Promote a sustainable, inclusive, and safe transport system These are legitimate public interest goals that align with the principles of a free and democratic society. It is considered that any impact to the freedom of movement or property rights resulting from the iGO Strategy is necessary to achieve the strategic transport outcomes for the city and proportionate to the benefits gained. Mitigation measures have also been considered or put into place to assist in mitigating the potential negative impacts to human rights.
(e) Conclusion	The decision is consistent with human rights.

Attachments and Confidential Background Papers

1.	iGO Ipswich Transport Strategy 2025 Summary Report (under separate cover)
2.	iGO Ipswich Transport Strategy 2025 Technical Report (under separate cover)

Jessica Cartlidge

Principal Transport Planner

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.

Seren McKenzie

General Manager (Asset and Infrastructure Services)

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

Infrastructure, Planning and Assets Committee

Meeting Agenda

19 August

2025

Doc ID No: A11845447

ITEM: 3

SUBJECT: Personal Tributes in Council's Open Space and Road Network - Assessment of application for Mrs Doris Jeffrey

AUTHOR: Team Lead (Open Space and Facilities)

DATE: 28 July 2025

Executive Summary

This is a report concerning a ‘Personal Tribute in Council’s Open Space and Road Network’ application which has been received by Council from Ms Jannene Wall to commemorate the life and contributions of the late Mrs Doris Jeffrey to the Ipswich Croquet Club, Queens Park.

Recommendation/s

A. That the report be received and the contents noted.

B. That Council approve the application for a Personal Tribute to commemorate the late Mrs Doris Jeffrey.

RELATED PARTIES

Nil conflicts of interest have been identified

ifuture Theme

Vibrant and Growing

Purpose of Report/Background

Council has received a ‘Personal Tribute in Council’s Open Space and Road Network’ (PTCOR) application from Ms Jannene Wall, President of the Ipswich Croquet Club (refer to Attachment 1). The application proposes the installation of a plaque on an existing bench seat located in the Queens Park croquet facility, to commemorate the life and contributions of the late Mrs Doris Jeffrey.

The PTCOR application and supporting information has been assessed by Council officers in accordance with the “Assessing Applications for Personal Tributes in Council’s Open Space and Road Network Procedure” and the “Personal Tributes within Council’s Open Space and Road Network Policy”, respectively provided in Attachment 2 and 3 of this report. Attachment 4 of this report includes the officer assessment of the PTCOR application and supporting information using the abovementioned Procedure and Policy. Listed below are key points of the PTCOR application assessment:

1. The application demonstrates an association between the individual and location.

Being a member of the Ipswich Croquet Club for 35 years and becoming a life member of the club reflects a strong association between the individual and the location (the location is a seat within the club grounds).

2. The application demonstrates considerable service to the community.

Doris Jeffrey was a member of the Ipswich Croquet Club holding various positions on the management committee, including president, mainly in a volunteer capacity. This is considered a considerable service to the community.

The applicant has provided some suggested wording for the plaque as part of the application. The proposal is “In loving Memory Doris Jeffrey”. Attachment 5 provides an example of a previous plaque installed on a nearby seat, and also an image of the seat within the croquet club that is proposed to have the plaque installed to commemorate Mrs Jeffrey.

Legal IMPLICATIONS

Not Applicable

policy implications

1. This report and its recommendations are consistent with the following Council Policy and Procedure: Personal tributes within Council’s Open Space and Road Network Policy

2. Assessing Applications for Personal Tributes in Council’s Open Space and Road Network Procedure

RISK MANAGEMENT IMPLICATIONS

Not applicable.

Financial/RESOURCE IMPLICATIONS

The assessment of this application for a Personal Tribute has been undertaken using existing Council resources and budgets.

If the proposal is approved by Council, the applicant will be responsible for all costs associated with the design, fabrication, and installation of the plaque as per the current Council policy and as indicated by the applicant in the submission.

COMMUNITY and OTHER CONSULTATION

The family of the late Mrs Doris Jeffrey have consulted with the Ipswich Croquet Club requesting the installation of the plaque, in recognition of her contribution to the Club (refer to Attachment 1).

Consultation has been undertaken with Council’s Community, Cultural Services and Economic Development Department (CCED) as Asset Owner of the Queens Park croquet facility. CCED are supportive of the application and matching the equivalent size of the existing commemorative plaque (100mm in height and 560mm in width) affixed to seating at the Queens Park croquet facility, which is larger than the standard size (50mm in height and 100mm in width) as outlined in the PTCOR policy and associated procedure.

Conclusion

Council has received a PTCOR application from Ms Jannene Wall, president of the Ipswich Croquet Club, proposing the installation of a plaque on an existing bench seat located in the Queens Park croquet facility, to commemorate the life and contributions of the late Mrs Doris Jeffrey. This application has been assessed in accordance with Council’s relevant policies and procedures and a recommendation has been put forward.

HUMAN RIGHTS IMPLICATIONS

HUMAN RIGHTS IMPACTS
OTHER DECISION

(a) What is the Act/Decision being made?	Recommendation A states that the report be received and the contents noted. Recommendation B states that Council approve the application for Personal Tribute to commemorate the late Mrs Doris Jeffrey.
(b) What human rights are affected?	Not applicable
(c) How are the human rights limited?	Not applicable
(d) Is there a good reason for limiting the relevant rights? Is the limitation fair and reasonable?	Not applicable
(e) Conclusion	The decision is consistent with human rights.

Attachments and Confidential Background Papers

1.	Application for Personal Tribute in Council's Open Space or Road Network from Ms Jannene Wall ⇩
2.	Assessing Applications for Personal Tributes in Council's Open Space and Road Network Procedure ⇩
3.	Personal Tributes within Council's Open Space or Road Network Policy ⇩
4.	Officers Assessment of Application for Personal Tribute in Council's Open Space or Road Network from Ms Jannene Wall. ⇩
5.	Proposed plaque and seat within the croquet club ⇩

Mark Bastin

Team Lead (Open Space and Facilities)

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.

Seren McKenzie

General Manager (Asset and Infrastructure Services)

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

Infrastructure, Planning and Assets Committee

Meeting Agenda

19 August

2025

Doc ID No: A11827317

ITEM: 4

SUBJECT: Asset and Infrastructure Services Department Capital Delivery Report June 2025

AUTHOR: Principal Officer (Program Management)

DATE: 23 July 2025

Executive Summary

This is a report concerning the performance of the capital delivery by the Asset and Infrastructure Services Department for the month of June 2025.

Recommendation/s

That the report on capital delivery by the Asset and Infrastructure Services Department for the month of June 2025 be received and the contents noted.

RELATED PARTIES

There are no known conflicts of interest in relation to this report.

ifuture Theme

Vibrant and Growing

Purpose of Report/Background

The Asset and Infrastructure Services Department's Capital Works Program achieved a monthly expenditure of $12.65 million in June, compared to the adopted baseline budget of $12.84 million. This marks the highest monthly spend of the 2024–2025 financial year. The result reflects a minor negative variance of $182,000 (1.4% below target).

The final year-to-date expenditure for the 2024-2025 financial year amounted to $97.64 million, slightly below the adopted budget for the full financial year of $100.23 million. This outcome reflects a variance of just 2.6% below the full-year target.

Overall, resulting in a high level of achievement for the department for the 2024-2025 financial year.

The table below shows the baseline for the published budget and expenditure to date for the 2024-2025 FY.

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Asset Rehabilitation overall, achieved an actual spend of $4.18 million for the month of June.

Preliminary service relocation works associated with the bridge replacement at Purga School Road are progressing and are expected to be completed by late September. The bridge contractor has now been appointed and is scheduled to establish on-site by end July, with works programmed to continue through to March 2026. Due to the current phasing of works, the project recorded an expenditure of only $17,333 in June, against an approved budget of $1.52 million.

Works associated with preventative maintenance associated with the culvert relining at Tallegalla Road have now been finalised. The project incurred an actual expenditure of $169,878 against a nil budget due to the phasing of works.

Culvert relining works at Kruger Parade, Redbank Plains were successfully completed in June, extending the service life of the existing infrastructure and avoiding the need for full asset replacement. The project incurred a total expenditure of $305,890, against a nil approved monthly budget allocation.

Progress continued in June on the staged drainage mitigation strategy at Champions Way, Willowbank. Construction activities for Stage One continued on site, whilst design work for subsequent stages remained ongoing throughout the month. Across all phases of the project, total expenditure for June was $367,127, against an approved monthly budget of $203,804, reflecting the advancement of both construction and design activities.

Resurfacing activities have been carried out across the city throughout the 2024–2025 financial year. The final area to be completed, Area 5, was finalised in June, marking the successful completion of all works scheduled for the financial year. In June, Area 5 recorded an expenditure of $378,365, against a nil monthly budget, reflecting the completion of open activities within the current program.

Kerb and channel rehabilitation works on Emery Street, Carole Park, have now been successfully completed. With closure activities associated with the remaining reinstatement works completed during June and receival of final accruals the project incurred a spend of $235,257 in June.

Pavement rehabilitation works on Jasmine Street, Bellbird Park, progressed well across the month and are now considered complete. During June associated landscaping, line marking and the finishing touches were undertaken to finalise the works. The project recorded expenditure of $187,753 against an approved budget of $80,835.

Delivery of both the Rubber Softfall and Organic Softfall Replacement Programs was successfully completed in June. Building on strong progress from May, all works have now been finalised and reopened to the public across all locations. The Organic Softfall Program recorded actual expenditure of $238,649 while the Rubber Softfall program incurred $599,321.

Kerb and channel and pavement rehabilitation work on Cross Street, Raceview continued throughout June and are now expected to be completed late August, subject to weather conditions. During June, the project recorded expenditure of $262,611, against the baseline budget of $147,000.

Local Amenity had an actual expenditure of $145,506 for the month.

Transport and Traffic had an actual expenditure of $5.16 million for the month of June.

In June, Stage 2 of the Springfield Greenbank Arterial Upgrade progressed significantly. A large portion of the Reinforced Earth (RE) Wall foundation was completed, enabling the installation of final panels and commencement of backfilling. Once completed these works will facilitate the start of the remaining deep stormwater installations. Monthly expenditure for Stage 2 reached $2.8 million, exceeding the planned budget of $1.06 million due to the extent of current construction activities.

Stage 3 has now transitioned to the On Maintenance phase. Expenditure for the month totalled $97,220 against a budget of $2.3 million, reflecting the current closing activities associated with the works. BMD is finalising the preparation and submission of detailed quality assurance documentation to meet TMR requirements for full funding approval.

Design activities for the Strategic Road upgrade at Ripley Road continued this month, with the project divided into stages for delivery. All three stages of the planning phase are progressing. The combined expenditure across all three stages was $1.37million.

Parks Sports and Environment overall achieved an actual spend of $320,825.

The grant-funded works associated with the Silver Jubilee Park Clubhouse have been successfully completed, with the facility now open and actively being used by the community. For the reporting month, the project recorded an expenditure of $236,000 against an allocated budget of $412,000.

Flood Mitigation and Drainage overall, achieved an actual spend of $109,858 for the month of June.

Fleet experienced a $3.12 million spend for the month.

The Truck replacement program recorded an expenditure of $171,989 in June, against an approved budget of $1.43 million. The monthly expenditure related to recognition of the Iveco Daily chassis with the final body completion scheduled in July. The reduced spend in Truck replacement was reallocated to other CAPEX priorities including Major Plant, Minor Plant and Light Vehicles.

The Major Plant Acquisitions Program recorded expenditure of $1.21 million in June, against an approved budget of $57,800. The program had a realignment of uncommitted budget from Truck Replacement to enable the purchase of priority replacements. June’s monthly expenditure related to delivery of a woodchipper, 4 hoists, and multiple trailers, which had originally been scheduled for delivery earlier in the financial year as well as additional major plant which included 2 New Holland Tractors, a Grader and an Excavator.

The Vehicle Replacement Program recorded an actual expenditure of $91,348 in June, significantly below the monthly baselined budget of $399,716. This underspend is attributed to the implementation of a new QFleet arrangement, which has improved the control and timing of vehicle supply, leading to several vehicles being receipted prior to June.

The Waste Truck Replacement Program had an expenditure of $743,010 against a nil budget. This variance is primarily due to the timing of the delivery of a second Volvo Compactor and recognition of the Bin Truck chassis with the final body completion scheduled in July. Both vehicles were budgeted to be delivered earlier in the year.

Minor Plant Replacement Program had an expenditure of $103,405 against a nil budget. This variance is a result of delayed delivery of various items that were receipted in June.

Mowing Minor Plant program had a realignment of uncommitted budget to enable the purchase of priority replacements. The project incurred a spend of $299,626 against a nil budget for four (4) Toro mowers that were expected to be delivered earlier in the year.

Mowing Trucks Growth Program had an expenditure $450,511 against a monthly budget of $866,830. This month’s variance was attributed to the delivery timing associated with the Isuzu trucks with four (4) forecast to arrive in June, however, two (2) were received prior to June.

Summary

The Asset and Infrastructure Services Department concluded the 2024–25 financial year with a strong outcome in the delivery of its Capital Works Program. June recorded the highest monthly expenditure of the year at $12.65 million, closely aligned with the adopted baseline of $12.84 million, resulting in a minor negative variance of only $182,000 (1.4%). This performance was supported by favourable weather conditions and sustained momentum throughout the final quarter.

Key contributors to this result included significant progress on major projects including Springfield Parkway Stage 2, Ripley Road Stage 2, the Rubber Softfall Replacement Program, and Area 5 Pavement Resurfacing, along with good progress across several other initiatives.

For the full financial year, total expenditure reached $97.64 million, just 2.6% below the adopted budget of $100.23 million. This outcome reflects the department’s strong financial management and consistent alignment with strategic delivery targets.

As the financial year closes, the department is now focused on planning and execution of the 2025–2026 FY delivery requirements, while continuing to assess key projects and activities identified for carryover due to known constraints. This proactive planning approach ensures continuity in program delivery and positions the department for continued success in the year ahead.

Major Projects -Springfield Parkway & Springfield-Greenbank Arterial Road Upgrade

Excellent progress has been made this month, with Stage 2 works remaining on schedule despite recent wet weather. Stage 3 is now On Maintenance, with landscaping handed over to ICC, and Stage 1 has been booked for Off Maintenance. Lighting upgrades at the Stage 1 bus stops are complete, and the UU barrier modification works along The Escarpment will be incorporated into Stage 2. The Stage 2 Reinforced Earth (RE) Wall is well advanced, with Telstra and Energex relocations underway. Energex has completed the relocation of a large pit near Topaz Road. All Stage 3 works are complete, and geotechnical testing has commenced in the Stage 3 compound to facilitate removal from the Contaminated Land Register and enable final handover.

Stage Summaries

Stage 1:
The Off Maintenance inspection is booked, and lighting upgrades at the bus stops are complete. UU is reviewing the design for modifying the concrete barrier along The Escarpment to allow sewer manhole access. This work will be completed as part of Stage 2.

Stage 2:
Favourable weather in previous months enabled early completion of a large portion of the RE Wall foundation. With backfill well advanced, recent rain had minimal impact. The remaining foundation works are now complete, final panels are being installed, and over 60% of the RSS backfill has been placed, with all materials delivered.

Once the RE Wall is complete, embankment earthworks and remaining deep stormwater works will commence, allowing the second Energex relocation to proceed, scheduled before the gas relocation to minimize risk of damage.

Recent night works included the Telstra road crossings and service investigations, with the Energex crossing on College Road strategically completed during school holidays to minimise disruption. Unexpected Optus fibre optic locations temporarily halted verge works; however, a temporary relocation was successfully negotiated, avoiding a potential three-month delay. Additional conflicts between Telstra and the gas main were resolved, and Energex completed a major pit relocation near Topaz Road. APA is currently reviewing the new gas main alignment and has requested further investigations; with gas relocation works scheduled for January.

Stormwater works were also impacted by an incorrectly located Urban Utilities (UU) water main, which posed a risk of a six-month delay. An alternative construction method was developed, allowing stormwater works to proceed as part of upcoming night shifts. These works will also include the UU sewer crossing near the Bridgewater Road roundabout, following the release of the UU scrutiny letter at Ipswich City Council’s request.

Negotiations with UU regarding scrutiny letters for water main works have been positive, enabling planning to commence post-stormwater packages. An alternative to Package TW02 has been developed to avoid church land resumption, potentially saving $400,000 and improving overall program efficiency. Advancing rehabilitation works between Topaz Road and Logan Road is under consideration to optimize resources and shorten delivery time. The site compound is well managed, with planned access road improvements offering long-term public benefits. The APA compound is now established at Nev Smith Drive.

Stage 3:
Stage 3 is now On Maintenance, with landscaping handed over to ICC Maintenance Teams. BMD has submitted QA packages and electrical As Constructed drawings. However, UU As Constructed, civil As Constructed, and ADAC documentation remain outstanding. The Mountain Creek sewer manhole upgrade inspection is scheduled, and one inspection remains for the UU valve pit remediation. Negotiations are ongoing for early handover of the TMR portion of the works, contingent on meeting TMR requirements and full payment of TMR/RQ funding.

Geotechnical testing has commenced in the Stage 3 compound to facilitate removal from the Contaminated Land Register. This will allow removal of remaining spoil and topsoil and enable final handover. The area remains fenced and under BMD’s control. It is anticipated that the site will be handed over to the Lions for future development.

Other Updates:

Stakeholder engagement remains proactive. A positive meeting was held with two (2) residential complexes affected by verge works. Notifications, newsletters, and stakeholder meetings are ongoing and up to date. Joint weekly environmental and safety inspections continue to be positive, with no issues reported.

Council received the third TMR/QR funding instalment of $4,085,869.92 and successfully negotiated an additional $1,406,293.69 in funding, bringing total TMR funding to $15,534,772.94—a great result for the project. Although the project slightly exceeded the FY 2024-2025 budget due to bringing forward some work items, the site team is now focused on FY 2025-2026 budgeted works and maintaining progress ahead of schedule.

Local Amenity - Provisional Projects

For the month June, no new projects were identified within the Provisional Projects budget allocation.

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Note:- Additional projects may have been endorsed during the month of June and are not currently reflected in this month’s update. These projects will be reviewed and incorporated into the update for next month if applicable.

Master Schedule status of Practical Completion milestone for June

(Exclusive of emergent projects)

As at end of June, shows 45 projects have reached practical completion from a total of 50 projects that are scheduled for delivery this FY.

Five (5) projects originally scheduled for completion by the end of the financial year have experienced delays and are now expected to be finalised in the first quarter of the new financial year. These delays were largely due to external factors, including scheduling constraints related to third-party service relocations, weather-related disruptions, contractor availability, and extended material lead times during critical delivery periods.

Current status of Construction projects for 2024-2025 FY

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The data shown above for status of projects scheduled for delivery in the 2024-2025 FY.

Grant Projects Scheduled for delivery this FY (includes Multi-year Funding)
NOTE: Below table includes reporting on capital construction projects only – it does not include Design Only or Operational projects.

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Legal IMPLICATIONS

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

Local Government Act 2009

policy implications

Nil

RISK MANAGEMENT IMPLICATIONS

The Asset and Infrastructure Services Department has a departmental risk register that includes the delivery of the capital program. The leadership team of the department continues to monitor our risk in relation to this and takes mitigation action where necessary.

Financial/RESOURCE IMPLICATIONS

No financial / resource implications.

COMMUNITY and OTHER CONSULTATION

No community consultation was required in relation to this report.

The Stakeholder Management Section of the Asset and Infrastructure Services Department engages extensively with the community impacted by our works to ensure that they are informed in advance of works, communicated with during works and ensure that any issues that arise are managed effectively.

Conclusion

The Asset and Infrastructure Services Department is committed to delivering high quality infrastructure for the community.

HUMAN RIGHTS IMPLICATIONS

HUMAN RIGHTS IMPACTS

RECEIVE AND NOTE REPORT

The Recommendation states that the report be received, and the contents noted. The decision to receive and note the report does not limit human rights. Therefore, the decision is compatible with human rights.

Attachments and Confidential Background Papers