Implementation Guideline No. 5—Social Infrastructure Planning

South East Queensland Regional Plan 2005–2026

Implementation Guideline No. 5

Social infrastructure planning

June 2007

Implementation Guideline No. 5—Social Infrastructure Planning

Acknowledgements

This project was initiated, funded and managed by the Office of Urban Management(OUM), with funding support provided by the Department of Communities. SimoneCuers, Social Planner for the Office of Urban Management, managed the Guidelinesproject.

The Guidelines were prepared in 2006 by Sharyn Briggs, Dee Elliott, VanessaHarvey and Andrea Young. They were reviewed by Phil Heywood, AssociateProfessor of Urban and Regional Planning, Queensland University of Technology.The team thanks Phil for his valued contribution.

The assistance of the Project Steering Committee was invaluable in ensuring thecurrency and relevance of the Guidelines. Their development was also informed bythe participation of Queensland Government agencies, by the local governmentslisted in the appendices, and by the Local Government Association of Queensland(LGAQ). Their time and effort assisting in the development of the Guidelines isappreciated.

It is noted that all information included in the Guidelines was current at the time ofpublication. Users of the Guidelines are encouraged to contact individual agencies toensure information aligns with current policy..

© SGS Economics and Planning Pty Ltd, Elliott Whiteing Pty Ltd, Briggs and Mortar Pty Ltd, Andrea Young Planning Consultants (the Consultants) and the State of Queensland (the Department of Infrastructure). Copyright protects this publication. Except for purposespermitted by the Copyright Act 1968, no part may be reproduced by any means without the prior written permission of the Department of Infrastructure or one of the Consultants. 1


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Foreword Rapid population growth and the introduction of the South East Queensland Regional Plan 2005–2026 alter the context for social infrastructure planning in South East Queensland (SEQ). These Guidelines have been developed to support planning for social infrastructure in a consistent, timely and co-ordinated manner, and in accordance with SEQ Regional Plan policies. New planning mechanisms—including Local Growth Management Strategies, structure plans, master plans and State Infrastructure Agreements—will provide the framework for the timely delivery of infrastructure to support growth. This document provides guidance on social planning infrastructure, including how to:

• determine what social infrastructure is needed • develop locally appropriate levels of service • address regional planning and policy imperatives • deliver appropriate levels of infrastructure through integrated social

infrastructure planning processes. The document includes detailed guidance on planning considerations, including comparative rates of provision (intended as indicative only). Whilst a comparative rate of provision may give an indication of a facility being required, further detailed planning is required to determine the best response to meet community needs. Such a response may be an expansion of existing facilities in an adjacent community, delivery through outreach services, or provision of a new facility. Co-ordination of planning and delivery between the range of responsible agencies is critical to timely, consistent provision of social infrastructure. These guidelines are intended to assist in developing a better shared understanding of planning processes and requirements.


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Table of Contents 1 Introduction 8

1.1 Need for Guidelines 8 1.2 Structure of the Guidelines 9 1.3 Social Infrastructure Defined 10

2 Regional Planning Context 11 2.1 South East Queensland’s Challenges 11 2.2 South East Queensland Regional Plan 12 2.3 Integrated Planning Act 1997 14 2.4 Regional Plan Implementation 14 2.4.1 SEQ Infrastructure Plan and Program 15 2.4.2 Local Growth Management Strategies 15 2.4.3 Structure Plans 15 2.4.4 State and Local Infrastructure Agreements 15 2.4.5 Priority Infrastructure Plans 16 2.4.6 Infrastructure Charges Schedules and Other IPA 1997 Infrastructure Measures 16

3 Social Infrastructure Planning Framework 17 3.1 Planning Process 17 3.2 Hierarchy of Provision 17 3.2.1 Neighbourhood 19 3.2.2 Local 19 3.2.3 District 20 3.2.4 Local Government Area Wide Infrastructure 20 3.2.5 Regional / Sub-Regional 21 3.3 Urban and Rural Settlement Typologies 21 3.3.1 City Centres 21 3.3.2 Activity Centres 22 3.3.3 Greenfield Communities 22 3.3.4 Infill Communities 23 3.3.5 Rural Centres 23 3.3.6 Rural Residential 24

4 Participation in Planning 25 4.1 Community Participation 25 4.2 Local Government Participation 27 4.3 State Government Participation 28 4.4 Commonwealth Government Participation 29

5 Profiling 30 5.1 Community Profiling 30 5.1.1 Undertaking Demographic Analysis 30 5.1.2 Analysing the Existing Population 30 5.1.3 Analysing Population Characteristics 32 5.1.4 Analysing Population Projections 34 5.1.5 Assessing Settlement Patterns and Catchment Areas 34


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5.2 Inventories of Existing Facilities 35 5.3 Data Access and Management 37 5.3.1 GIS Mapping 37

6 Analysis and Assessment 39 6.1 The Nature of Need 39 6.2 The 5 Steps of Needs Analysis 39 6.2.1 Step 1: Analysing Data from Profiling and Consultation 40 6.2.2 Step 2: Spatial Analysis of Need 40 6.2.3 Step 3: Developing Locally Appropriate Standards of Service 41 6.2.4 Step 4: Identifying Existing and Future Needs 46 6.2.5 Step 5: Validating and Reporting Findings 46 6.3 Guiding Principles for Determining Infrastructure Requirements 47

7 Planning Considerations 50 7.1 Considerations for Different Typologies 50 7.1.1 Social Infrastructure in City Centres/Activity Centres/TOCs 50 7.1.2 Social Infrastructure in Greenfield Areas 52 7.1.3 Social Infrastructure in Infill Areas 53 7.1.4 Social Infrastructure in Rural Centres 55 7.1.5 Social Infrastructure in Rural Residential Areas 56 7.2 Design Considerations 57 7.3 Considerations for Specific User Needs 58 7.3.1 People with Disabilities 58 7.3.2 Children 58 7.3.3 Young People 58 7.3.4 Older People 58 7.4 Detailed Considerations for Services 59

8 Implementation 60 8.1 Funding Context and the Requirement for Innovation 60 8.2 Roles and Responsibilities 62 8.3 Linking to Statutory Planning, Funding and Delivery Mechanisms 63 8.4 Links to Other Local Government Processes 66 8.5 Community Capacity Building 67 8.6 Partnerships 68 8.7 Monitoring 69

9 Resources 71 9.1 Profiling and Analysis 71 9.2 Participation 72

References 74 List of Acronyms 77 Glossary 78


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Appendix 1: Planning Considerations for Specific Facilities 82 Aged Care Service/Respite Centre 83

Ambulance 84

Art Gallery 85 Cemetery/Crematorium 86 Child Care Centres 87 Community Centres/Civic Centres 88 Community Health Precincts, Hubs, Centres and Services 89 Correctional Services 91 Courthouses 92 Exhibition/Convention Centre 93 Fire and Rescue 94 Hospital—Public 95 Kindergartens 96 Libraries 97 Museum 98 Out-of-School-Hours Care 99 Performing Arts Spaces (Performing Arts Centres/Arts Workshops) 100 Police 101 Postal Services 102 Primary Schools—Public 103 Religious Facilities 104 Secondary Schools—Public 105 TAFE (Technical and Further Education) College 106 Youth Centre/Service 108

Appendix 2: Types of Services 109 Family Support and Child Protection 109 Services for Young People 109 Services for People with Disability 109 Services for Older People 109 Community Health and Safety 109 Cultural Services 109

Appendix 3: Examples of Innovation in Community Facilities and Service Provision 110 Appendix 4: Funding Sources 114

Local Government Options 114 Infrastructure Charges 114 Infrastructure Agreements 114 General Rates 114 Special Rates or Charges 115


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State and Commonwealth Government Funding and Grants 115 State and Commonwealth Tax Transfers 115 Grants 115 Department of Communities (State) 115 Department of Families, Community Services and Indigenous Affairs (Commonwealth) 115 Department of Transport and Regional Services (Commonwealth) 116 Department of Communication, Information and the Arts (Commonwealth) 116 Australia Council for the Arts (Commonwealth) 117 Department of Education, Training and the Arts (State) 117 Department of Veteran Affairs (Commonwealth) 117 Department of Local Government Planning, Sport and Recreation (State) 117

Appendix 5: Notes for Implementation Section 120 Local Growth Management Strategy Requirements 120 Development Infrastructure Defined (Integrated Planning Act 1997) 120 Impact Mitigation Payments 121 Negotiated Infrastructure Agreements 123 Designating Community Infrastructure 124 Suggested Protocol for Designating Community Facilities 124

Appendix 6: State and Local Government Participation in Developing the Guidelines 126

Project steering committee 126 Stakeholder participation 126


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List of Tables Table 1: Community Participation in Planning 26 Table 2: Local Governments’ Roles in Social Infrastructure 27 Table 3: Keeping Local Governments’ Knowledge Current 27 Table 4: State Government Agency Roles in Social Infrastructure 28 Table 5: Sample Analysis Format for Existing Facilities 37 Table 6: A Framework for Understanding Need 39 Table 7: Comparative Rates of Provision—Hierarchical Model 43 Table 8: Integration to Develop Desired Standards of Service 45 Table 9: Template for Reporting Existing and Future Needs 46 Table 10: Template for Reporting Required Infrastructure 47 Table 11: Suggested Tasks for Monitoring Progress 69

List of Figures Figure 1 Implementation Tools 15 Figure 2 Social Infrastructure Planning Process 18 Figure 3 Mechanisms that Assist in the Provision of Social Infrastructure 61


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1 Introduction 1.1 Need for Guidelines The South East Queensland Regional Plan 2005–2026 and related South East Queensland Infrastructure Plan and Program 2006-2026 (SEQIPP) has introduced a stronger framework for co-ordinating the timely delivery of infrastructure to support urban growth. Each local government in SEQ is now preparing a Local Growth Management Strategy (LGMS) identifying how growth in its area will be consistent with the SEQ Regional Plan’s policies, including social infrastructure provision.

Over the past decade, SEQ has experienced strong population growth combined with increasing competition for funds for infrastructure. The increased demand for resources, and in some places a lack of data or lack of co-ordination, has left communities waiting for extended periods for some components of social infrastructure. This situation is being progressively addressed through increased government funding for critical social infrastructure, community capacity building, and a range of new co-ordination and information mechanisms for planning. There is also increasing evidence of more innovative and cost-effective models of infrastructure delivery, including co-location, joint ventures and cross-subsidy developments.

Whilst the SEQIPP establishes long-term commitments by the Queensland Government for regional health and education infrastructure, other facilities and services are planned at the local and district level through a combination of local government, State Government and community agency processes.

The intention of these Guidelines is to provide agencies with non-statutory social infrastructure planning guidelines including:

• the process of planning social infrastructure • considerations for different communities • needs analysis frameworks, including community profiling and comparative rates

of provision • specific delivery mechanisms under the SEQ Regional Plan.

It is expected the Guidelines will assist local, State, community and private agencies charged with responsibility for:

• social infrastructure planning and/or provision • planning schemes and SEQ Regional Plan implementation measures • infrastructure charges scheduling and priority infrastructure planning • assessment of development and infrastructure impacts on social infrastructure • master planning communities • service delivery and facility management.

In particular, the Guidelines are intended to provide tools to support efficiency in infrastructure planning, and the delivery of regional planning outcomes, and help to promote a regionally consistent approach to social infrastructure planning.


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1.2 Structure of the Guidelines Sections 1, 2 and 3 outline the planning context and a framework for social infrastructure planning.

Section 1: Introduction introduces the Guidelines, defines ‘social infrastructure’, and provides an outline of the guidelines.

Section 2: Regional Planning context outlines the SEQ context, including demographic trends, challenges for social infrastructure provision, the SEQ regional planning framework and other statutory planning instruments.

Section 3: Social Infrastructure Planning Framework explains the social infrastructure planning process, outlines typologies of urban and rural settlement, and provides a hierarchy of provision of social infrastructure.

Sections 4, 5 and 6 step through the process of social infrastructure planning (outlined in Section 3).

Section 4: Participation in Planning outlines stakeholders, principles for engagement and references to support participation in social infrastructure planning. Participation is a key element at all stages of the planning process.

Section 5: Profiling explains the process of describing socio-demographic and socio-economic characteristics of existing and future communities, including demographic analysis, facility inventories and data collection.

Section 6: Analysis and Assessment outlines the process for bringing the data from participation and profiling together to analyse community need, the use of comparative rates of provision, and converting community needs into infrastructure requirements.

Sections 7, 8 and 9 cover planning considerations, infrastructure provision and implementation, and provide references to useful resources.

Section 7: Planning Considerations provides additional information on social infrastructure planning, including provision for typologies of urban and rural settlement, design and locational requirements, and planning considerations for user groups and services.

Section 8: Implementation discusses the funding context, links to statutory planning mechanisms, and other delivery mechanisms.

Section 9: Resources lists resources for people seeking more detailed assistance.

Additional information is appended, including a Glossary and List of Acronyms, followed by:

Appendix 1: Planning Considerations for Community Facilities

Appendix 2: Types of Services

Appendix 3: Examples of Innovation in Community Facilities and Service Provision

Appendix 4: Funding Sources

Appendix 5: Notes for Implementation Section

Appendix 6: State and Local Government Participation in Developing the Guideline.


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1.3 Social Infrastructure Defined Investment in social infrastructure is essential for the health, wellbeing and economic prosperity of communities. It plays an important role in bringing people together, developing social capital, maintaining quality of life, and developing the skills and resilience essential to strong communities.

There is growing international recognition that investment in human and civic assets is vital to economic prosperity and social wellbeing, reflected in the social inclusion movements in the United Kingdom, Europe and Canada, and more locally, the SEQ Regional Plan. Communities that offer opportunities for human development and the capability to lead worthwhile lives have strong social capital, and act as magnets for investment and growth.

For the purpose of these Guidelines, social infrastructure has been defined as follows:

Social infrastructure refers to the community facilities, services and networks which help individuals, families, groups and communities meet their social needs, maximise their potential for development, and enhance community wellbeing. They include:

• universal facilities and services such as education, training, health, open space, recreation and sport, safety and emergency services, religious, arts and cultural facilities, and community meeting places

• lifecycle-targeted facilities and services, such as those for children, young people and older people

• targeted facilities and services for groups with special needs, such as families, people with a disability and Indigenous and culturally diverse people.

Social infrastructure planning and delivery is shared between local Governments, Queensland Government agencies, Commonwealth agencies and community organisations, with increasing participation from other interests, including private sector service providers and developers.

Given the intention of the Guidelines is to provide direction on social infrastructure planning and delivery mechanisms, the content focuses on the facilities which will house and promote the development of community services and networks.

Each State and local government agency has a set of planning processes for services and programs. The availability of particular services and programs changes on a frequent basis. Service and program planning is thus a complex and dynamic system, best explored in co-operation with the relevant agencies during facility planning. Consequently, beyond the need for a facility from which to operate, community services (e.g. disability support and family support) and community development services are not discussed in detail in this Guideline.

Affordable social housing is also acknowledged as a very important component of social infrastructure, but is not included in the Guidelines as it was considered to comprise a separate and large body of work.

Appendix 1 provides detailed planning requirements for 26 facility types. The Guidelines focus on planning for facilities operated by the public and community sectors, but take into account the role of private facilities in catering to community needs.


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2 Regional Planning Context 2.1 South East Queensland’s Challenges South East Queensland (SEQ) is currently Australia’s fastest-growing metropolitan region, and significant population growth in the region is forecast to continue well into the future. In 2006, SEQ’s population was around 2.7 million people, and was estimated to grow by some 50,000 people per annum for at least the next 20 years. By 2026, SEQ’s population is expected to increase to 3.7 million.

High intra-regional and interstate migration is fuelling significant growth in SEQ. Whilst a majority of growth is being realised in the Brisbane Local Government Area (LGA), significant proportions of people are moving to the coastal areas and growth is also occurring in the western corridor. Rising coastal land prices and the ‘sea change’ and ‘tree change’ phenomena are placing growing pressures on towns in coastal and metropolitan hinterlands.

Urban communities throughout SEQ are experiencing strong growth, in many cases within master planned communities, but also in infill and greenfield situations. Employment opportunities continue to be concentrated in Brisbane, and although a level of self-sustainability in regional centres is encouraged, commuting to major employment centres is expected to continue as a dominant trend.

In addition to rapid growth, patterns of social polarisation are occurring. Recent growth trends and increased housing prices have seen a dispersal of lower income households to urban fringe and rural hinterland areas, in search of affordable housing. Inner city areas are becoming more characterised by medium to higher income households with fewer children, whilst some traditional (and often socially disadvantaged) lower income households within the inner city are being displaced.

Consistent with national trends, households in SEQ are becoming smaller, with more dwellings housing fewer people. The population is ageing in most areas, and rapidly in rural towns and coastal areas. The changing nature of the population is generating demands for new, and in some cases different, types of community facilities and services. Rapid population growth has made the appropriate provision of social infrastructure difficult, as demands increase for a range of infrastructure to support this growth.

The trends outlined above present a number of challenges for social infrastructure planning in SEQ. These include:

• Trying to meet the needs of current and rapidly expanding future populations, particularly where population growth has outstripped the capacity of existing social infrastructure.

• Integrating land use and infrastructure planning processes to ensure infrastructure is well located with regard to users.

• Enhancing the range of infrastructure funding options available in order to provide a secure funding environment for delivery of timely, co-ordinated social infrastructure.

• Providing adequate access to, and levels of, infrastructure to support the needs of families settling on the affordable urban fringes and in hinterland towns.

• Catering to the surge in demand for infrastructure in coastal communities from high growth and tourism;

• Responding to the loss of existing private social infrastructure, and securing land for facilities in inner urban and urban infill areas, where land is limited and expensive.

This section outlines the SEQ context, including demographic trends, challenges for social infrastructure provision, and the planning framework provided by the SEQ Regional Plan and related statutory planning legislation.


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• Maximising resource-use efficiencies, including integrated planning and new models for facility provision.

• Building the capacity of communities to manage social infrastructure, particularly where there are high levels of ageing or social disadvantage, and/or commuting populations.

There have been a number of responses to the above challenges, with some agencies leading the way in terms of increasing access to facilities and showing innovation in provision. A number of new models have emerged in recent years, particularly with regard to co-location and sharing of resources (refer below). Other examples of innovations in social infrastructure delivery, such as Private–Public Partnerships, use of cross subsidies, infrastructure agreements and collaboration, and service delivery, have also emerged. Case studies from Australia and overseas illustrating these innovations are provided in Appendix 3.

The SEQ Regional Plan provides the framework for responding to growth and managing the development of sustainable communities. Its policy guidance and mechanisms for delivery of social infrastructure are outlined below. These support the use of innovative models to ensure access to social infrastructure is maximised.

2.2 South East Queensland Regional Plan The Office of Urban Management (OUM) has released the South East Queensland Regional Plan 2005–2026 and the related South East Queensland Infrastructure Plan and Program 2006–2026 to manage growth in the region. The SEQ Regional Plan provides a framework for a co-ordinated and sustainable approach to planning, development and infrastructure provision in SEQ. A key theme in the SEQ Regional Plan is the creation of strong communities and cohesive activity centres, with planning and provision of social infrastructure seen as an essential element.

New delivery models initiated by State Government agencies Multi-tenant service centres: Multi-tenant service centres aim to help service providers improve client services through: coordinating and/or integrating service delivery; saving costs by sharing service delivery activities, space, administrative resources and systems; and redirecting cost and time savings into service delivery. They have a human service delivery focus and can take a variety of forms, including virtual and physical centres. Pilot centres have been established in Toowoomba, Caboolture and Mackay to provide integrated service delivery.

Health precincts: The Health precinct model supports co-location with private health providers, non-government and other community-based services (a Queensland Health initiative). Health precincts are currently planned for Browns Plains, Robina, the Ipswich Region, Caboolture, the Sunshine Coast and North Lakes.

Child and family hubs: The hub model aims to provide families with better access to child and family support services through integrated service provision. While the service mix varies across communities according to local needs, the provision of quality, integrated early childhood education and care services (e.g. playgroup, child care, kindergarten, preschool, etc) remains a core element of the hub model. Hubs may also include: family support services, parenting support, child health services, community activities and education services. There are currently 24 child care and family support hubs located in various communities across Queensland. New Early Years Centres (large hubs) are planned for Nerang, Caboolture, Browns Plains and Cairns.


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The SEQ Regional Plan is Queensland’s first statutory regional plan and has direct relevance for plan making and development assessment activities. Powers are provided via provisions included in the primary planning regulation act—the Integrated Planning Act 1997 (refer chapter 2.5A, IPA 1997). The SEQ Regional Plan also contains Regulatory Provisions to control certain types of development. The SEQ Regional Plan covers all local government authorities (LGAs) in the region and takes precedence over all other planning instruments.

The role of social infrastructure in contributing to the development of strong communities is supported in the SEQ Regional Plan’s Regional Planning Vision.

Regional Planning Vision (Page 9)

‘A future for SEQ which is sustainable, affordable, prosperous and liveable; where: • Communities are safe, healthy, accessible and inclusive • There are diverse employment opportunities, and quality infrastructure and

services, including education and health • Urban and rural areas are mutually supportive and collaborative in creating

wealth for the community • Development is sustainable, well-designed and the subtropical character of the

region is recognised and reinforced • Ecological and culturally significant landscapes are valued, celebrated and

protected • The community has access to a range of quality open space and recreational

opportunities. By 2026 SEQ is a region of inter-connected communities…It has a progressive and well-informed community and enjoys international recognition for leadership in fostering sustainable regional equality and prosperity.’

Several of the SEQ Regional Plan’s desired outcomes have relevance to social infrastructure planning, however Desired Regional Outcome 6: Strong Communities provides the primary policy framework:

Desired Regional Outcome 6: Strong Communities (Page 51)

Cohesive, inclusive and healthy communities with a strong sense of identity and place, and access to a full range of facilities and services that meet diverse community needs, to be delivered by (summarised): maximising access to appropriate social infrastructure, planning for the social effects of growth and change, addressing issues of disadvantage in communities, creating well-designed, safe and healthy local environments, encouraging active community participation, promoting healthy lifestyles and preventing crime, supporting community engagement and capacity building, managing urban growth to enhance a sense of community, and supporting the arts and cultural development through the planning and provision of cultural infrastructure and spaces.

Desired Regional Outcome 8: Urban Development is also of particular relevance, providing for a compact and sustainable urban pattern of well-planned communities, supported by a network of accessible and convenient centres close to residential areas, employment locations and transport, to be delivered by, among other things, regional activities centres that focus employment and community services in well-planned, vibrant and accessible centres.

The regional land use pattern described in the SEQ Regional Plan is also relevant to social infrastructure planning and provision. The SEQ Regional Plan assigns all land in SEQ to one of four land use categories: Urban Footprint; Regional Landscape and Rural Production Area; Rural Living Area; or Investigation Area. These areas are identified in the Regulatory Maps available on the OUM website.


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The SEQ Regional Plan supports the development of sustainable urban environments within the Urban Footprint that provide a range of community services and employment, recreational and housing opportunities. As such, it is the intent of the SEQ Regional Plan for social infrastructure to be located within the Urban Footprint.

2.3 Integrated Planning Act 1997 The Integrated Planning Act 1997 (IPA) is the primary legislation guiding planning and development assessment in Queensland. It is a whole-of-government framework which aims to deliver comprehensive and integrated assessment and decision-making for the benefit of all communities within Queensland.

Infrastructure planning is an integral and fundamental component of land use planning and the preparation of planning schemes. It is recognised that a major influence on the efficiency of infrastructure provision is how widely urban growth is dispersed and the sequence in which it occurs.

The IPA provides a range of powers for imposing charges, conditions and agreements relating to development infrastructure. It also limits development infrastructure to the networks that provide basic and essential facilities and services to ensure the safe, healthy and efficient functioning of local communities. Development infrastructure is defined as the land or works, or both land and works, for urban water cycle management infrastructure, transport infrastructure, public parks infrastructure, and local community facilities, including, for example, community halls or centres, public recreation centres and public libraries, predominantly servicing the local area. In addition, the IPA introduced the process of ‘designation’ for community facilities. This allows responsible authorities to identify land that is likely to be required for community facilities. More detail on IPA planning mechanisms is included in Section 8.

2.4 Regional Plan Implementation To achieve the objectives set out in the SEQ Regional Plan, co-operation by all levels of government, communities and the private sector is required. In recognition of this, the SEQ Regional Plan is supported by a range of implementation tools including:

• SEQ Infrastructure Plan and Program • Local Growth Management Strategies (LGMS) • Structure Plans, potentially linked to State and Local Infrastructure Agreements.

These implementation tools are expected to inform and be incorporated into a Local Government Authority’s planning scheme and related local and State Government plans, strategies and policies.

The tools and their relationship to local and regional planning instruments are outlined in Figure 1 and briefly described below. Further details regarding the instruments are provided in Section 8.


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Figure 1 Implementation Tools

2.4.1 SEQ Infrastructure Plan and Program The SEQ Infrastructure Plan and Program (SEQIPP) has particular importance in delivering the objectives of the SEQ Regional Plan. The SEQIPP identifies committed and proposed transport, water, energy, and social infrastructure of major regional significance. The SEQIPP includes State and Commonwealth government projects and is linked to the State Government budget process. The SEQIPP is reviewed and updated regularly to assist in achieving the objectives set out in the SEQ Regional Plan.

2.4.2 Local Growth Management Strategies In addition to setting the scene for development and planning, the SEQ Regional Plan includes total dwelling targets and infill dwelling targets for each Local Government Area (LGA) within the region. Local Growth Management Strategies (LGMSs) are defined in the SEQ Regional Plan as ‘a tool to assist local government to implement the regional plan at the local level, in consultation with local communities’, and are expected to show how LGAs will achieve the targets and other urban development policies set out in the SEQ Regional Plan.

2.4.3 Structure Plans The Regional Plan recognises that land suitable for urban development is a finite resource. To ensure that greenfield and redevelopment sites are developed efficiently and contribute to sustainable growth, the SEQ Regional Plan requires that all major new development areas have an approved Structure Plan (SP) prior to development. The SPs will set out the overall intent for development, determine infrastructure demands, nominate key sites for critical infrastructure, and show how the infrastructure will be provided and/or funded. Once gazetted, a SP will be included in the SEQ Regional Plan and have the same effect. An ‘infrastructure proposal’ is an ‘essential element’ of the SP, and must be consistent with the SEQ Infrastructure Plan and Program. Agency input regarding appropriate site locations and overall levels of provision of social infrastructure should be sought when preparing a SP.

2.4.4 State and Local Infrastructure Agreements Where the Queensland Government is providing major new infrastructure to lead development in SEQ, land owners and developers of new areas who stand to benefit significantly from the development may be required to contribute to infrastructure provision through a State Infrastructure Agreement (SIA).

An SIA is ‘…a binding agreement between the State government and/or land owners, developers and Local Government regarding the provision or supply of infrastructure. It enables infrastructure to be supplied when it is required by the community.’ (Draft

SEQ Regional Plan

SEQ Infrastructure Plan & Program

For each SEQ Local Government Authority

LGMS Priority Infrastructure Plan

Structure Plans Potential State Infrastructure Agreement Potential Local Infrastructure Agreement

Planning Scheme Other Local Government Plans, Strategies and Policies


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for Consultation —SEQRP Implementation Guideline No. 4: Structure Plans).

A Local Government may also enter into a Local Infrastructure Agreement (LIA) with land owners and/ or developers. These agreements are voluntary and relate to master planned areas in single ownership. The LIA can nominate a range of infrastructure, including local and State-provided works. Examples of infrastructure agreements in SEQ include the master planned communities in Springfield (Ipswich), North Lakes (Pine Rivers), and Kawana (Caloundra).

2.4.5 Priority Infrastructure Plans Priority Infrastructure Plans (PIPs) are central to infrastructure planning, and must be included in IPA-compliant planning schemes. PIPs enable local governments to indicate areas where development is preferred and what development infrastructure is required, based on a combination of local and State government policies, infrastructure efficiencies and market demands.

Local governments in the region will be required to ensure their PIPs are consistent with the SEQ Regional Plan. For the most part, development infrastructure is provided by local government. However, the State is a fundamentally important provider of infrastructure for urban purposes.

2.4.6 Infrastructure Charges Schedules and Other IPA 1997 Infrastructure Measures

PIPs are generally supported by financing mechanisms called Infrastructure Charges Schedules (ICSs) or Regulated Charges (RC). These mechanisms were introduced with the IPA (Section 5) and allow the cost of the trunk (shared) infrastructure identified in the plan to be recouped, based on a user-pays system. Contributions to the cost of providing social infrastructure under the IPA need to be determined on a catchment basis and can only recover land and limited embellishments to the land (and not assets, e.g. libraries). Therefore, infrastructure charges will only ever recover a portion of the costs associated with infrastructure provision. Given this situation, other funding mechanisms need to be considered in tandem with infrastructure charges if infrastructure is to be adequately funded.

The IPA also introduced other infrastructure measures to assist with the planning, co-ordination and funding of infrastructure. These include: impact mitigation payments; Local Area Plans; and designation of land for community purposes. Further information regarding these mechanisms and how they link to social infrastructure provision is provided in Section 8.


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3 Social Infrastructure Planning Framework 3.1 Planning Process Planning and delivery of social infrastructure in Queensland is shared between local governments, State agencies, Commonwealth agencies, community organisations and, increasingly, private providers.

Planning needs to respond to local needs, values, and capacities, and to district and regional dimensions, including relationships between communities and centres. Planning also relies heavily on the knowledge and social capital within communities and agencies, so early and ongoing engagement of stakeholders in planning is essential.

These Guidelines provide a generic process for social infrastructure planning in South East Queensland, including the following steps:

• community and government participation in planning

• analysis of current and expected future demographic characteristics, settlement patterns and catchment areas, and the capacity of existing social infrastructure

• analysis of existing and likely future needs for social infrastructure

• identification of the type, location and standard of facility and service provision required

• linking implementation strategies to other planning mechanisms and resourcing arrangements.

New communities will require comprehensive community plans, including social infrastructure strategies, to ensure their long-term sustainability. This will occur as part of master planning and structure planning exercises, but should also be considered, at an appropriate scale, for neighbourhoods and communities which do not warrant comprehensive master planning.

Existing communities, and particularly those that are growing or changing rapidly, may require planning to ‘overhaul’ existing social infrastructure, respond to existing deficits, and address emerging needs. This is particularly important for communities adjoining new development areas. Social infrastructure planning may also be conducted as part of social impact assessment, or in renewal planning for communities undergoing changes as a result of major projects or changes to economic policies.

Care should also be taken to address questions of intergenerational equity, to ensure that future communities’ access to social infrastructure is not compromised by current planning. This may require identifying communities’ longer term visions, aspirations and needs, in concert with analysis of population projections, planned future provision, innovative delivery models, and funding and staging arrangements.

Figure 2 (below) depicts the recommended process for social infrastructure planning. Key steps are detailed in Sections 4, 5 and 6; additional planning considerations are outlined in Section 7; and implementation mechanisms are outlined in Section 8.

3.2 Hierarchy of Provision Community facilities and services generally operate within a hierarchy of provision, with different scales of infrastructure servicing varying sized catchments. For example, primary schools, child care centres and community halls generally service local catchments; secondary schools and community heath centres generally service district catchments; and hospitals, universities and correctional centres service sub-regional or regional catchments.

This section outlines the process for social infrastructure planning, a hierarchy of provision of social infrastructure, and typologies of urban settlement.


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Catchments refer to both geographical areas and the size of the population serviced. They are determined by geography (including topography, physical barriers and distance between homes and social infrastructure), population densities, relationships between centres (e.g. transport accessibility) and the capacity of existing social infrastructure. It is noted that the boundaries of regions and catchments are often difficult to define, and in some cases flexibility will need to be practiced.

Figure 2 Social Infrastructure Planning Process

Profiling

• Identify existing and projected demographic

characteristics

• Assess settlement patterns and catchment areas

• Describe and quantify existing social

infrastructure

• Analyse existing information on community need

Provision and Implementation

• Identify roles and responsibilities

• Develop strategies and action plans

• Establish links to statutory planning and other

delivery mechanisms

• Funding options and mechanisms

• Establish monitoring framework to ensure

responsiveness to changing needs

Analysis and Assessment

• Collate and analyse data from profiling

(community profile and facility inventory) and

consultation

• Spatial analysis of provision, settlement

patterns and catchment areas

• Analyse against comparative rates of provision

and develop locally applicable desired standards

of service

• Identify gaps in existing supply and assess

future needs

• Validate findings through consultation

Participation

• Information

collection

• Identify local

values and

priorities

• Identification of

expressed needs

• Input to

assessment of

type, priorities,

and scale

infrastructure

required

• Review findings

and provide input

to strategies

• Provide input on

appropriate local

responses

• Contribute to

monitoring


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Referring to a hierarchy of provision helps decision-making about the types of social infrastructure required, and the standard of service required for a particular catchment. In SEQ, the hierarchy outlined below is usually relevant, with some exceptions for inner Brisbane, which also accommodates infrastructure with State-wide, national and international catchments.

3.2.1 Neighbourhood A neighbourhood is a collection of homes defined by boundaries such as major roads and water courses, by form of development in relation to adjacent areas, and by relationship to neighbourhood facilities. For the purposes of this Guideline, a neighbourhood of 1000 homes (2,500–3,000 people) has been considered. A neighbourhood should also be a walkable catchment to its facilities as outlined below.

Facilities at neighbourhood level are generally confined to parks, bus stops and corner stores, with support from local governments for organised community action (such as rural fire brigades and environmental restoration). Neighbourhoods in longer-established areas often have access to churches or halls which support neighbourhood development. Neighbourhood houses may be established in new areas and provide initial access to community participation and services in some suburban and rural areas.

Social support, recreational activities and community participation develop locally through the efforts of residents. This includes informal care for neighbourhood children, older people and people with a disability, social activities, and neighbourhood action to improve environmental features. It is therefore important that a neighbourhood has some form of community space, such as a hall or local park, as a focus for activity, and other practical and financial support for their endeavours. It is also important to ensure that each neighbourhood has safe, walkable connections to public transport stops and local facilities.

3.2.2 Local Local social infrastructure is provided to meet universal health, learning and support needs, and foster participation and social capital. The catchment for local social infrastructure is generally in the order of 5,000–10,000 people and within a 5–10km radius, although it can range up to 20,000 people in some circumstances (e.g. rural centres). Local facilities typically include a primary school, a hall or neighbourhood centre, a sport or recreation reserve, an access point for family health, income support and home care services, a child care centre and/or kindergarten, and links to district and regional facilities. With the exception of State-provided facilities, local social infrastructure is usually planned in partnership between community organisations and local governments (and with developers in the case of major development areas) and funded through a combination of funds and in-kind support from stakeholders.

Local facilities provide a base for citizenship and the development of social capital— primary schools, for example, are integral to community participation, voluntary work and social networks. They also provide links to the wider network of social infrastructure. Planning for new local areas needs to include a facility which will act as a catalyst for developing social capital. Depending on the scale of development, this may range from provision of a park with club house facilities, to the conversion of a sales office to a neighbourhood house, to construction of a small multi-purpose centre. Such centres can provide access to social infrastructure such as information and services through community networks and computer access. It is widely considered that a place for the community to meet should ideally be available as soon as the first residents move into an area. Communications infrastructure is increasingly important to learning, service access and employment, and should be considered as part of local social infrastructure planning.


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3.2.3 District The catchment of district-level social infrastructure generally ranges from 20,000–30,000 people, with a radius of 10–50km, and often encompasses several local centres. In some cases, larger districts of up to 50,000 people can be identified, depending on urban form. The scale of facilities is larger to accommodate a larger population and geographical area, and higher-order services. Areas designated in the SEQ Regional Plan as major activity centres will increasingly assume a district provision role.

At district level, social infrastructure is expected to address the range of universal needs, support people’s lifecycle needs (from maternal health to comprehensive in-home services for older people) and address issues of disadvantage. Planning at district level therefore needs to consider a diverse range of community needs—health, education, training, support, employment assistance, emergency services, participation and service delivery requirements.

District facilities often resource local social infrastructure (e.g. youth and community centres may offer outreach services, and Home and Community Care service staff travel extensively). The provision of hubs is appropriate at district level to support local health, learning, and support networks. More specialist or advanced needs are referred to regional or Local Government Area-wide facilities. It is never possible to provide for all needs at the district level, and the district/sub-regional pattern of provision is therefore an important determinant of the range of infrastructure required at district level.

District facilities are usually planned in partnership between local governments, community organisations and State Government agencies. With increasing participation by developers in addressing regional policies, partnerships with the private sector will become increasingly effective in delivering social infrastructure.

Local variations in district catchments Catchments for district centres are particularly influenced by factors such as distance between centres, specialities offered, and population density. Centres outside metropolitan areas service districts and regions with larger geographical areas. For example, Robina as a district centre may have a catchment of perhaps 15km, whilst Browns Plains may service people up to 25km away, and Maroochydore’s catchment may extend up to 50km.

District catchments may align with Local Government Areas; however local government boundaries are often poor predictors of social infrastructure catchments, particularly given gaps in services, and inequities in provision levels between geographical areas. District and regional catchments are also influenced by the distribution of the community of interest, as people will travel further to access specialist services (e.g. culturally appropriate education, or support for people with dementia). These factors are important in identifying the location and scale of district facilities.

3.2.4 Local Government Area Wide Infrastructure Local Government Areas (LGAs) in SEQ have populations ranging from approximately 3,500 people (Kilcoy) to more than 950,000 people (Brisbane). On the Gold Coast, one local government services a population of almost 500,000 people, whilst on the Sunshine Coast, three local governments service a total population of less than 300,000 people. The number of activity centres and the size of their catchments is therefore vastly different. Relationships between LGAs are also variable. For example, inter-council co-operation in relation to regional infrastructure is critical on the Sunshine Coast, whilst relationships between the adjoining Esk and Brisbane LGAs are less relevant to social infrastructure planning.


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It is therefore not practical to provide LGA-wide ‘rules’ appropriate to all shires and cities. There are, however, a number of ‘essential’ types of social infrastructure for each LGA. These include a civic/community meeting place, places for cultural expression, centres servicing the health, wellbeing and inclusion of all residents, major event and disaster recovery capabilities, and leadership and advocacy for local and district infrastructure.

3.2.5 Regional / Sub-Regional The SEQ Regional Plan designates four sub-regions—Northern (with an area of 6,583km2 and more than 600,000 people), Western (with an area of 9,456km2 and a population of almost 300,000), Southern (with an area of 5,049km2 and around 850,000 people), and Brisbane (with an area of 1,237km2 and almost one million people). The catchments served by regional and sub-regional facilities may therefore range up to 200km, servicing from 300,000 to one million people and—in the case of major hospitals and universities—more.

Social infrastructure at the regional level meets most health and community support needs, offers the full range of education, training and employment avenues, fosters community participation and cultural expression, and offers a high level of expertise in supporting quality of life. This includes health infrastructure such as hospitals, community health services and specialist health services such as mental, paediatric and geriatric health; education facilities such as universities and TAFE institutes with satellite campuses; the full range of government services (local, State and Commonwealth); correctional centres; cultural infrastructure such as entertainment centres; and major sporting facilities.

The catchment for sub-regional and regional infrastructure may extend more than 200km, particularly in the case of services such as medical and health specialities, tertiary education and major cultural and sporting facilities. It may also provide services (including full-cost services) to overseas residents, particularly those from the Asia-Pacific region. Such infrastructure is generally planned and funded at State or Commonwealth level, usually with local government participation. As such, regional and sub-regional social infrastructure has an important role in resourcing and supporting facilities and services at district and local level.

Whilst the range and scale of infrastructure required at sub-regional level is similar across the four sub-regions, a greater number of sub-regional-type facilities are required in more populous areas. Opportunities for co-location of regional infrastructure are important to community access, efficient land use and efficient use of staff expertise. Comprehensive public transport access to regional social infrastructure is also essential.

3.3 Urban and Rural Settlement Typologies A typology is a classification according to general type. The typologies provided here describe the common characteristics of SEQ communities and indicate considerations for social infrastructure planning in response to typical community needs. Detailed guidance on the range of social infrastructure required for each typology is provided in Section 7.

3.3.1 City Centres City centres have traditionally accommodated major employment uses, entertainment precincts, civic and cultural infrastructure and recreational facilities at the highest level, generally for city and regional catchments (and in Brisbane’s case, for broader catchments). These regional-scale facilities typically double as local facilities. Such facilities are generally provided through redevelopment of existing public infrastructure (e.g. Roma Street Parklands, Suncorp Stadium and the new Gallery of Modern Art) and are planned by the State Government.


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The resurgence in inner-city living at higher densities has revived the need for access to local infrastructure in city areas, such as open space, child care, and care for ageing people. Most housing within city centres is medium- to high-density. Such areas may include ‘vertical communities’, ranging from hundreds of people (in a single apartment complex) to several thousand people (in a high-rise neighbourhood). Household sizes are at the lower end of the scale (currently an average of 1.2–1.7 people per household in inner-city Brisbane), with couple households in the majority, and the proportion of sole person households likely to exceed 30 per cent. Household incomes are generally slightly higher than the SEQ average, reflecting the generally higher level of income required to maintain housing payments in the inner city.

Private open space is limited, and some multi-unit dwellings provide shared private space, which can include barbecue areas, pools and gyms. Local retail spaces such as 24-hour convenience stores, cafes and bars located on the ground floor of apartment buildings point to a potential future outcome for social infrastructure—provided as part of a building, at a scale which addresses the neighbourhood. This could include a community meeting room, public internet access or recreational facilities which encourage healthy lifestyles provided as part of the housing complex.

At a larger scale—and depending on the capacity of infrastructure servicing adjacent suburban communities—social infrastructure such as services for ageing people, child care and community participation options will also need consideration. Older people living alone can feel very isolated: facilities or opportunities for people to form social networks are essential. Facilities and services will be required within walkable distance of multi-unit dwellings or public transport.

3.3.2 Activity Centres The SEQ Regional Plan encourages higher density residential development to be focussed within activity centres and around public transport nodes and corridors. Activity centres are mixed-use residential and employment areas designed to maximise land-use efficiency and convenience by providing high levels of access to facilities and services, including public transport.

Activity centres will contain more medium- to high-density housing than other communities. The number of dwellings per hectare in activity centres will range from about 30–120 or more, whilst 30–80 dwellings per hectare are required in transit oriented communities. They will contain a full range of household types, from sole person (likely to be 30–40 per cent of households) to couple households (likely to form the largest group), adult-with-children households, and group households (including students and extended families). Household sizes are likely to be less than two people per household.

Private open space will be provided at a rate proportional to the total gross floor area of buildings—according to local government planning requirements. The number of employment, education and housing options will be greater, and so there may be more cultural and socio-economic diversity in activity centres. As such, household incomes will be vary. Access to social infrastructure will be supported by the close proximity of public transport routes and a greater range of services within commuting distance. Housing prices are likely to be relatively high due to the level of amenity, which may lead to housing stress.

3.3.3 Greenfield Communities ‘Greenfield’ refers to areas of undeveloped land in the Urban Footprint suitable for urban development, typically in urban fringe locations. Greenfield sites with contiguous areas of over 100 hectares are referred to in the SEQ Regional Plan as ‘major new urban areas’ or ‘major development areas’ (subsequent Office of Urban Management policy). These can be in single or multiple ownership.


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Greenfield areas typically attract a high proportion of families, and are more likely to attract first home owners due to the relative affordability and the appeal of more generous private space, parks and local services such as child care. Whereas traditional greenfield developments were typically ‘mono-cultural’ housing estates, greenfield developments today provide a range of housing to meet diverse housing needs. In addition, the large greenfield development sites, or major development areas, are required to provide higher-density and mixed-use development around activity centres and public transport nodes and corridors. Low to medium housing densities are common (currently averaging 8–10 dwellings per hectare)—though this will change—and average household sizes range from 2–2.7 people. Cultural and economic diversity is partly determined by availability of employment and service options, but is increasing as new settlers from interstate and overseas establish families and seek affordable housing options.

Access to social infrastructure is dependent on existing facilities and services, in combination with infrastructure provided as part of development agreements, and on access to public transport. Integration and co-location of facilities and services is particularly important for greenfield communities as residents will usually need to travel to access district-level services. The development of greenfield communities provides an opportunity to get the planning right to facilitate the efficient delivery of services.

3.3.4 Infill Communities Infill refers to new development in established urban areas where the site or area is either vacant or has previously been used for another purpose (a brownfield site) and will be redeveloped. Infill also refers to the intensification of existing uses (e.g. an increase in the number of dwellings per hectare). Infill may range from one additional lot to a major mixed-use development. Consequently, the population may increase by as many as hundreds of new households. Around 400,000 people will be housed in infill development across SEQ over the next 20 years. It is critical to carefully weave infill into the existing urban fabric, to minimise disruption to existing communities.

Typically, new infill development will comprise medium- to very-high-density dwellings, with household sizes likely to range from 1–2 people per household. Densities will be highly variable, based on the characteristics of particular sites. Depending on the availability of smaller homes (attached or small lot), couples, small families, ‘empty nesters’ and older people are likely to be attracted to infill areas. Private open space is likely to be limited to smaller yards, decks or balconies, and the provision of parks is therefore an important consideration. Employment options are likely to be more varied than in greenfield areas, attracting more socio-economic diversity. Incomes are likely to be average, accounting for a diverse range of residents, but inner-city sites are likely to also attract higher income groups.

The need for social infrastructure in infill areas is dependent on the capacity of existing infrastructure compared with the number of new residents and their particular demands. Many existing facilities and services are already straining to cope with growing demand, and a critical examination of the match between existing infrastructure and new and emerging needs will be required. The characteristics of ‘old’ and ‘new’ residents also need to be examined to ensure an appropriate balance of provision. Contributions to community infrastructure will need to be determined on the basis of the additional demand and the different needs of residents of infill developments.

3.3.5 Rural Centres Generally, the average unemployment rate in rural centres is lower than the regional average, however a lack of employment diversity may narrow the socio-economic base and SEQ’s ongoing drought is depressing household incomes in many areas. In rural centres, there are fewer people born overseas than there are in coastal areas


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but on average they have more than twice the proportion of Indigenous residents compared with Brisbane.

In most rural centres, population growth is slower than it is in coastal areas. Rural centres are likely to include higher percentages of couple and family households than metropolitan areas, but they have older median populations due to the movement of young people to coastal centres. The majority of housing is detached dwellings and occupancy ranges around 2.5 people per household. Housing densities are generally low, with lot sizes typically ranging from 600–2,000m2. Private open space is found at high levels but parks are important gathering places.

Social capital is likely to be healthier in most rural centres than in a city, due to the traditional need to work together, the smaller scale of communities and their relationships to local centres. However, centres with high levels of commuting can have weaker social capital. Social infrastructure planning needs to ensure that communities are assisted to respond to changing rural industries and economic and social conditions (such as localised population growth due to the ‘sea change’ and ‘tree change’ phenomena). Because rural centres provide for extensive rural catchments, public transport between rural and sub-regional centres is essential to allow residents to access an adequate range of social infrastructure.

3.3.6 Rural Residential Rural residential development is large-lot residential subdivision in a rural, semi-rural or conservation setting. It is typically located on the fringes of urban and rural centres at very low densities. Lot sizes are generally greater than 2,000m2 and attached housing is rare. Private open space is abundant. Populations are smaller and dispersed, but household occupancies are higher than in city and suburban areas, at around 2.9–3.1 people per household. Incomes, housing stress and employment characteristics are highly variable, depending on communities’ proximity to major centres.

Services are provided at the most basic level (e.g. a post box and possibly a neighbourhood house). Residents are generally expected to access social infrastructure in urban and regional centres. Public transport links to rural residential areas are often expensive to maintain but are sometimes considered if bus stops can be provided for a walkable catchment.

The SEQ Regional Plan’s policy is to contain and limit areas allocated for rural residential development. This will ensure efficient provision of services and infrastructure (rural residential development is generally expensive and inefficient to service) and limit further land fragmentation. Further rural residential development in SEQ is restricted to the Rural Living Area and Urban Footprint regional land use categories.


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4 Participation in Planning Participation in planning refers to opportunities for stakeholders to contribute to and influence planning processes and outcomes.

Participation helps planners to draw on local knowledge and reflect local values. It assists in developing partnerships and alliances for implementation, and more appropriate models of delivery, such as co-location and integrated service delivery.

The SEQ Regional Plan recognises that community engagement is a powerful mechanism for identifying new approaches and solutions to managing growth and development. The SEQ Regional Plan sets out policies for community engagement and capacity building (Desired Regional Outcome 6), including:

• improving planning and delivery of social infrastructure by developing collaborative working relationships

• supporting community engagement in planning processes

• enabling local communities to identify, articulate and enhance their sense of place and wellbeing

• establishing partnerships to enhance community engagement and capacity building

• targeting community capacity building in areas undergoing significant change.

Stakeholders include community members and organisations, local governments, State agencies and, in some circumstances, Commonwealth agencies. Participation by land developers and private infrastructure providers is also sometimes required.

The Queensland Government has adopted the Organisation for Economic Co-operation and Development’s (www.oecd.org) engagement model:

Information « » Consultation « » Active participation

This model acknowledges that information, consultation and active participation are part of a community engagement continuum, whereby the levels of engagement and influence progressively increase. Participation may range from comments on information provided, to one-off input to planning, to ongoing involvement in initiatives such as community planning or facility development. It is important to carefully specify the community’s role in planning, to ensure expectations are clear, decision-making is accountable, and community members do not feel excluded from the development of social infrastructure.

There are many good resources that provide guidance on participation processes and practices (see Section 9). The following sections provide specific guidance on participation in social infrastructure planning.

4.1 Community Participation Planning processes that should consider community participation include the development of structure plans, master plans, facility feasibility studies, and social infrastructure strategies. Key stakeholders include community organisations (particularly those delivering services and managing facilities), interagency networks (such as child care, aged care and youth service providers’ networks), and community members.

This section outlines considerations for participation in social infrastructure planning, involving the range of stakeholders necessary for integrated planning. Care should be taken to ensure all sectors of the community have opportunities to be involved in planning, and that issues of intergenerational equity are taken into consideration when determining infrastructure needs.


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Participation should be preceded and accompanied by information provision. Information should be timely in advising people of participation events and in allowing community members to consider planning issues, and should recognise community processes (e.g. meeting cycles and local economic seasons). Depending on the scale of the planning exercise, methods of piquing community interest and building awareness include:

• newsletters and feedback forms

• media releases, advertisements and articles

• community events and festivals

• briefings to community networks

• online information and networking (e.g. websites and billboards).

The table below outlines potential inputs to planning for community members and organisations, and examples of methods which may facilitate each input.

Table 1: Community Participation in Planning Planning step Inputs to planning Example methods Profiling

• Identifying capacity of social infrastructure

• Identifying local values and priorities • Commenting on the adequacy of

existing/ proposed models of infrastructure provision

• Surveys • Interviews • Focus groups • Websites

Analysis and assessment

• Input to assessment of type and scale of infrastructure required

• Advocating priorities for local and regional social infrastructure

• Defining problems and identifying solutions

• Reviewing findings and providing input to strategies

• Workshops • Phone-in and email

comment • Interagency forums • Think tanks • Working groups • Action research

Provision and implementation

• Contributing to the development of locally and regionally appropriate solutions

• Identifying opportunities for integrating new facilities with existing adjoining uses

• Identifying opportunities/interest in joint development, design and use of new facilities, such as community centres

• Evaluating and tracking the effectiveness of local social infrastructure in supporting community wellbeing

• Design workshops • Open days • Reference groups • Charettes • Web-based input • Displays • Submissions • Ongoing information

exchange

Particular care needs to be taken to involve community members who are under-represented in planning, including young people, people with disability, Indigenous people and people of culturally diverse backgrounds. This is most effectively done through existing community networks and participation activities held in local community venues. Schools, TAFE colleges, universities and facilities for young people at risk are also valuable partners in achieving participation. A means of two-way communication should be also provided (e.g. phone number and email address) during the planning process, and the community should receive feedback on how their input is being considered.


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In planning new greenfield areas and some infill areas, there may not be an existing community to involve. Information for these areas can be derived from:

• consulting with residents in adjoining areas, particularly communities with whom the new residents will integrate

• government agencies with information about surrounding districts and regions • Parents and Citizens Associations and teaching staff at local schools • local historical, cultural and religious organisations • service networks in adjoining areas • analysis of the likely housing mix, and developers’ target market characteristics • real estate agents (regarding resident and household types moving to the area).

4.2 Local Government Participation Local governments are leaders and key stakeholders in planning for social infrastructure. Most local governments in SEQ fulfil a number of roles in planning and provision, which may include the elements shown below.

Table 2: Local Governments’ Roles in Social Infrastructure Participation in Planning Participation in Provision Research and data collection Analysis, management and monitoring of data and advice on existing provision

Facility provision Asset management and staffing of local or district community centres

Planning strategies E.g. structure plans, master plans, social/ community plans, youth development plans, health ageing plans, recreation plans

Resourcing Supporting community networks through financial, information, accommodation or staff resources

Integrated planning Setting or advocating local priorities for social infrastructure, and participating in regional agendas

Service delivery Community, cultural, recreational, information and health services, sometimes including child care

Monitoring Evaluating and tracking the effectiveness of local social infrastructure in supporting community wellbeing

Partnerships Collaboration, either project-based or ongoing, with other local governments and State agencies to deliver facilities and services

Most local governments develop and maintain an extensive knowledge of:

• socio-economic characteristics at the local and district levels • distribution and capacity of social infrastructure • unmet local needs and community issues with the adequacy of infrastructure • effective local responses.

The actions noted in Table 3 (below) will assist in ensuring that local governments keep their valuable local knowledge current.

Table 3: Keeping Local Governments’ Knowledge Current Knowledge required Regular actions that will assist in keeping

information current Socio-economic characteristics

• Analysis of Census data at a local and district level • Interviews/discussions with households, businesses,

community members

Distribution and capacity of social infrastructure

• Regular phone surveys and site visits to community facilities/services

• Discussions with users of facilities and services

Unmet local needs • Design workshops • Open days • Reference groups


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Knowledge required Regular actions that will assist in keeping information current • Charettes • Web-based input • Displays • Submissions • Ongoing information exchange

Effective local responses • Workshops • Phone-in and email comment • Interagency forums • Think tanks • Working groups • Action research

Local governments (if they are not leading the social infrastructure planning process) should be invited to participate by means of initial contact with the CEO, the manager responsible for community and cultural infrastructure, and councillors for the area. Regular, ongoing inclusion of local governments in regional planning forums for social infrastructure is also essential.

4.3 State Government Participation The Queensland Government includes agencies responsible for a wide range of social infrastructure required in communities, with the exception of Commonwealth-provided services such as income support, some residential care services and tertiary education. Comprehensive social infrastructure plans will potentially require the involvement of the following departments, whilst specific plans will require participation by those with related interests: • Department of Child Safety • Department of Communities • Department of Education, Training and

the Arts • Queensland Corrective Services • Department of Emergency Services • Department of Housing • Department of Justice and Attorney-

General

• Department of Public Works • Disability Services Queensland • Queensland Health • Department of Local Government,

Planning, Sport and Recreation • Department of State Development

Employment and Industrial Relations • Queensland Police Service

An overview of the role of Queensland Government agencies in social infrastructure planning is provided in Table 4. More detail on agency planning requirements for different types of facilities is provided in Appendix 1.

Table 4: State Government Agency Roles in Social Infrastructure Participation in planning Participation in provision Planning strategies such as departmental strategic and/or asset management plans for facility and office space development

Direct delivery of community, cultural, arts, educational, information, corrections, health and emergency services

Planning and funding frameworks such as the Department of Communities’ Needs Based Planning and Resource Allocation Framework

Provision of funding through a range of programs implemented at State and regional level

Collation and communication of regional and State-wide information

Trialling new models of provision (e.g. health precincts, multi-tenant service centres and Private–Public Partnerships)

Setting or advocating regional and State-wide priorities for social infrastructure, and participating in regional agendas (e.g. SEQ Infrastructure Plan, Regional Managers’ Co-ordination Network)

Partnerships with other State and local government agencies to deliver facilities and services


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Participation in planning Participation in provision Monitoring the effectiveness of regional and State-wide social infrastructure in supporting community wellbeing

Participation in determining infrastructure needs as part of local government planning schemes, Local Growth Management Strategies, and Structure Plans

Early engagement of State Government agencies in planning—from the scoping stage—is recommended. It is particularly important to understand agencies’ existing plans for social infrastructure in the area, program priorities and target groups, forward capital works programs, partnership arrangements, and planning cycles. State agencies may also have research information from their own planning processes to assist with wider social infrastructure planning.

The participation of State Government agencies in social infrastructure planning is usually initiated by invitations to regional managers and area office managers, and to the Director-General of the relevant State Government department where appropriate (depending on the scale of the planning exercise and expected outcomes). Inter-agency participation mechanisms are an essential part of successful social infrastructure planning and monitoring, and should be developed at a local and regional level.

4.4 Commonwealth Government Participation Commonwealth Government agencies also play a role in planning and providing certain types of social infrastructure. Among the infrastructure facilities and services supported by these agencies are: Home and Community Care (for aged people and people with disability, jointly funded by the Queensland Government), aged care packages, out-of-school-hours care, universities, and contributions to health and housing services provision. Where appropriate, the participation of these agencies (generally through regional offices) should be sought, through information exchange and invitations to join agency planning exercises and planning strategy reviews.

Depending on the focus of the planning, the regional offices of the following Commonwealth departments may need to be approached: Centrelink; Families, Community Services and Indigenous Affairs; Education Science and Training; Health and Ageing; and Veterans Affairs.

The relevant Area Consultative Committee (ACC), acting under the auspices of the Commonwealth Department of Transport and Regional Services, should also be consulted. ACCs are not-for-profit, community-based organisations funded by the Commonwealth Government under the Regional Partnerships program. Their aim is to build regional networks and partnerships to identify priorities and opportunities for regional community and economic development, in accordance with a three-year strategic plan.


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5 Profiling 5.1 Community Profiling 5.1.1 Undertaking Demographic

Analysis

This section on profiling aims to provide useful information about accessing demographic data, understanding population characteristics, conducting regional analysis, and identifying community needs. The following agencies provide expert services in relation to these data and analysis, and it is recommended that they be contacted as a primary point of reference: the Office of Economic and Statistical Research (OESR), which is part of the Queensland Treasury; the Planning Information and Forecasting Unit (PIFU), in the Department of Local Government, Planning, Sport and Recreation; and the Australian Bureau of Statistics (ABS).

Demographic analysis is a key to understanding the community. Demographic analysis will identify the number of people currently in the community, their characteristics, and the likely future population. From this it may also be possible to make assumptions about the nature of the future population who will live, and in some cases, work in or visit an area.

The key source of data for all demographic analyses is the Australian Bureau of Statistics (ABS). The ABS conducts and analyses the five-yearly Censuses of Population and Housing. A Census was recently undertaken and preliminary results are expected to be available in July 2007. This will remove the current reliance on the 2001 Census data, which is problematic in rapidly growing areas such as SEQ.

5.1.2 Analysing the Existing Population The initial task in a demographic analysis is to determine the existing population of the area or areas under consideration. Further discussion on how to determine these ‘areas’ can be found in the following section, however the area adopted will depend on the level of analysis being considered for the provision of community facilities and services. The smallest level of analysis presently possible on demographic data is the Census Collector District (CCD)1. If the neighbourhood is larger than one CCD (which generally average around 220 dwellings in urban areas), then CCDs should be amalgamated, either using ABS’s electronic software C-Data, or engaging ABS to amalgamate the data.

1 ABS is introducing a new geographical unit, called a meshblock, which will be trialled on some data

from the 2006 Census and fully adopted for the 2011 Census. The meshblock is expected to be 20–25 per cent of the size of a Census Collector District (CCD). From 2011, detailed data will be available only as meshblocks, rather than CCDs.

This section outlines the process of profiling existing and future communities and facility provision, and provides guidance on data management.

Profiling

• Identify existing and projected

demographic characteristics

• Assess settlement patterns

and catchment areas

• Describe and quantify existing

social infrastructure

• Analyse existing information

on community needs


P

a

r

t

i

c

i

p

a

t

i

o

n

Analysis/Assessment


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If the analysis relates only to the local level (refer to Section 3.2), then it may be appropriate to collect data at the Statistical Local Area (SLA) level2. SLAs can also be amalgamated in the same way. The Local Government Area (LGA) is the next largest area of published Census data. Beyond this, ABS provides Census information on Statistical Sub-Divisions and Statistical Divisions across Queensland (the latter including capital cities), and then at the State level. There is also information available on Urban Centres/Localities (although these do not equate to SLAs and only cover portions of Australia) and Statistical Districts (selected urban areas outside capital cities).

What is important is that the areas used are consistent with those used in other planning units within an organisation (e.g. a Strategic Planning Branch in a council) or other important data. Particularly important is that the areas are consistent with:

• any existing ‘community profile’ • strategic planning precincts • existing mapping • precincts used for Local Growth Management Strategy population projections and

Priority Infrastructure Plans.

It should also be considered whether the focus of the analysis should be the resident population only, or include visitors to the area (such as tourists) and/or workers in the area3. Determining this might depend on the extent to which these groups could be expected to use any infrastructure provided, and therefore the extent to which the capacity of the infrastructure should take into account the needs of these groups.

A data set is available called ‘Estimated Resident Population’, which accounts for the usual place of residence. This provides up-to-date estimates of the true resident population on an annual basis but is only available for LGAs and SLAs4. Other information is also available (e.g. from http://www.btr.gov.au/) on the numbers of tourists who might visit a locality on an annual basis, and estimates may be made at peak times by local tourist authorities. Data on the working population is available from ‘Journey to Work’ data or ‘Working Population Profile’ data prepared from the Census by the ABS.

Some historical data (relating to one or two previous Censuses) may be useful to the analysis, especially:

• population by age groups • dwellings by type.

This data can also be obtained from the ABS. When making comparisons, it is important to ensure that LGA or SLA boundaries have not changed between Censuses.

It is also important to note that some groups, including Indigenous people, may not participate in the Census to the same level as other groups, and local enquiries should be made to supplement Census data.

2 An SLA generally equates to a ‘suburb’ in a predominantly urban area, but in other areas can even

equate to a Local Government Area. 3 Effective from the 2006 Census, all Census data will typically be based on a ‘usual resident’, i.e.

the people who normally live at an address (in contrast to the current Census data, which normally includes visitors to an area on Census night and excludes usual residents who are absent on Census night). However, information will still be available on overnight visitors.

4 The Planning Information Forecasting Unit of the Department of Local Government, Planning Sport and Recreation (PIFU) (www.lgp.qld.gov.au/pifu) makes estimates of the resident population at Census Collector District (CCD) level.


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Tips for demographic analysis • Check whether somebody else has already compiled a ‘community profile’ or

similar product that could meet your needs. • Don’t collect more information than is relevant—specifically, think about those

characteristics (including the key risk indicators) that will influence the type or number or attributes of community facilities.

• Use the most up-to-date information available. Population estimates may be available to update Census data at the Local Government Area level.

• Use the same area boundaries as other relevant planning agencies/stakeholders, or other important data, particularly population projections used in the Local Growth Management Strategy.

• Use appropriate ‘comparative areas’ (such as a sub-region, region, metropolitan area or State) to determine whether the demographic profile of the area is typical or atypical.

• Consider both the number and proportion of people with particular demographic characteristics—while the proportion may be high compared to another area, it might represent very few people.

5.1.3 Analysing Population Characteristics Population numbers are important to determine the size of catchment areas and the facilities that will serve them. Population characteristics are important in determining the nature and type of these facilities.

The ABS Census provides a wealth of information on demographic characteristics. Once the area or areas of analysis have been determined, information on characteristics can be collated. It is often useful to provide several ‘comparatives’ in terms of the areas of analysis, e.g. as well as Statistical Local Areas, comparative demographic information might be provided on the Local Government Area (LGA) as a whole, and possibly the Statistical Subdivision or State. This allows the researcher to determine whether the demographic profile of the area under consideration is typical, or whether particular characteristics, for example the proportions of young children aged 0-4, or people from different cultural backgrounds, are atypical in the local area. This information will have an impact on the facilities to be planned.

In collating information on demographic characteristics, the rule is to focus on those characteristics that will influence the type or number or attributes of the community facilities that are planned. These include:

• number and proportion of people in different age groups • number and proportion of Aboriginal and Torres Strait Islander People and people

from non-English speaking backgrounds • proportion of new residents (not counted at the same address in the previous

Census) • indicators of socio-economic status, such as household income and housing

payments • household type • dwelling type • vehicle ownership.


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Target groups Demographic analysis should take into account the needs of particular target groups as well as the needs of the wider community. Demographic data will help identify potential needs for the following target groups:

• children • young people • women, including older women • Aboriginal and Torres Strait Islander people • culturally and linguistically diverse people • people with disabilities • older people • single parents • unemployed people • people living alone • income support recipients • other.

In analysing the demographic data, it is important to have regard to both the number and proportion of people with particular characteristics. For example, while the proportion of people 85-years-and-over may be particularly high in a local area compared to an LGA as a whole, this could only represent 20 or 30 people. The example below provides an example of the type of information which might be collected and analysed on key demographic indicators. This information can either be derived from C-Data or the Australian Bureau of Statistics website. Key demographic indicators by aggregated CCDs for selected localities

Indicator Derby SLA Greenwald LGA Qld Population Summary Total Persons 3,195 129,429 3,655,139 Age Summary 0-4 years 145 7,702 242,551 0-4 years % 4.5% 6.0% 6.6% 5-14 years 251 18,300 519,991 5-14 years % 7.9% 14.1% 14.2% 15-24 years 430 14,678 495,235 15-24 years % 13.5% 11.3% 13.6% 65+ years 571 20,672 443,105 65+ years% 17.9% 16.0% 12.1% Ethnicity Summary Aboriginal and TS Islanders 16 1,505 112,772 Aboriginal and TS Islanders (%) 0.5% 1.2% 3.1% Overseas Born: NESB (a) 117 6,214 266,833 NESB (%) (a) 3.7% 4.8% 7.3% New Residents Other address 5 years ago (%) (b) (c) 47.6% 40.8% 10.9% Income Summary Household income < $500/wk (%) (d) 37.3% 40.4% 10.9% Household Income > $1000/wk (%) (d) 33.2% 26.4% 35.1% Household Summary (e) Couple families with children (%) (f) 19.6% 29.2% 32.8% Couple families without children (%) (f) 27.1% 30.7% 27.4%


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Indicator Derby SLA Greenwald LGA Qld One Parent Families (%) (f) 9.8% 12.1% 11.8% Lone Person Households (%) (h) 31.4% 23.8% 23.2% Households Owned (%) (h) 28.4% 38.5% 36.7% Households Being Purchased (%) (h) (i) 14.7% 23.8% 25.8% Households Renting (%) (h) 40.6% 29.4% 30.1% Dwelling Summary Separate House (%) 25.6% 96.1% 77.1% Semi-detached Dwelling (%) 6.5% 9.1% 6.8% Flats, units & apartments 55.3% 16.7% 12.1% Other Dwellings (%) 8.7% 4.2% 3.1% Occupancy Ratio Occ Private Dwelling Occupancy Ratio 1.7 2.2 2.3 Vehicle Availability (j) No Vehicles (%) 8.1% 8.0% 9.3% 2 or more vehicles 31.1% 42.0% 44.5%

5.1.4 Analysing Population Projections Demographic analysis needs to consider not only the existing population, but the future communities who will live, visit or work in an area. The most important source of information on the future community is the population projections which are to be used within the Local Growth Management Strategy (LGMS). These will relate to the dwelling targets in the SEQ Regional Plan. These projections are prepared by the Planning Information and Forecasting Unit (PIFU) at the Local Government Area (LGA) and Statistical Local Area levels. Estimates of capacity on a within-LGA basis may be made by the Strategic Planning Branch of councils as an input to projections, but are then signed off by PIFU. Again, it is important that the areas of analysis used for planning social infrastructure correlate with the areas of analysis adopted for the LGMS projections. This will become even more important when a Priority Infrastructure Plan is developed for infrastructure charges.

It is important in planning future social infrastructure to give consideration to the staging of provision of facilities. In this regard it is often useful to apply the population projections at five-year intervals, at least for the foreseeable future, particularly where these line up with council budgeting processes. An ultimate population projection can also be useful for the purposes of future planning, although projections beyond 20 years could be considered ‘crystal ball gazing’. Nevertheless, it may give some guidance as to where future capacity may be required in facilities which are planned.

It is also useful to review the likely characteristics of future populations. Although the characteristics which have been projected forward are limited, there are several sources of such information. PIFU and the Office of Economic and Statistical Research (OESR) (www.oesr.qld.gov.au) both provide useful projections on age and household type, and custom data can be ordered. OESR makes its projections available at the State and Statistical Division level. PIFU produces projections of some characteristics at lower levels of geography—LGA, SLA and aggregations of Census Collector Districts.

5.1.5 Assessing Settlement Patterns and Catchment Areas Different service and facility providers use different catchment areas for planning in response to identified needs. Few of these boundaries align (e.g. Queensland Education catchments do not align with Queensland Health catchments), making it difficult to apply consistent catchment areas for individual facilities.

At the Local Government Area level, it is desirable for the catchment areas used for demographic analysis to be consistent with the planning areas used for projecting


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population growth or developing planning provisions, and developing Priority Infrastructure Plans. This may not always be possible (i.e. if planning areas do not align with Census Collector District boundaries, or do not align with apparent communities of interest), in which case demographic catchments should attempt to relate as best they can to a logical functioning of the community (e.g. by combining a number of planning areas). Council division (electoral) boundaries reflect the equitable distribution of the population. Before using these as a boundary for a planning area, care should be taken to ensure they reflect the logical functioning of the community.

Criteria for determining infrastructure planning areas • Reflect the logical functioning of the community—the hierarchy of central

places (city centre, district centre, local centre and neighbourhood centre), and the patterns of movement and association between them (including how they are supported by movement systems, i.e. road hierarchies, public transport and pedestrian/bicycle networks)

• Compatibility with the hierarchy of centres established in the SEQ Regional Plan

• Compatibility with land use planning areas used for strategic, statutory and infrastructure charges planning

• Topographical and other features, including barriers (such as rivers and arterial roads) and their influence on movement patterns and the shape of communities of interest.

5.2 Inventories of Existing Facilities An inventory of existing facilities is an essential tool that supports social infrastructure planning. Before the demand for new facilities can be identified, it is important to establish what facilities already exist, and their capacity to accommodate additional demand.

The inventory should include council-, State-, private- and community-sector-owned facilities—to give as complete a picture of available infrastructure as possible. It should contain only the information needed to meet this purpose. Before designing a data inventory checklist or survey, it can be helpful to think about how the data will be used. For example, a social infrastructure planning process will need answers to the following questions:

• What type and level (hierarchy) of facilities already exist? • What is the spatial distribution of existing facilities (are they concentrated/evenly

dispersed/poorly distributed)? • How well do existing facilities meet current demand? • Are there any facilities that are under-utilised, in need of major works, or subject

to planned changes in the future? • What is the ownership of facilities, how secure is their tenure, and is access

affordable for all income groups? • Are there any target groups not being catered to by existing facilities? • What opportunities are there for co-location, multiple use or expansion of existing

facilities?

A facilities survey is the most commonly used (and least costly) method of collecting information for a community facilities inventory. The survey method used will influence the accuracy of this data—surveys by interview, rather than self-administered surveys by facilities providers, will provide a more complete and consistent data set. A number of sources can be used to identify the facilities in an area, including: community information listings, Yellow Pages, council land use and rates data bases, and website listings.


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Creating community facilities inventories • Don’t collect too much detail or detail that will become quickly dated. • Where possible, ground-truth facilities identified in land use and rates data

bases. • While levels of use are an indicator of demand, don’t get bogged down—it

is enough to estimate that a centre is used at 50 per cent capacity, or a child care centre is at capacity (i.e. has a waiting list).

• Avoid long questionnaires that impose unnecessarily on facility operators. • To encourage consistency, provide guidance in the survey form on how to

estimate the catchment area/threshold of the facility (see Section 3.2). • Design the survey form so that it can be entered into a simple data base.

Without the investment of substantial resources in areas with large populations, it can be difficult to achieve an accurate inventory. However, every effort should be made to build a data base that is as complete as possible, especially in relation to information on the type, location and ownership of existing facilities. An inventory should aim to report on the following aspects of facilities:

Type of facility Key descriptor, e.g. community centre, child care centre (see suggested facility categories below). Description of main facilities, e.g. meeting rooms, office space, hall. Target groups served

Main target groups serviced Location

Street address Real Property or other geographic locator to enable GIS mapping

Accessibility Access to public transport services Proximity to activity centres Access to pedestrian and cycle networks Access for people with disability

Catchment area served Classification of the facility as a local, district, metropolitan/Local Government Area-wide, or regional level facility (see Section 3.2)

Services offered at the facility Listing of types of services offered at the facility (e.g. child health services, information services, other)

Capacity to accommodate additional services/demand, e.g. Seating capacity of hall facilities/number of child care places Current level of use (e.g. at or below capacity, existence of waiting lists)

Plans to expand/alter the facility Short-term planned changes (i.e. in next 2 years) Longer term planned changes (more than 2 years away)

Ownership and management Who owns the land and buildings/Who is responsible for managing the facility?


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5.3 Data Access and Management Data storage and retrieval, integration with the other data management functions of an organisation, and maintaining the currency of information—these are all important to the profiling of community facilities. Information can be stored in a range of database systems. The systems used should match the ongoing capacity of the organisation to operate them. Unless the organisation has the capacity to operate more complex systems, it is recommended that it use less complex systems—to facilitate easy retrieval of information and support research needs analysis.

The information gathered through a facilities inventory process may also be useful for other needs within the organisation (e.g. compiling community information listings, linking the data to an asset register, or integrating it with mapping systems that provide property/locality details to support development assessment activities). Before deciding on the type of data storage system to use, check first with other potentially interested people in the organisation or participants in the planning process to identify potential common interests and uses for the data. Check also with data management personnel to discuss the best way of meeting user needs.

If the information is intended only for facilities planning, it will need to be updated only every five to seven years—to coincide with the infrastructure planning review cycles. However, if the intention is to use the data regularly, then resources should be allocated and a management system established to enable the data to be updated regularly.

To help analysis, information collected through an inventory process can be reported in the form shown in Table 5.

Table 5: Sample Analysis Format for Existing Facilities

1 Community Centre (District)

2 Child Care Centres

1 Fire Station Shortage of space at Central Library

1 Ambulance Station

Proposed: 1 Community Centre (Local)

1 Aged Person’s Leisure Centre

Community Centre has capacity to expand

Comment

Merridale Planning Area

1 Library (Central)

1 Hospital Proposed: 1 Arts and Exhibition Centre

1 Cemetery

Health Facility

Emergency Service Facility

Arts and Cultural Facility

Other Facility

Area name

Community Centre Facility

Targeted Facility

Education and Life Long Learning facility

5.3.1 GIS Mapping Geographic Information Systems (GIS) are powerful tools for mapping and analysing data, particularly when spatial analysis is needed. Land use and facility planning rely on an understanding of the spatial relationship between facility location, user catchment, and proximity to alternative facilities. GIS systems are capable of holding a vast amount of information in different ‘layers’, enabling interrogation of data to be tailored to the needs of a particular project. GIS enable:

• relatively fast and easy cross-referencing across a range of information tailored to support analysis needs (e.g. facility locations compared to housing types, land uses and/or public transport routes)

• iterative data analysis—so that data queries can be modified and repeated as new questions arise (e.g. a query to establish accessibility to public transport might be followed by a query to compare demographic data about car ownership in relation to a defined facility service catchment)


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• ready access to information such as registered plan details, address, ownership, tenure, land use and other information relating to an individual parcel of land

• easy comparison of different planning or administrative boundaries (e.g. the SEQ Regional Plan’s Urban Footprint, priority infrastructure areas, suburbs, electoral boundaries, planning scheme boundaries, Statistical Local Areas/Census Collector Districts, and other planning boundaries).

Most local and some State government agencies have a GIS capability. In designing a social infrastructure planning process, it is advisable to meet with the relevant personnel to discuss the nature of the research task, the information to be collected and the opportunity for GIS mapping support.

If an organisation does not have its own GIS mapping capability, the Planning Information Forecasting Unit and the Office of Economic and Statistical Research can do customised mapping for a fee.

Tips for GIS mapping • Don’t collect too much detail or detail that will become quickly dated—avoid

information that is interesting but not necessary. • Make sure that the information can be maintained. • Make sure that there is capacity within the organisation to provide ongoing

support for GIS operation and interrogation—the data is not useful if it can’t be accessed.

• Don’t duplicate—find out first if the data is available from another source. Mapped layers can be easily imported from elsewhere.


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6 Analysis and Assessment

6.1 The Nature of Need Needs are reflected in a number of different ways, requiring the researcher to bring together various types of information to generate an accurate analysis. The needs of specific target groups (described in Section 5.1.1), as well as those of the general population, should be purposefully considered. Table 6 summarises the different kinds of need that occur, and the type of information required to help understand them.

Table 6: A Framework for Understanding Need Types of need Description Information source Felt need What people say they

need Feedback from consultation with the community and facility/service providers (e.g. through meetings, forums, interviews, other)

Expressed need Actual demand Measured through waiting lists, number of requests for services (e.g. through facilities inventory survey)

Normative need Expert analysis of need Investigated through demographic and social trends analysis

Comparative need Comparable rates of provision

Comparative assessment of existing rates of supply against common rates of provision in other similar communities

Latent need Needs that users are not yet aware of

Demographic analysis, particularly of population change and growth Analysis of research and public/ social policy

(Adapted from Local Government Association of Queensland (1996) Social Planning Guidelines for Queensland Local Government Chapter 9)

6.2 The 5 Steps of Needs Analysis Analysing and converting community needs into social infrastructure requirements involves the five steps below. These steps draw on information gathered to identify the range, number and location of facilities and services required to meet expected demand for the planning period (see Sections 4 and 5).

Step 1 - Analyse data from profiling and consultation

This section describes the process for analysing data gathered through participation and profiling (see Sections 4 and 5) and converting these data into infrastructure requirements (or desired standards of service) to meet identified community needs. It also explains the role of comparative rates of provision as a tool to assist with needs analysis, and provides a model of comparative rates of provision applicable to SEQ. Finally, it outlines some guiding principles for determining infrastructure requirements. The section begins with a brief overview of the different types of needs that should be assessed.

Profiling

P

a

r

t

i

c

i

p

a

t

i

o

n

Analysis/Assessment

• Collate and analyse data from

profiling (community profile and

facility inventory) and consultation

• Spatial analysis of provision,

settlement patterns and catchment

areas

• Analyse against comparative rates

of provision and develop locally

applicable desired standards of

service

• Identify gaps in existing supply

and assess future needs

• Validate findings through

consultation.



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Step 2 - Spatial analysis of need Step 3 - Develop locally appropriate standards of service Step 4 - Identify gaps in supply and assess future needs Step 5 - Validate findings.

6.2.1 Step 1: Analysing Data from Profiling and Consultation Information from the community profile, combined with information gathered through consultation with the community, will provide an understanding of the current population makeup, social and demographic trends, key target groups and expected population growth and characteristics. This will enable the definition of market segments that need to be planned for, as well as ultimate population numbers and distribution as an indication of demand. The ultimate population can also be broken down into planning intervals (e.g. five-year intervals) to assist with the staging of facility provision.

The inventory of facilities should be analysed to reveal the type of facilities that exist, the rate of supply of facilities per capita, the target groups catered to/not catered to, the capacity of existing facilities to meet existing demand, and any barriers restricting the access of particular groups to facilities and services (e.g. cultural or accessibility barriers).

Consideration should also be given to community capacity—where the operation of facilities and services is managed by the community sector (e.g. community centres, aged care service centres, volunteer services). This can be revealed through consultation, reviewing the extent of community sector involvement in the operation of existing facilities and services, and through demographic trends (e.g. an increasingly ageing community might have reduced capacity for self-help).

Community values are also relevant, for example the value of open space, affordability, self-help, self-containment, or inclusion of people from diverse cultures. Values can be identified through primary means such as surveys and workshops, or through secondary means such as analysis of agreed environmental outcomes, and the results of cultural and community forums.

6.2.2 Step 2: Spatial Analysis of Need Both the community profile and the inventory of facilities provide data needed to conduct a spatial analysis of need. This analysis will indicate where populations are located in relation to facilities and is best done using mapping tools. Mapping should indicate the following attributes:

• location of facilities on the inventory (the use of symbols to indicate different categories can be effective, but make sure there is a cross reference to the individual facility in the inventory)

• population concentrations and distribution (land use maps provide a useful indicator of the location of activity centres and residential areas, and Census data can be mapped, bearing in mind that populations can be exaggerated by the volumetric area of a Census Collector District)

• socio-economic data, such as Socio-Economic Indexes for Areas indices of advantage and disadvantage, or distribution of age groups to indicate particular needs and areas of vulnerability

• activity centre hierarchy (from the relevant planning scheme or SEQ Regional Plan)

• main transport routes (e.g. higher order roads, public transport routes and pedestrian/cycle networks)

• future population growth areas (e.g. new master-planned estates, areas identified in a Local Growth Management Strategy for infill or future growth or in the planning scheme as Priority Infrastructure Plan areas).


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Drawing on this information, an analysis of the equity of distribution of facilities can be conducted, identifying areas and/or target groups experiencing locational disadvantage, and areas where local demographic trends may impact on demand for existing local facilities.

Together with data collected from the facilities inventory (regarding the catchment of facilities and services), the mapped data will enable a broad interpretation of the catchment of existing facilities. The data should be examined to identify what, if any, hierarchy currently exists in the provision and distribution of existing facilities, and how this might be enhanced to serve future needs. Consideration should be given to establishing a hierarchy of facilities that reflects the hierarchy of activity centres and major transport routes, especially public transport routes (refer to Section 3.2 for more information on determining a hierarchy for facilities).

6.2.3 Step 3: Developing Locally Appropriate Standards of Service As indicated in Section 2.3, to enable charges to be applied to development so that the cost of supporting infrastructure can be shared, infrastructure requirements need to be converted into desired standards of service (DSS). DSS set out the expectations for social infrastructure and are specified as a single facility per 1000 people. A first step in generating a DSS is to evaluate the adequacy of the existing supply of social infrastructure. This is done by:

• reviewing the data analysed in Steps 1 and 2 above in relation to capacity and adequacy of existing supply, and

• comparing the existing rates of provision against comparative rates of provision in similar urban contexts.

Comparative rates of provision are an important planning tool, and are described in more detail below.

The role of comparative rates of provision The concept of comparing rates of facility provision has been used for many years as a planning tool to help indicate the number of people a facility can serve and the number of facilities which may be required in an area. It can take many forms, ranging from:

• standards, which generally imply a ‘norm’; or • benchmarks, which often imply ‘adequacy’; to • targets, which can indicate a goal to be achieved.

These Guidelines have adopted the term ‘comparative rates of provision’ to indicate that the ratios provided are based on common experience and bear no relationship to government policy or concepts of adequacy or requirements. Comparative rates of provision should not be considered a minimum standard of provision to be met by any agency, nor should they be considered binding or lead to the expectation that a certain level of facility provision will be attained. They are simply used as a starting point for determining what need might be present in a community.

As such, comparative rates of provision are only one factor in determining the need for new facilities. Other factors that need to be considered include demography, capacity of existing facilities, social and economic disadvantage, and other local issues. In some cases, agencies may use them as an early indicator to determine whether a needs assessment may be required to be undertaken for a particular facility or service. This assessment may result in the upgrading or expansion of an existing facility rather than the provision of a new facility. When it comes to major State infrastructure, it is recommended that users consult relevant agencies in regard to their planning intentions, rather than basing planning assumptions on comparative rates of provision alone.


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There is no universally agreed set of comparative rates of provision for community facilities and services. Rates cited in the literature are often dated and are not responsive to different urban settings or lifestyle situations. The application of comparative rates of provision to services is less developed than for facilities. Few service providers use published standards in relation to the planning of services and, in many circumstances, the process of developing comparative rates of provision for services is itself not appropriate.

Nonetheless, appropriately considered comparative rates of provision are often the best indicator for assessing comparative needs, particularly across a Local Government Area, and especially in relation to facility provision (as opposed to services). Comparative rates of provision are even more effective when adapted to local circumstances, or where consultation is undertaken with a range of agencies to determine the desireable level at which facilities are provided in an area. This is the approach undertaken in these Guidelines.

Hierarchical model of provision A hierarchical model of infrastructure provision appropriate to the SEQ context has been developed for comparative purposes, to assist with determining desired standards of service in the region (see Table 7). The comparative rates of provision contained therein are considered to be the best and most recent guide to social infrastructure provision at the local, district and Local Government Area (LGA)-wide (or wider) levels in Queensland. The model is based on a series of investigations that reviewed commonly used rates of provision; demographic and housing formation trends; and models of community facility provision currently applied in Queensland. They draw on a combination of research, consultation and practice undertaken by the authors in conducting social infrastructure planning in a number of LGAs, including Beaudesert, Maroochy, Caloundra and Brisbane City and others5.

The model proposes a hierarchy with the following three levels:

• Local area level—as a guide usually between 5,000 and 10,000 people, although, as noted, this can be up to 20,000 people in some circumstances.

• District level—generally between 20,000 and 30,000 people, although in some cases districts of up to 50,000 people can be identified.

• LGA-wide level, or in some cases a sub-regional or regional level.

There may be several neighbourhoods making up a local area. However, unless isolated, neighbourhoods of themselves are unlikely to warrant social infrastructure other than basic items essential to all communities, such as a park with children’s playground, post box, public telephone, walking and/or pedestrian/cycle paths, public transport service and corner shop(s), and possibly a neighbourhood house (1:2,500–3,000). At the other end of the hierarchy, there is also the city or metropolitan scale, which in itself contains a myriad of the other catchments.

5 These comparative rates of provision are largely derived from original work undertaken by

consultants and published in a special December 2005 edition of the journal Urbecon. They have been broadened in the Guidelines to take into account the possible variations which may occur in different typologies (see Section 7.1.1) and the ranges which may occur in different situations.


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Basic social infrastructure for new neighbourhoods • Post box • Public telephone • Park with children’s playground • Public transport service • Corner shop • Somewhere for the community to meet (e.g. a neighbourhood house or shop).

The model below outlines the hierarchy of local, district and Local Government Area-wide social infrastructure. It is provided for comparative purposes only, as part of a broader assessment of needs (as described earlier in this section). Before concluding that a new facility is required, consideration should also be given to the potential to upgrade, expand or better utilise an existing facility, or meet the need through outreach services.

Table 7 lists the types of social infrastructure relevant to a given area (‘Facility’), the comparative rate of provision (per number of population), and the authority responsible for providing the facility. The last column indicates those facilities often provided by councils (e.g. under an Infrastructure Charges Schedule). It should be noted, however, that authorities may wish to bring forward the provision of some items of infrastructure, before population thresholds are reached—particularly in isolated areas or where there is no capacity in surrounding areas. Ideally, basic (neighbourhood-level) social infrastructure should be available to the first residents in a community.

Table 7: Comparative Rates of Provision—Hierarchical Model

These comparative rates of provision (and calculated desired standards of service (DSS)) should be considered as part of a wider assessment of local need and should not lead to the expectation that the comparative rates of provision (or DSS) are required or will be attained.

Comparative rates of provision should be converted to DSS through the process described below, and considered in relation to urban and rural settlement typologies. Level Facility Comparative rate of

provision Responsibility

Community meeting room/ Neighbourhood house

1:2,500–3,000 Council/private/ community

Multi-purpose hall/local community centre

1:6,000–10,000 Council/community

Child care centre (long day care)

1:500–700 children (0-4 years old), or 1:9,500 people

Council/private/ community

Kindergarten 1:16,000 Private/community

Local (Usually 5,000–10,000 people,

but up to 20,000)

Primary school

1:7,5006

State7

District (Usually

Multi-purpose community centre

1:20,000–50,000 Council/state/ community

6 The rate quoted is for a greenfield setting; it may be higher in other typologies. 7 Private schools have not been included as comparative rates of provision vary significantly

between providers.


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Level Facility Comparative rate of provision

Responsibility

High school 1:20,0008 State9 Youth centre/service 1:20,000–50,000 Council/State/others Performing arts space 1:30,000–50,000 Council/State/

C’wealth/ others

Community health centre

1:20,000–30,000 State

Branch library 1:15,000–30,000 Council Neighbourhood centre (may act as community centre)

1:20,000–30,000 State/community

Aged care service/respite centre

1:20,000–100,000 Council/State/ C’wealth/ Community/others

Police and emergency services

1:25,000–30,00010

State

20,000–30,000 people,

but up to 50,000)

TAFE campus (district) 1:over 50,000 State Art gallery 1:30,000–150,000 Council/State/

C’wealth Museum 1:30,000–120,000 Council/State/

C’wealth Central library 1:30,000–150,000 Council Civic centre 1:30,000–120,000 Council Performing arts/exhibition/ convention centre

1:50,000–200,000 Council/State/ C’wealth

Regional community care hub


Community health precinct


Hospital Not specified11

State

TAFE facility (regional)

1:over 150,000 State

Shire-wide or Regional

University

1:150,000–200,000 State/C’wealth/private

Converting the comparative analysis to desired standards of service The analysis of the data (from the profiling and participation phases) and the assessment of existing rates of supply against comparative rates of provision, are now brought together to inform the development of locally appropriate desired standards of service (DSS).

8 The rate quoted is for a greenfield setting; it may be higher in other typologies. 9 Private schools have not been included as comparative rates of provision vary significantly

between providers. 10 While emergency services are typically accessible at this level, strength of presence depends on

response time profiles, proximity to existing facilities and other service delivery considerations. 11 Dependent on the size of the catchment population and the service capability level of the facility—

in accordance with the Clinical Service Capability Framework—and commitments made in the SEQ Infrastructure Plan.


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Table 8 provides an example of how to integrate these investigations. Adopting the three-tiered hierarchy from the model above, the table summarises key research findings against each type of facility, including: the existing rate of provision (number per 1000 head of population); comparative rates of provision; and findings about the needs and opportunities relating to the particular facility. It concludes with a suggested, locally appropriate rate of provision (or DSS) that reflects these key research findings. In addition to facilities, the table is also capable of reporting service needs, or opportunities to meet additional needs through the upgrading or extension of existing facilities.

For a list of facilities against which to report, see Appendix 1.

Table 8: Integration to Develop Desired Standards of Service Planning area

Type of facility

Existing rate of provision

Comparative rate of provision

Analysis Desired standard of service

Local facilities Precinct 1

Multi-purpose hall

Nil 1:6,000–10,000

No existing facility and poor access to district-level facilities Emerging community with limited opportunity for social networking Community feedback on need for playgroup meeting spaces Support needed to facilitate local group

1:6,000 Other: Community development support in new community

District Facilities North District

Community centre

1:50,000 1:20,000–50,000

Current undersupply indicated: existing centre fully used; shortage of meeting spaces Some additional capacity at high school

1:35,000

LGA-wide facilities Performing

arts centre 1:250,000 1:50,000–

200,000 Used at 90 per cent capacity Civic centre can be adapted to support additional arts performance

1:250,000 Other: Upgrade civic centre


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6.2.4 Step 4: Identifying Existing and Future Needs Applying the desired standards of service (DSS) developed in Step 3 to the existing and expected future populations enables the identification of both existing gaps in supply, and likely future infrastructure requirements.

Table 9 provides a template for reporting existing and future needs, applying locally appropriate DSS to:

• existing populations (using Census data)—to identify gaps • expected change in population, taking into account existing infrastructure—to

determine the likely demand for new infrastructure.

The demand for new infrastructure can then be reported for both existing and future populations, bearing in mind that infrastructure charges applied through the planning system can only apply to demand generated by future populations.

Table 9: Template for Reporting Existing and Future Needs Requirements by 2021

Planning area/Type of facility

Desired standards of service

Existing population

Surplus/ shortfall

Population 2021

Existing need

Future need

Precinct 1 Multi-purpose hall

1:6,000

8,000

- 1

25,000

1

3

6.2.5 Step 5: Validating and Reporting Findings The numbers derived from applying the desired standards of service (DSS) are only one input into determining ultimate need. The results of this analysis should now be validated against other information, as they are not an indication of need in themselves. The findings should be tested against profiling data and local knowledge of demographic trends, target groups and general population needs generated in the preceding steps. Consideration should also be given to established knowledge about the capacity of existing facilities to absorb greater demand (e.g. through expansion, upgrading, shared use or improved management).

Trends in service provision should also be considered at this stage, to establish how new models of delivery might influence the need for facilities (e.g. the delivery of outreach health services might reduce the need for a community health centre, or increase the demand for an additional community centre).

This is also an appropriate point at which to consult with other facility and service providers and the general community to test the findings to date, including the proposed DSS and the resultant infrastructure gaps and needs identified. Consultation at this point will also enable opportunities for potential co-location, joint use or integration of services and/or facilities to be identified.

To maximise resource use and efficiencies in delivering the best range of facilities and services possible for the community, the needs analysis process should identify and report on opportunities for:

• increasing utilisation of existing facilities with spare capacity • modifying existing facilities to meet need • partnership or co-location arrangements • integrated service delivery • potential to meet identified needs through outreach services. This information might alter the actual number of facilities required, and will provide critical information in determining implementation mechanisms and strategies for the ultimate social infrastructure plan.


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Examples of opportunities for integration • expansion of a library to provide meeting rooms, education spaces and

facilities, craft and/or exercise workshop spaces • negotiated shared use of school facilities for meeting spaces, recreation

and sport • provision of health services through schools • arts and cultural facilities within a TAFE or on a university college campus • design of facilities to accommodate interim uses (e.g. planning for

playgroup equipment and facilities in a space earmarked for ultimate development as a branch library)

• integrating library and community centre facilities in a single, multiple use facility that serves as a community hub.

Once needs have been further analysed and validated, it is necessary to report these in the form of required infrastructure. In completing this analysis, reference should be made to the specific considerations for individual facilities in Appendix 1.

The following template is offered as one of a number of ways in which the reporting of infrastructure requirements can be done.

Table 10: Template for Reporting Required Infrastructure Facility recommended

Planning area/Type of facility 2010 2016 2021

Location preference

Site area (m2)

Comments

Precinct 1 Multi-purpose hall

Upgrade existing

2 1 in/near activity centre

700m2 (min.)

2010 facility: upgrade existing buildings at Station Road site 2016 facility 1: secure land but rent commercial space in Blue Bay activity centre initially, until population threshold justifies capital works.

A social infrastructure plan may also identify responsibilities for delivery, sources of funding, priorities and timing for the development of infrastructure, and a program for monitoring progress against the plan. Since the needs and circumstances of a community change over time, the social infrastructure plan needs to be monitored and reviewed at regular intervals (for further information on monitoring, refer to Section 8.5).

6.3 Guiding Principles for Determining Infrastructure Requirements Converting needs into infrastructure provision can be complicated by inadequate knowledge of facility co-location and/or the appropriateness of doing so; shortages of funds to provide facilities; inadequate knowledge of grants and financing tools; inability to obtain appropriate tracts of land; changing service delivery models; and the inability to coordinate with other agencies to consolidate existing community nodes.

The following set of guiding principles can help planning agencies when converting ‘need’ into defined infrastructure requirements:

• Testing and monitoring desired standards of service The infrastructure requirements identified by applying locally appropriate desired standards of service should be tested through community consultation to validate the needs assessment. Similarly, future forecast needs may shift with time as the result of changing demographics, community expectations or societal standards.


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The determination of effective community infrastructure provision is an iterative process and community needs should be monitored for changes in the level or type of demand over time.

• Maximising usage of existing facilities In providing new community infrastructure it is important to understand the capacities and performance of existing community facilities. Some facilities may be underutilised for a range of reasons that include poor awareness (promotion), restricted access by a controlling organisation, or poor facilities management. However, the best facility management practices are no substitute for optimum facility location and access. A well-promoted facility is unlikely to attain maximum usage if it is poorly located in the first instance.

• Developing flexible, multi-purpose facilities In many cases, it is not feasible or appropriate to provide stand-alone facilities for the exclusive use of specific community or socio-demographic groups. In addition to being costly and limiting the ‘life’ of a facility, it can exclude access to certain funding mechanisms (such as infrastructure charges—see Section 8). Exceptions may apply to facilities provided specifically for young people, where separate or stand-alone facilities may be required to cater explicitly for their activities. Consideration should also be given to the ability and appropriateness of incorporating commercial functions—such as office space which can be leased to community organisations, government agencies or the private sector—to help offset the capital and operating costs of a facility.

Four models of service delivery are discussed in these Guidelines. While they overlap in practice, they may be defined as follows:

• Stand-alone facilities—the establishment of dedicated facilities serving a single or multiple community purpose.

• Co-located facilities—the joint location of service providers within a facility, usually without integration of services, but involving shared premises and possibly some administrative or other services.

• Integrated service centres or nodes—the joint location of service providers within a facility (as per co-location) but with integration of services to provide a co-ordinated, one-stop-shop approach to case management and service delivery.

• Hub—a collection of facilities clustered together on the same or adjoining sites. There may or may not be interaction between these facilities. Together, they create a focal point for community activity. A hub is often also a base for outreach services to other smaller facilities or surrounding communities.

• Co-locating compatible uses and creating community hubs

Where it is in the community’s best interest, community facilities should be co-located to strengthen the development of community focal points, or hubs. However, there will be some uses that are not compatible with this concept. The following issues should be considered prior to embarking on co-location: − What are the potential mutual benefits of co-location? − Are there similarities in purpose and shared values with the potential facilities

that are considering co-locating? − Are the facilities of a similar or complementary scale? − Is the land available for the range of uses? − What needs to occur to ensure that agencies cooperate? For example, is

there a ‘broker’ to facilitate co-location? Are the parties willing to co-locate? − What are the legal and insurance implications of co-location?


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Community hubs can also be created by locating a number of facilities in a common locality. This arrangement would be appropriate in transit-oriented and inner-city communities, where social spaces in the public domain are limited. These hubs play an important role in helping to bring people together and creating a sense of local community identity.

• Create facilities appropriate to the level of service demanded Generally, local facilities should have a ‘neighbourhood’ feel, provide relatively informal spaces, have safe and convenient cycle and pedestrian access, and, ideally, be managed by the local community, with local government support or involvement as appropriate. District-level facilities should be located in higher level activity centres, be accessible by public transport and provide a broader range of structured and semi-structured spaces for community use. District facilities may require more formal management and tenancy arrangements.

• Optimising location of facilities Facility location is one of the primary determinants of function and usage. Maximum patronage will often be promoted by integrating facilities within broader activity centres with compatible uses. An active, high-profile location may increase real and perceived safety for potential facility users. The location should also maximise accessibility to the facility’s target market through good access to public transport (multi-nodal where possible), foot and cycle paths. For some facilities, locational criteria are paramount (e.g. response time from a fire station or pedestrian access to a community centre for users who do not drive).

Facilities should be located where people can access them conveniently, including access by public transport, and ideally as part of their daily travel routine (i.e. near activity centres).

• Engaging in partnerships with the private and public sector to deliver affordable and accessible facilities and services Innovation in the delivery of community facilities is needed to deliver affordable and accessible facilities. Opportunities for a range of public, and public/ private partnership should be considered. For example, development incentives and/or agreements should be considered to encourage private sector investment in community facilities on government-owned land; and relationships should be developed with the owners of significant facilities (such as tertiary education institutions) to allow general public access to underutilised facilities at certain times of the day/week. Wherever possible, the development application process should be utilised to realise community infrastructure requirements (e.g. setbacks to buildings to ensure a public realm is provided/ protected, requirements for community facilities and/or space to host community facilities in high-density developments, etc).


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7 Planning Considerations 7.1 Considerations for Different Typologies Section 3.2 identified typologies of urban and rural settlement within which varied models of social infrastructure provision may be appropriate. In each typology, however, the basic ‘rules’ relating to the hierarchy of provision should be applied (i.e. infrastructure should be planned in a ‘nested hierarchy’ of levels—neighbourhood (if applicable), local, district, Local Government Area-wide and, possibly, sub-regional/regional or even metropolitan level).

Some levels of this nested hierarchy may be outside the area being planned. Hence in many (if not most) cases, there will be an existing level of provision of social infrastructure which should be taken into account in determining the need for new facilities. Some of this infrastructure may be at capacity and may require expansion, upgrading and/or relocation to accommodate the new population. This may create opportunities for co-location in line with new models of service delivery.

There may also be overlapping hierarchies, with catchment areas not always clearly distinguishable. Hierarchies are provided as a guide—accessibility should be the key determinant to define the appropriate catchment area of a proposed or existing facility.

There is likely to be some variation of appropriate comparative rates of provision across typologies, depending on the local circumstances. Again, these typologies should be subject to the development of ‘locally applicable’ comparative rates of provision or desired standards of service (see Section 6.2.3). Locally applicable comparative rates of provision in a greenfield situation will generally be derived from a structure plan for an area, or a master plan (where the area is under 100 ha). These plans will dictate the number of neighbourhoods, local areas and districts in an area under consideration. In existing or infill areas, it will be important to consider existing community boundaries, suburban catchments and townships which currently act as service centres, and local residents’ perception of these.

Likewise, in rural areas there will be well-established travel patterns and hierarchies of service centres which will affect the provision of facilities. Rural-residential areas are included as they frequently present a challenge to councils in terms of servicing. These areas are often superimposed on an existing hierarchy without consideration of social needs. As such communities grow, they can often become vocal in terms of demanding ‘peri-urban’ services which otherwise would not be provided in a rural area. Some guidance is therefore provided on the level of social infrastructure servicing that is considered appropriate for these types of areas.

7.1.1 Social Infrastructure in City Centres/Activity Centres/TOCs City centres, activity centres and transit oriented communities (TOCs) will have particular social infrastructure requirements related to their high densities and the nature of their populations (as outlined in Section 3.2). Social infrastructure will need to be provided for people of all ages in the city centre, activity centre or TOC, including residents, workers and visitors, commensurate with their needs.

This section discusses the considerations which should accompany analysis of social infrastructure needs and responses. These considerations include different needs for urban settlement typologies (with hypothetical provision models for typologies, design and locational criteria applicable to social infrastructure, and considerations for services and specific user groups).


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The implications for social infrastructure may include the following:

Maximising land availability

• Higher density living will create a need for more public spaces for social and recreational activities.

• Land prices will be high, so maximising the efficient use of existing infrastructure, co-location and creative use of public space will be important, e.g. the use of rooftops, road closures, building plazas, etc.

• There may be a need to consider the purchase or rental of floor space (vertically) rather than land (horizontally) for community facilities.

Tailoring comparative rates of provision

• There may be a reduced need for facilities at the ‘local’ level and an increased concentration of facilities at either the neighbourhood or district levels, due to improved walkability and high accessibility to public transport. In addition, regional-scale facilities may double as local-level facilities (e.g. major sporting centres).

• Comparative rates of provision for community centres may be increased to the district level (i.e. there will be less need for dispersed local centres because of high accessibility to a central point).

• An increased provision of local level meeting rooms may be appropriate in opportunistic, dispersed locations. Some of these rooms would be available in the private sector (e.g. hotels and residential buildings).

• Fewer services (i.e. lower comparative rates of provision) may be required for children and young people. However, open spaces for their formal and informal sporting needs (e.g. skating, soccer, rollerblading), children’s play opportunities and interactive public art will continue to be important.

• The child care demands of the residential population are likely to be relatively low, although there will be a need for work-related child care in the area. Child care requirements may need to be established by estimating the combined need of the area’s workforce and residents.

Fully utilising the public domain

• The role of the public domain will change—it will become more important as a social space and there will be increased pressures on it and competing uses by a diversity of groups. There will be an increased importance on ‘places’ such as streets, plazas and sidewalks as informal community facilities.

• There will be a need for social inclusion in the use and design of space, including the resolution of issues relating to the potential alienation of the public domain through privatisation (e.g. shopping malls, outdoor dining). Informal open spaces will be needed where people can sit for free and observe city life.

• It will be important to provide spaces which encourage casual interaction between neighbours and other community members—to overcome social isolation. Similarly, leisure opportunities and opportunities for social interaction for sole people and couples will be required.

Employing different service models

• Community and employment uses may be 24-hour operations, requiring different service models.

• Facilities for young people may take a different form to those in suburban areas (e.g. shopfronts, cultural spaces, and informal learning, training and development spaces).

• A wider range of educational facilities may be provided, unrelated to comparative rates of provision, e.g. a large number of private schools.

• Facilities and services for the aged may be important (especially in existing


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inner-city areas) and appropriate comparative rates of provision may be higher than usual. The accessibility of the public domain for people with disability will become increasingly important as neighbourhoods age.

• Multi-purpose facilities with strong neighbourhood support functions will be required, especially in older inner-city areas.

• Facilities will need to be very flexible to cater for future population change. • Fewer facilities catering for higher population thresholds may be sufficient due to

increased accessibility. • The provision of several centralised facilities or services and opportunities for the

co-location of service providers will be important in supporting community development and helping to reinforce the identity of community foci or neighbourhoods.

Emphasising cultural facilities • Library facilities could be expected to form a focal point in the community and

may include meeting rooms, informal meeting and reading areas, and a council customer service centre, with an emphasis on accessibility to technology and increased opening hours.

• Increased cultural opportunities will be important to the population, including galleries, performing arts centres and museums. Comparative rates of provision for these facilities may be higher than in suburban areas. Street performances and festivals will enrich the cultural life of the community.

• Public art space and interactive public art, particularly for children, will be important, as well as affordable art and performance spaces for young people and improved arts and cultural opportunities for Indigenous people and people from culturally diverse backgrounds.

7.1.2 Social Infrastructure in Greenfield Areas Social infrastructure planning in greenfield areas is more likely to be able to be undertaken in accordance with comparative rates of provision than any other typology, because of the ‘clean slate’ nature of the planning exercise. Even so, no centre or area is planned in a vacuum and at some level of the hierarchy there will be other centres and areas which will provide higher-order services for the greenfield areas. These will influence the facilities to be provided in the new area itself.

The structure plan or master plan for the greenfield area will also shape the provision of social infrastructure. This is the starting point for determining the hierarchy of infrastructure which will be needed. How many districts and local level catchments will there be? How many neighbourhoods will be created? Close scrutiny of geographic and physical constraints, the proposed hierarchy of activity centres and the subdivision and road pattern will help to answer these questions.

Developer contributions of land for community facilities will be most effective in greenfield areas. Co-ordination between State and local government agencies will be necessary to ensure capital and recurrent funding for facilities. Developer agreements may assist in providing well-serviced communities, which can become a marketing asset.

Factors which may influence the provision of social infrastructure in a greenfield area include:

Importance of early provision

• A greenfield area may be isolated from community facilities and services in other centres and is more likely to need to be self-contained at the lower levels of the hierarchy.

• Public transport may be poor or non-existent, especially in the early stages of development. Walkable access to local facilities will therefore be important.


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• Services will need to be able to expand over time in line with the progressive increase in population. Initially, some services, for example health, may be provided to these communities on an outreach basis and require only periodic use of on-site facilities. As the population grows, services will increasingly require a full-time, on-site presence.

• Neighbourhood-level facilities will form the basic building blocks of community development and need to be established early in the development of an area. Neighbourhood houses may be established in new areas by developers (e.g. conversion of sales offices or display homes) as a marketing tool. Churches and schools will often include potential meeting spaces.

• A place for the community to meet is a basic prerequisite for community development. These places help to create a sense of belonging and responsibility for an area that supports community wellbeing and safety. Local facilities will encourage the formation of new groups, build community cohesion and relationships, and link the community to wider networks.

• Early planning for a facility will contribute to affordable outcomes as setting aside land at the outset of development is more cost-effective than trying to purchase land once a catchment is full.

• The availability and adequacy of existing social infrastructure needs to be determined in developing new facilities as part of the district/ Local Government Area/sub-regional hierarchy.

Flexible and multi-purpose

• Multi-purpose facilities will provide the best use of scarce resources and allow the needs of the whole community to be accommodated, especially in the early stages of development.

• As the community grows, facilities will need to become more specialised to cater to the needs of different target groups, including young people, older people and people from different cultural backgrounds.

• Flexibility in the design of community facilities will be important to permit them to change with the changing needs of a growing and maturing community.

• All new community facilities should comply with the requirements of the Disability Discrimination Act 1992, including external access (e.g. ramps), toilets, parking and access to all parts of the building (e.g. kitchen and stage).

Integration

• Facilities can be grouped into integrated service nodes to reinforce community foci. Clustered facilities are more likely to be accessed by public transport, especially if located near shopping and other facilities, and may provide convenient locations from which to provide services.

• Walkability to community facilities should be encouraged by subdivision and urban design initiatives to ensure people who do not drive, people with disabilities and single-car households have good access to local services.

• Spaces need to be provided which will encourage community members in a new area to connect and interact, including low/no cost options where residents can meet.

• Where possible, integration with existing neighbourhoods and community facilities should be facilitated.

• One of the benefits will be strong networks forged between local and district social infrastructure providers.

7.1.3 Social Infrastructure in Infill Areas In contrast to greenfield areas, the provision of social infrastructure in infill areas will be heavily influenced by the infrastructure that already exists around them at all levels of the hierarchy. Indeed—in line with the principles of the SEQ Regional


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Plan—a key factor in selecting infill areas should be the availability of spare capacity in community facilities and services.

Developer agreements may be a useful tool in ensuring funding for upgrading or expanding existing facilities and promoting a high level of local amenity in new developments. Developer contributions may be less effective in infill areas where there are backlogs of facilities needed by the existing community. Factors influencing the provision of social infrastructure in infill areas include:

Utilising existing infrastructure

• The comparative rates of provision applied to the new community should take into account the availability of any spare capacity in existing social infrastructure. Sharing existing community facilities will help to integrate new and existing residents, and can enliven a declining or ageing community.

• There may be a need to upgrade or modify existing social infrastructure to accommodate the particular needs of the new community, which may differ from existing residents.

• It will be important to involve both existing and new users of facilities in their planning and design. This will also assist community development and integration of new residents into an existing community.

• Good access to higher-level facilities, particularly libraries and cultural facilities, will be important in meeting the needs of the incoming population.

• Generally, infill areas should be able to make use of existing school infrastructure, especially as relatively low proportions of young people are expected to be generated by this form of development.

Creating new facilities

• Where infill populations are high enough or large brownfield sites are developed, it may be appropriate to provide some items of social infrastructure to specifically serve the new population. This provision will tend to be at the neighbourhood level, and will promote a sense of community among new residents.

• Where possible, new social infrastructure should be connected and integrated with the surrounding area.

• As for an activity centre or transit oriented community (TOC), medium- to high-density living will create a need for more public spaces for social and recreational activities. This will be important in encouraging casual interaction between neighbours and other community members.

• Facilities for young people may still be important in infill areas, although these may take the form of cultural or leisure-based centres, and could be expected to cater for existing residents as well as new residents.

• Local-level meeting rooms may be appropriate in opportunistic, dispersed locations, some in the private sector. These will need to be available after hours.

• As with a TOC, fewer services will be required for children, however open spaces will need to be provided for children and young people.

• Facilities and services for the aged may be important for existing and some new residents. Empty nesters may look more to recreational and learning opportunities in the private sector.

Using the public domain

• Walking/cycling to facilities will be important in enlivening the urban domain and increasing the feeling of public safety and wellbeing.

• Crime Prevention Through Environmental Design principles should be used to ensure the development of the urban domain and community facilities is safe and to encourage the use of outdoor space for social interaction.

• Public art, including interactive public art for children, will be important in


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improving the quality of the urban domain, as will affordable art and performance opportunities for young people.

Integration

• Where new facilities are required, they should be grouped together in a central location to reinforce the identity of community foci or neighbourhoods and increase the opportunity for access by public transport.

• Land prices will be moderately high, so co-location and creative use of public space will also be important. Some facilities, such as meeting rooms, could be expected to be located in multi-storey buildings.

• Opportunities will need to be taken for developing social infrastructure in private developments and commercial locations.

7.1.4 Social Infrastructure in Rural Centres Rural centres are often built on a traditional network of social infrastructure. This is often suited to an older population and there are sometimes issues relating to the age and condition of facilities. The level of facilities provided is often dependent on whether a township is the primary centre in a Local Government Area, the size of the surrounding rural catchment area, and the township’s isolation from other centres. In these cases, the rural centre may have been provided with infrastructure at a significantly higher rate of provision than an urban centre with a similar sized population. Rural centres in SEQ are generally quite small (mostly under 5,000 people) and consequently will require limited infrastructure.

Slow growth in most rural centres will limit the potential for developer contributions to social infrastructure funding, leading to a higher dependence on funding from local and State government agencies

Factors which may influence the provision of social infrastructure in rural centres include:

Consideration of the wider hierarchy

• There may be a need for facilities beyond their population threshold due to distances to other centres and the size of rural catchments.

• Such facilities may be co-located and are often provided through innovative solutions (e.g. a number of service providers operating out of one building, community- and volunteer-initiated facilities and services, partnerships with colleges and universities).

• A plethora of existing halls may reduce the need for community centres. • Local Government Area-wide level facilities are commonly located in rural centres

of lesser size than the comparative rates of provision would prescribe, e.g. civic centres and libraries.

• There will be a need for delivery mechanisms which efficiently service wide geographic areas.

• Provision for a wide range of community needs under one roof in a rural community, such as access to technology, a training and meeting venue, government service providers, literacy and youth development programs, accredited TAFE programs, and business services and equipment for the general community.

• In smaller rural villages, a public hall (often established by the efforts of the local community) is a critical community facility. Maintenance of these halls in good order, a programme to upgrade disability access and resolution of any insurance liability issues are often important concerns facing local councils.


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Catering for ageing populations

• The capacity of the community to manage social infrastructure may be limited, particularly in ageing areas.

• There will often be high demand for services for older people, including recreation and leisure facilities, as well as support services, home care and respite services.

• There may need to be provision of services and employment support options which encourage young people to stay in the area.

Catering for community diversity

• There may be a particular need to ensure that facilities and services are suited to the often high proportion of Indigenous residents in some rural centres.

• The potential for housing affordability to attract more families and single people may diversify the population base and lead to the need for new community facilities and services.

• There may be a need in some centres to respond to changing ‘tree-change’ type demographics and population growth by residents with new expectations and demands.

7.1.5 Social Infrastructure in Rural Residential Areas It was noted above that social infrastructure is usually provided at the most basic level in rural-residential areas. This level of provision sometimes conflicts with the expectations of new residents, many of whom originate from cities and towns with much higher levels of infrastructure available. Factors influencing the provision of social infrastructure in rural-residential areas include:

Dispersion and isolation

• The distance to existing facilities is often substantial, and rural-residential residents will need to access most facilities out of their local area.

• There will usually be a lack of population density to support any infrastructure other than the most basic level of neighbourhood facilities.

• The potential for isolation due to lack of public transport and lack of casual interaction with neighbours is high and so there is a need for some meeting space.

Basic neighbourhood level facilities

• Basic neighbourhood-level facilities should be established in cooperation with residents to help promote community development, opportunities for social interaction, sport and leisure activities.

• A community meeting room or club house may be provided attached to a recreational facility and shared amenities.

• A fenced children’s playground adjoining the meeting room is useful for the holding of playgroups, etc.

• Walking, exercise and horse riding trails can enhance the health of the community.

• There is likely to be poor social capital in the community due to lack of interaction, and therefore there will be a need for programs such as playgroups which support neighbourhood networks.

• There will often be a need for services to support households occupied by workers who commute outside the local area.


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Information and communication technologies Information and communication technologies (ICT) are becoming increasingly effective in delivering social infrastructure, providing access to education and training, and in community development. The role of ICT in facilitating integrated approaches and cost-effective solutions is expanding, and is particularly important in non-metropolitan areas where distance impedes access. For example, computer terminals in pharmacies provide access to Medicare rebates in neighbourhoods and rural communities, and community information is provided through local web pages.

ICT also has an impact on how communities, businesses, government agencies, organisations and groups interact, and therefore on the development of social capital. Libraries in particular play a strong role in providing public access to the wealth of information and services available on the Internet, and this role is also fulfilled in many community and youth centres.

State and local governments are constrained in the range of actions available to them to influence investment in telecommunications infrastructure. Whilst there are no comparative rates of provision for provision of ICT, considerations for social infrastructure planning include: • ensuring all residents have access to the Internet through either private or public

access • exploring technologies that allow provision of community information and access

to government and community services • ‘hardwiring’ new neighbourhoods and communities to enable provision of local

community information and opportunities for interaction • programming (e.g. regular local news bulletins and computer training) to ensure

local ICT networks support personal and community development.

It is possible that, as new technologies and service delivery modes develop, comparative rates of provision for other facilities and services will change. However, in the foreseeable future, it is unlikely that ICT development will reduce demand for facilities and other social infrastructure, although it may change the models of facilities which are developed. This may result in higher comparative rates of provision as distance becomes less of a factor, as is expected to be the case in transit oriented communities.

The Commonwealth Department of Communications, Information Technology and the Arts administers a range of programs and provides policy advice to support the ICT sector in developing social and health infrastructure.

7.2 Design Considerations The following general design and locational criteria should be considered for facilities that require public access. Relevant considerations (e.g. facility size) will vary based on a range of factors. For considerations relevant to specific types of facilities, refer to Appendix 1.

Most facilities that require public access have the following requirements: • flexible, multi-purpose buildings • room configuration of varying, flexible sizes • adequate storage for multiple user groups • access for people with disability to all parts of building • car parking and bicycle racks • access for public transport at or near the entrance • landscaping • lighting and signage to enhance way finding and security • clear signage from town centre.


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Many facilities (such as libraries, art galleries and Meals on Wheels centres) also require loading facilities.

7.3 Considerations for Specific User Needs Most facilities should be multi-purpose and accessible for all user groups. However, some specific user groups have particular needs that should be taken into consideration in planning community facilities. These include:

7.3.1 People with Disabilities • compliance with all relevant State and Commonwealth legislation regarding

access and equity (including the Commonwealth Disability Discrimination Act 1992, Disability Services Act 2006, Anti-Discrimination Act 1991, and the Building Code of Australia)

• ensure accessibility from public thoroughfares and car parks • ensure full disability access to all new buildings • implement a program of gradual upgrading to increase the accessibility of existing

facilities, with priority to be given to entry ramps, accessible toilets and car parking

• connected with a suitable pedestrian network.

7.3.2 Children • compliance with statutory requirements for the form and size of child care centres

(including the Child Care Act 2002, Child Care Regulation 2003, and the Building Act 1975 requirements, including Part 22: Child Care Centres of the Queensland Development Code)

• compliance with car parking requirements (as specified in the council’s planning scheme)

• provision for multi-purpose use, including long day care, some preschool type places and occasional care

• preferably located with other community facilities (e.g. community centre, schools)

• located on public transport route • compatible with adjoining land uses in terms of traffic, air quality and noise

impacts, and social impacts.

7.3.3 Young People • casual drop-in capability • affordable/no cost • provision for weekend, evening and everyday use • design that appeals or is relevant to young people • suitable for amplified music and dancing • include activities/ quipment of interest to young people, including computers,

games and sports • accessible by regular weekday, weekend and, ideally, evening bus services • connected to bicycle and pedestrian networks • adjoining recreation facilities.

7.3.4 Older People • minimal use of steps and steep gradients • site legibility • clear signage • on-site storage • inexpensive hire cost • kitchen facilities


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• adequate parking, including parking for minibuses and carers • adequate drop-off facilities • accessible by regular weekday and weekend bus service.

7.4 Detailed Considerations for Services The Queensland Government, working in co-operation with community agencies, has primary responsibility for the funding and implementation of preventative, interventional and support services. Thus, most health services, family services, youth support and aged care services are provided by the State, with some Commonwealth assistance. Local governments provide community, cultural and health services that enhance quality of life for all residents, including libraries, community and recreational facilities, information, events, emergency recovery, cultural services, and health promotion. The private sector also has a role in service provision, including medical, allied health, education and training services.

There are significant social infrastructure needs in SEQ. Because of the region’s rapid growth, meeting these demands is challenging, with implications for the health and wellbeing of communities. There is a need for a sustained, long-term effort to ensure service supply grows with demand—to meet the needs of existing residents, as well as new residents migrating to the region.

Consultation with councils, agencies and communities should therefore be undertaken early on in the planning process to:

• clarify needs and develop an order of priorities • identify existing and planned responses by community and government agencies • confirm respective roles in achieving an appropriate level of services.

The Guidelines do not include comparative rates of provision for services, as few comparative rates of provision exist, and desired levels of services are dependant on local needs and the local hierarchy of provision. Funds for new services are provided by government agencies based on expressed needs, current policy priorities and geographical equity.

See Appendix 2 for a list of the types of services that should be considered.


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8 Implementation 8.1 Funding Context and the Requirement for Innovation In Australia, there are many players involved in the provision of infrastructure, with few formal mechanisms for integrated planning. Commonwealth, State, council, community, private and hybrid entities hold disparate responsibilities for funding and planning the provision of social infrastructure. The flowchart below shows the variety of mechanisms which interact in the provision of social infrastructure for a community.

The Queensland Government produces an annual State Budget and individual departmental proposals for social infrastructure are considered as part of this process. Regional budget statements highlight Budget initiatives in regional areas across Queensland.

For over a decade, Commonwealth and State governments have been devolving responsibilities for some social infrastructure provision to local governments, the community and the private sector. While local governments have become pivotal players in planning and co-ordinating social infrastructure provision at the local level, they frequently struggle with the task, as funding is scarce and often sourced from multiple levels of government and the private sector. There are some channels for co-ordinating infrastructure at the State level or between State and local governments, but these are primarily informal (refer to Section 8.5).

As noted in Section 2, several funding and delivery mechanisms were made available to local and State governments through the Integrated Planning Act 1997 to assist in the delivery of social infrastructure. Mechanisms include Priority Infrastructure Plans (PIP) and the related Infrastructure Charges Schedules (ICS). Local governments often rely on these mechanisms to provide them with the capital required for social infrastructure, however a PIP can only identify the land for community infrastructure and an ICS can only include the cost of the land and works to the land. Because infrastructure charges in Queensland cannot be collected for community assets (i.e. built structures) and because councils rarely impose infrastructure charges on existing residents, this means of finance often recovers only a small proportion of the funds required for the land and initial infrastructure. The legislation does not allow for charges to be collected for the recurrent costs of maintaining the infrastructure or service.

This section discusses social infrastructure provision and implementation, identifying roles and responsibilities, links to statutory and other planning and delivery mechanisms, and funding and monitoring.

P

a

r

t

i

c

i

p

a

t

i

o

n

Analysis/Assessment

Profiling


• Identify roles and responsibilities

• Develop strategies and action plans

• Establish links to statutory planning and

other delivery mechanisms

• Funding options and mechanisms

• Establish monitoring framework to

ensure responsiveness to changing

needs


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Figure 3 Mechanisms that Assist in the Provision of Social Infrastructure

Mechanisms

Infrastructure Types

SEQ Regional Plan(SEQRP)

SEQ Infrastructure Plan and Program

SEQRP LGMS

SEQRPStructure Plans

PIPs PIPs (Planning Scheme)

State/Local Infrastructure Agreements ICSs

(Planning Scheme) Other Policies and programs

Growth management policy

basis - Sets strategic direction

Regionally significant infrastructure:

transport, water, education, health and

recreational infrastructure

Strategic land use and strategies regarding

housing

Development infrastructure, State

and Local government Social

infrastructure

Development infrastructure,

including land and required community

infrastructure

Voluntary agreements between State/Local and

developers potentially for all infrastructure

Cost apportionment for development

infrastructure including land and works to the

land for community purposes (no assets)

C’wealth, State & Local Gov’mt

special purpose grants, subsidy programs and capital works

programs (See App. 4 for details)


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The result is that existing gaps in provision for established communities and new assets for future communities need to be funded through other means.

Due to the devolution of responsibilities, the scarce resources generally available, and the limited resources that can be generated by infrastructure charges for social infrastructure, governance structures at all levels are now promoting greater interdependence between public, private and community sectors. In Queensland, this shift is reflected in the SEQ Regional Plan, which has developed a stronger framework for integrating the timely delivery of a range of infrastructure by State and local governments and the private sector. As mentioned at the outset, this is being reflected in some of the innovative models of provision that have emerged over the last decade and are now becoming more common. They include:

• Private–Public Partnerships • co-location of facilities and services • use of cross-subsidies • infrastructure agreements with developers • collaboration and integrated service delivery.

Some examples of innovations from Australia and overseas are provided in Appendix 3.

Notwithstanding the outstanding success of many innovative solutions, innovation in delivery, and particularly in co-location, has not always been successful. Among the examples cited has been flexible leasing arrangements between educational institutions and other community organisations wishing to use parks, sports ovals and aquatic centres outside of school hours. In many cases, these relationships failed due to misunderstandings between the parties, movement of the personnel who made the initial agreement and/or increased use by the principal holder of the land. This example illustrates the importance of ensuring that the checklist for co-location (refer to Section 6.3) is thoroughly considered, and that clear, agreed and formal understandings are established at the outset.

8.2 Roles and Responsibilities As noted above, there are many roles and responsibilities associated with the adequate provision of infrastructure. The State Government is the main provider of education, health, police and emergency services, and higher levels of cultural/ exhibition facilities. The remainder of facilities are largely funded through local government resources (such as rates or infrastructure charges), often with the assistance of State grants and subsidies. The private sector also plays a role and, in some instances, negotiated agreements can assist in the provision of infrastructure.

The role of statutory planning, funding and delivery mechanisms for social infrastructure (as described in the Integrated Planning Act 1997) is important to include in these Guidelines, as they relate to regional land use planning processes. However, it should be noted that mechanisms such as Priority Infrastructure Plans and Infrastructure Charges Schedules are not key mechanisms for funding social infrastructure. They are only a small component of the overall social infrastructure funding options. As shown in Figure 3, the Commonwealth, State and local governments provide a range of special-purpose grants, subsidy programs and capital works programs to fund social infrastructure. A list of grants and other funding sources available for community infrastructure (as at 2006) is provided in Appendix 4. Whilst grants and subsidies are available to fund components of social infrastructure, access to grants is not guaranteed, and funding for long-term, ongoing operational costs is rarely provided.


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8.3 Linking to Statutory Planning, Funding and Delivery Mechanisms As noted earlier in this section and in Section 2, the Integrated Planning Act 1997 provides several mechanisms to improve the coordination and funding of urban infrastructure. These mechanisms impact on the provision of social infrastructure in a number of ways, including:

• designation of land for community purposes • Local Growth Management Strategies within the SEQ Regional Plan • structure planning within the SEQ Regional Plan (with the potential link to State

Infrastructure Agreements) • Priority Infrastructure Plans • Infrastructure Charges Schedules and Regulated Charges • impact mitigation costs • infrastructure agreements • planning schemes and Local Area Plans.

Brief descriptions of how infrastructure can to be linked to these mechanisms are set out below. In addition, there is a discussion on linking to capital works programs and development approval processes.

Land designated for community infrastructure The Integrated Planning Act 1997 (IPA) allows State ministers and local governments to designate land for community infrastructure, thereby preventing this land from being lost to other uses, or from being compromised through the location of incompatible uses nearby. This is a very important consideration for social infrastructure planning.

Land can be designated for a broad range of community infrastructure, ranging from aeronautical facilities to educational facilities and local parks. Community infrastructure (defined in Schedule 5 of the IPA and noted in Appendix 5 of these Guidelines) of relevance to these Guidelines includes:

• cemeteries and crematoriums • community and cultural facilities, including child-care facilities, community

centres, meeting halls, galleries and libraries • educational facilities • emergency services facilities • hospitals and associated institutions • parks and recreational facilities • any other facilities not mentioned (intended primarily to accommodate

government functions).

Councils and the State need to ensure appropriate investigations and consultations have been undertaken to support the community purposes designation.

Designations can apply to:

• land that does not currently host community infrastructure but which is intended to in the future

• land that already hosts community infrastructure and where an intensification of the current use is planned—to such a degree that the alteration will constitute a ‘material change of use’.

To qualify for designation, the community infrastructure must pass the public benefit test. This means that the designator must be satisfied that the development will either:


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Public benefit test ‘(a) Facilitate the implementation of legislation and policies relating to

environmental protection or ecological sustainability; or (b) Facilitate the efficient allocation of resources; or (c) Satisfy statutory requirements or budgetary commitments of the State or local

government for the supply of community infrastructure; or (d) Satisfy the community’s expectations for the efficient and timely supply of the

infrastructure.’

s2.6.2, IPA 1997

As specified in Schedule 6 of the IPA, there are two parts to the designation process. Part 1 is the Consultation Stage and Part 2 is the Designation Stage. A brief summary of this is included in Appendix 5 of these Guidelines. However, the Act should be referred to when undertaking these processes.

To assist the designation process, a protocol can be developed. An example of a designation protocol is provided in Appendix 5.

Education Queensland has successfully designated some of their facilities in the past (e.g. Capalaba State School).

Local Growth Management Strategies A Local Growth Management Strategy (LGMS) essentially provides strategic guidance for achieving the objectives of the SEQ Regional Plan. Although issues associated with the planning and coordination of social infrastructure can be highlighted in an LGMS, this infrastructure is primarily dealt with through other channels, some of which are mentioned below (e.g. Priority Infrastructure Plans and Infrastructure Agreements). The exception to this is State-level infrastructure, which will need to be considered at the LGMS stage.

The minimum planning horizon for an LGMS is to 2026. Core matters to be addressed include land use and development, and infrastructure. The areas that are required to be addressed in an LGMS are noted in Appendix 5.

Structure Plans A Structure Plan is required for any area in SEQ designated by the Regional Planning Minister as a Major Development Area. An ‘essential element’ of the Structure Plan is an ‘infrastructure proposal’ (which must be consistent with the South East Queensland Infrastructure Plan and Program 2006–2026). Private and public organisations should collaborate in producing the Structure Plans, so that the consideration of infrastructure requirements is comprehensive.

When developing a Structure Plan, the following should be considered:

• infrastructure demands likely to be associated within the Structure Plan area • wider regional connections to SEQ and therefore the higher-order infrastructure

requirements • spatial plan and supporting document that indicates the intent of the Structure

Plan, the infrastructure required and its optimum location • communications/consultation method that ensures infrastructure demands can be

met in a timely manner.

Once finalised, elements of the infrastructure proposal should be reflected in the Priority Infrastructure Plan and associated Infrastructure Charges Schedules. Furthermore, all the outcomes of the Structure Plan will need to be incorporated into the local government planning scheme and any State Government works schedules.


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The Structure Plan will then become a part of the SEQ Regional Plan. Suggested processes to prepare and incorporate Structure Plans into various local and State government instruments are provided in the SEQ Regional Plan Implementation Guideline No. 4: Structure Plans at http://www.oum.qld.gov.au/docs/pdf/StructurePlanGuideline.pdf.

Priority Infrastructure Plans A Priority Infrastructure Plan (PIP) identifies future infrastructure requirements and sets out strategies to deliver infrastructure in a timely manner. Of importance to social infrastructure planning are desired standards of service (DSS) and plans for trunk infrastructure (PFTI). DSS are statements regarding the standard to which the local government authority aims to deliver the infrastructure in question. PFTI are plans that identify the trunk-level infrastructure required to service the existing urban area and areas that can service between 10–15 years of growth. PFTI are based on explicit development parameters expected over the next 10–15 years and the DSS. Trunk-level social infrastructure can be defined by the local government authority, but usually comprises all the types of infrastructure for which the council is mainly responsible. In addition, the PIP should be consistent with the Local Growth Management Strategy. The Department of Local Government, Planning, Sport and Recreation has developed guidelines for the preparation of a PIP. They can be found at http://www.ipa.qld.gov.au/docs/Forms/Infrastructure/Guidelines/Guideline_1_04.pdf.

Infrastructure Charges Schedules The Integrated Planning Act 1997 permits up-front infrastructure charges for necessary ‘development infrastructure’ items (see Appendix 5). Charges for ‘development infrastructure’ items are identified in an Infrastructure Charges Schedule (ICS) that makes this relationship explicit. The items to be funded, the estimated timing of provision, the actual charges, the catchments to which they apply and the liable development need to be identified in the ICS.

In relation to social infrastructure, the definition of development infrastructure (see Appendix 5) states that only the costs of the land and works to the land can be recovered from ICSs, as opposed to the facility itself. The facility must also be for general or multi-purpose use. A process to include infrastructure in an ICS includes:

• Defining the area within which infrastructure charges are to apply. This is usually the Urban Footprint or Priority Infrastructure Area of the local government authority, but ICSs can also be made specifically for components of these areas.

• Ensuring that the plans for trunk infrastructure are in line with the desired standards of service and the projected development over the next 10–15 years.

• Costing the infrastructure. This should include costs regarding land values and also assets to be hosted on the community land. Land values should be sourced from an approved land valuer, and assets should be based on actual expected capital costs associated with the infrastructure.

• Determining the infrastructure charges by dividing the value of the infrastructure (land and works to land only) by the value of the projected demand.

Any local government authority developing an ICS is required to follow the infrastructure guidelines developed by the Department of Local Government, Planning, Sport and Recreation. They can be found at http://www.ipa.qld.gov.au/docs/Forms/Infrastructure/Guidelines/Guideline_2_04.pdf.

Once completed, the ICS must be incorporated into the planning scheme. The processes required are found in Schedule 1 of the Integrated Planning Act 1997.


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Impact mitigation payments, additional payments for unexpected infrastructure The development parameters and the resultant plans for trunk infrastructure are very important components of a Priority Infrastructure Plan (PIP), as further payments can be conditioned to developers if proposals occur outside of development expectations (either in scale or form). These payments have limited application for local community facilities (as development infrastructure is defined as ‘land and works to the land for community purposes’). These are known as impact mitigation costs and are described in detail in Appendix 5.

If additional payments are for infrastructure inside the PIP, but outside the development parameters, then the difference between the establishment cost under the PIP and that required by the unexpected development can be sought. If payments are being sought for infrastructure outside the PIP, the costs that can be recovered include:

• all of the establishment costs of the infrastructure • any payments for temporary construction that is required to ensure the safe or

efficient operation of the additional infrastructure required by the development • any payments for the removal or dismantling of the temporary construction that is

required to ensure the safe or efficient operation of the additional infrastructure required by the development

• maintenance and operating costs of the infrastructure for up to five years.

These charges become a condition of approval and therefore the ‘reasonable’ and ‘relevant’ arguments to the development in question need to be supported.

Voluntary Infrastructure Agreements Nothing in the Integrated Planning Act overrides the local government authority’s or the State’s desire to secure infrastructure agreements with willing parties. These are written agreements between the council/State and developers/ land owners that satisfy both parties. The legislation (the IPA) regarding these agreements is provided in Appendix 5 of these Guidelines.

Local Area Plans Where a council requires further detail regarding the layout of strategic locations, Local Area Plans can be included in planning schemes. Local Area Plans are effectively broad master plans for areas, highlighting detailed design and locational criteria. Where social infrastructure is considered critical in local areas, it is recommended that the locations be nominated and the land either zoned or designated for community purposes.

8.4 Links to Other Local Government Processes

Operational and capital works programs In order to ensure that infrastructure is provided in a local government context, explicit links to operational and capital works programs should be established. Accordingly, regular assessments regarding population changes and development approvals need to be carried out. These assessments should include ‘triggers’ that signal when population thresholds for social infrastructure are being reached. In addition, a formal process should be established for assessing the appropriateness of including the infrastructure in operational and capital works budgets; and regular reviews of operational and capital works programs should be undertaken. Facility and service provision assessments should allow sufficient lead times to ensure funding can be secured and infrastructure constructed.


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Links to Development Assessment Processes A planning scheme establishes the regulatory framework of where and how land can be developed. It therefore has important implications for the provision of community facilities and services. The following considerations need to be made in ensuring that the regulatory provisions of planning schemes are compatible with desired social infrastructure planning outcomes:

• Land use definitions and development assessment tables should support the distribution of community facilities and services sought in the social infrastructure plan.

• Planning scheme impact assessments should consider: − any potential impacts the development may have on existing or designated

community facilities and services − any potential demands for community facilities and services and the capacity

of existing infrastructure to meet these demands (including, but not limited to, industrial, residential and tourism development)

− impact of proposed community services or facilities on existing communities (where not already designated as ‘community infrastructure’)

− potential to help achieve planned community services or facilities through infrastructure agreements or other negotiated outcomes.

• Community facilities should be designed and sited according to the requirements appropriate to the facility.

• Triggers that initiate consultation with the relevant council, State Government or non-government agencies in relation to a proposed community facility should be included.

8.5 Community Capacity Building Whilst much social infrastructure is provided by State and local governments, the community sector has a significant role in the provision and delivery of facilities and services. This occurs at the local level (e.g. the management of kindergartens and out-of-school-hours care, and fundraising for the construction of facilities such as scout halls), at the district level (e.g. diocesan management of family support services, and community-based resourcing of refugee claimants), and at the State level (e.g. provision of state-wide information and telephone counseling services, and resource networks supporting rural services).

Communities require both physical and social resources to enable them to play a role in social infrastructure provision. Infrastructure such as facilities and services are tangible resources; social capital (sometimes described as ‘the economy of joint effort’) is intangible but integral to the maintenance of social resources. Key elements of social capital include communication, leadership, learning and collaboration. Facilities and services not only benefit from such capital, they nurture it by providing opportunities for participation and co-operation. By building social capital, we build capacity for involvement in social infrastructure planning, management and delivery. In greenfield communities, this requires an inclusive community development program to generate social capital and resourcing from agencies to support new initiatives. In infill communities, it may require investment in community development programs aimed at bridging new and existing communities.

When developing a social infrastructure plan, it is important to consider the community’s capacity to implement the plan (i.e. to manage facilities and services), and to help resource their capacity as needed. It is also important to ensure that community members who are not members of established organisations have opportunities for involvement, in order to expand the pool of people with capacity for involvement (as outlined in Section 4.1.1).


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The SEQ Regional Plan provides clear support for community engagement in planning processes, establishing partnerships to enhance community engagement and capacity building, and targeting community capacity building in areas undergoing significant change (see p. 54 of the Plan).

Of relevance also is the Department of Communities’ initiative aimed at organisational capacity building, called Strengthening Non-Government Organisations (NGOs). The strategy has a number of sub-projects which are designed to:

• increase transparency and clarity about what is expected from the NGO sector • improve the Department’s management of funding for community services and

their business relationships with the NGO sector • support NGO operations • provide opportunities for collaboration between NGOs and other relevant

stakeholders.

8.6 Partnerships Partnerships between agencies responsible for planning and providing social infrastructure are critical to successful delivery, and provide the basis for innovative responses and stronger service delivery arrangements.

There are a number of existing mechanisms to support partnerships in planning processes. At the local level, most areas have a range of community organisations active in some form of social infrastructure development or management. At district and Local Government Area (LGA) level, interagency forums exist in many areas. Other special-purpose planning partnerships are also established in LGAs to facilitate integrated planning and co-ordination (e.g. the Northern Growth Corridor Social Infrastructure Plan Project, a partnership between the Gold Coast City Council, the Department of Communities and the Northern Gold Coast Community for Children Program).

At a sub-regional level, Regions of Councils (ROCs) facilitate co-ordination between local governments in research, regional strategies, resource sharing, advocacy and brokering central government programs. ROCs are also open to approaches from government and non-government organisations.

The Regional Manager’s Co-ordination Networks (RMCN), established by the State Government, also operate at the sub-regional level and provide an avenue for local government to work with State agencies. Through the RMCN, regional managers of State Government agencies meet regularly to examine ways in which they could work together to improve the way services are provided to communities across the State.

The Council of Mayors (SEQ) is an additional mechanism which is developing a strong role in advocating regional priorities for planning and infrastructure.

Requirements for successful partnerships for social infrastructure delivery include:

• shared or compatible goals and visions, and agreed objectives • clear roles and responsibilities • a focus on shared outcomes • good relationships, including trust and mutual confidence • strong framework for accountability, including transparent structures and a review

framework • a coordinating structure, and effective leadership • flexibility in funding mechanisms and in service responses • organisational commitments.

(Derived from ‘Partnerships for service delivery: review of research and


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practice literature’, for Department of Communities, 2004.) The key roles of agencies supporting partnerships include maintaining flexibility in funding options, providing strategic direction, and promoting cross-sector involvement.

8.7 Monitoring Monitoring refers to the collection, analysis and reporting of information about how social infrastructure is performing against:

• service and facility-based objectives • desired standards of service • agency objectives and policy • SEQ Regional Plan objectives • existing and emerging community needs.

At the service or facility level, monitoring requires the collection and reporting of information about the quantity and quality of services delivered, their effectiveness in meeting the needs for which the infrastructure was developed, and their capacity to meet emerging needs. Where partnerships are developed to deliver social infrastructure, effectiveness in terms of both shared and individual (agency) goals should also be monitored. Ideally, monitoring is undertaken within an ongoing cycle—planning, delivering, monitoring, review or evaluation, and renewed planning. The challenge is to ensure that common objectives, information protocols and processes are established by the partners to ensure that monitoring is an integral part of service delivery and facility management.

Each local government reviews its performance against its corporate or community plans, which should outline desired standards of service. Elected representatives and community development staff also play a key role in identifying and advocating for community needs. Many councils extend their monitoring and reporting work to tracking changes in social indicators such as socio-economic distribution, housing access, and employment levels, as part of a commitment to sustainability or ‘triple bottom line’ reporting. Some suggested tools for monitoring are shown in the table below.

Table 11: Suggested Tasks for Monitoring Progress Monitoring Suggested tasks Baseline information

• establishment of a clear baseline position • clear articulation of desired objectives and desired standards of

service • clear articulation of intended timeframe, work plan, outcome • clear articulation of key performance measures.

Gathering information

• discussions with community, business and government service providers

• websites • workshops • phone-in and email comment • inter-agency forums • think tanks • working groups • action research

Evaluation

• determination of progress against key performance measures, using a variety of information

• determination of appropriateness of keeping original objectives, work plans, etc.


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Reporting/ information provision

• clearly articulate progress • clearly articulate changes/reviews required • review objectives and desired standards of service to ensure

currency • feed information back to all participants.

At the State Government level, each department charged with delivering social infrastructure has a monitoring program, supported by information collected as part of funding submissions, service agreements and funding reconciliations. Some agencies also have well-established data collection systems. The challenge is to ensure that data is shared across agencies and departments, and framed to address multiple objectives at community, region and whole-of-government levels. The recently developed Communities Statistical Information System (COMSIS)—built and maintained by the Office of Economic and Statistical Research (OESR) in cooperation with several State agencies—aims to coordinate the provision of information to support monitoring.

At the regional planning level, the State Government has initiated a State of the Region Sustainability Indicators project. A baseline review of sustainability indicators has been completed, and a State of the Region Report will be produced as part of the five-year review of the SEQ Regional Plan. The implementation of the Plan’s policies is monitored separately. PIFU has a key role in monitoring infrastructure development in SEQ.

In addition, the Office of Urban Management, in co-operation with the Coordinator-General and OESR, has established an Urban Development Monitoring Program. The program will be developed in three stages, with the first stage (in operation) focusing on dwelling activity, lot production/consumption/registration/approvals, and median house, unit/townhouse and vacant land sales. It is anticipated that the monitoring of commercial and industrial development will begin in 2007. Following the release of the Local Growth Management Strategies, the Urban Development Monitoring Program will also investigate and monitor land supply and availability.

Queensland Treasury is currently developing a Project Assurance Framework (PAF) which, along with supporting guidance material, will set the foundation for ensuring that project management is undertaken effectively across the Queensland Public Sector, and that the State Government achieves value for money from its significant investment in project activity. The PAF guidance material encourages consideration of a range of approaches in responding to an identified service objective and provides assistance in assessing the costs, benefits and risks of options to achieve an objective. Information on the PAF can be found on the Queensland Treasury web site: http://www.treasury.qld.gov.au.


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9 Resources 9.1 Profiling and Analysis There are numerous information sources available that provide data to inform social infrastructure profiling and analysis, as outlined below:

Australian Bureau of Statistics Censuses of Population and Housing and other statistical information: The Australian Bureau of Statistics (ABS) releases a wealth of information to support national, regional and local area population analysis, including a population census conducted every five years, population updates and projections, data on specific populations, the labour force, social trends, indices of relative advantage and disadvantage, and reporting against social capital indicators. Data is available on the ABS website at: http://www.abs.gov.au.

Office of Urban Management (OUM), Department of Infrastructure Urban Development Monitoring Program: The program’s urban development monitoring reports focus on dwelling activity, lot production/consumption/registration/approvals, and median house, unit/townhouse and vacant land sales. The reports are produced quarterly, with an annual report published after the fourth quarter. (Appendix C of these Guidelines (p. 25) shows dwelling approvals by Local Government Area, which may be useful.)

These reports are now available on the OUM website at www.oum.qld.gov.au. The Planning Information Forecasting Unit is undertaking this monitoring and should be contacted to obtain data at a lower level of geography, if required.

List of Major Development Areas (MDAs) in SEQ: Most of these MDAs are residential (three in the current list are industrial: Bromelton, Swanbank/New Chum and Willowbank/Ebenezer). The list of MDAs is available on the OUM website at www.oum.qld.gov.au.

Planning Information Forecasting Unit (PIFU), Department of Local Government, Planning, Sport and Recreation Population projections: The population projections for SEQ—by Local Government Area (LGA)—have recently been updated by the Planning Information Forecasting Unit (PIFU). PIFU provides these updated projections twice during the five-year period between censuses. Population projections data can be purchased from PIFU at LGA, Statistical Local Area (SLA) and Census Collector District (CCD) level.

Broadhectare studies: These measure future residential land supply by Local Government Area level. The land identified in the studies is the first stage in the land development pipeline and includes parcels of land that are identified as suitable, potentially available and serviceable for future residential development. The studies list proposed development in time spans of 0–2 years, 2–5 years, 5–10 years and 10 years plus.

These studies can be purchased from Planning Information Forecasting Unit (see http://www.lgp.qld.gov.au/?id=196).

Population and housing fact sheets: These provide a handy summary of data by Local Government Area, including the latest estimated resident population, population projections and dwelling approvals. They are available at http://www.lgp.qld.gov.au/?id=198.

Residential Land and Dwelling Activity Monitor: This is a quarterly publication produced by the Planning Information and Forecasting Unit (PIFU). The key objective of the publication is to assist government and industry in their forward planning for


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urban infrastructure by providing information on residential land supply and dwelling activity. It includes information about: • lot approvals and lot production • registration and consumption of allotments • registration by size of allotment • vacant residential land sales • dwelling approvals by type of dwelling.

The publication can be purchased from PIFU (see http://www.lgp.qld.gov.au/?id=291).

Housing Update: This publication provides more detail on dwelling approvals at the Statistical Local Area level and can be accessed at http://www.lgp.qld.gov.au/?id=221

Office of Economic and Statistical Research (OESR), Queensland Treasury.

OESR profiling tools

Queensland regional profiles: The OESR offers a web-based tool that allows users to produce profiles based on the latest statistics available for Queensland regions. Users can select from a list of topics and choose a region to create a report featuring regional-level economic, social and demographic information (Statistical Division and Local Government Area data). http://statistics.oesr.qld.gov.au/qld-regional-profiles/home.do?action=init

Local Government Area profiles: The Local Government Area (LGA) profiles are standardised statistical reports based on a region of your choice. You can select a single LGA or multiple LGAs to create your own user-defined region. A customised report based on the selected region/s is then generated. Topics including population (including growth rates), business, building activity, agriculture and employment are covered in each report. Each report utilises the most recent data available for each topic. http://www.oesr.qld.gov.au/publications/profiles/lga_profiles/index.shtml

Queensland Regional Statistical Information System (QRSIS): QRSIS is a database containing time series of a variety of data for regions throughout Queensland. State and local government employees have full access to all QRSIS collections, including data purchased for the Queensland Government from the Australian Bureau of Statistics (ABS). Additionally, agency-specific systems can be developed by the OESR. http://www.oesr.qld.gov.au/online_services/online_tools/qrsis/qrsis_datahub.shtml

Thematic mapping: The thematic mapping tool allows users to map data from selected collections in QRSIS. The thematic maps of Queensland provide a unique and informative representation of the state’s economy, people and regions. Thematic maps allow for quick identification of data relationships and comparisons between small-area geographic regions.

Characteristics such as persons aged 65 and over, gross value of crops, non-residential buildings approved and persons born overseas can be viewed and analysed thematically for both Local Government Areas and Statistical Local Areas. http://maps.oesr.qld.gov.au/thematics/index.jsp

9.2 Participation Six guiding principles provide the basis for improved community engagement in Queensland Government processes:

• Inclusiveness—connecting with those who are hardest to reach. • Reaching out—changing the ways the government and community work together

for the better.


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• Mutual respect—listening, understanding and acting on experiences different from our own.

• Integrity—engagement as a means of promoting integrity in the democratic processes of government.

• Affirming diversity—changing the processes of government to incorporate diverse values and interests.

• Adding value—government and citizens working productively together to add value in policy development and program and service planning.

The Department of Communities supports best practice and capacity building in community engagement across the public sector and the community.

The Queensland Government site (www.getinvolved.qld.gov.au) contains links to a range of useful tools.

Other guides to good practice are listed below: What Contact Queensland Government community engagement resources and links

www.getinvolved.qld.gov.au

Local Government Association of Queensland policy statements: community development, and community services

www.lgaq.asn.au

Strong Communities Handbook— Chapter 2: Community Engagement

www.oum.qld.gov.au

Local government consultation and engagement (Victoria)

www.vlgaconsultation.org.au

Consulting Citizens: A Resource Guide (2002), Department Of The Premier And Cabinet, Western Australia

www.ccu.dpc.wa.gov.au

International Association for Public Participation (IAP2), Australasia

www.iap2.org.au

Community Participation in Practice, A Practical Guide, by Sarkissian, W, Cook, A, Walsh, K (1997), ISTP Murdoch University

www.istp.murdoch.edu.au

Community Participation in Practice, New Directions, by Sarkissian, W, Hirst, A, Walton, S (2003), ISTP Murdoch University

www.istp.murdoch.edu.au

Improvement and Development Agency (United Kingdom)

www.idea-knowledge.gov.uk


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References

Australian Local Government Association & Australian Council for the Arts (1997), Cultural Development Collaborative Benchmarking

BBC Consulting Planners (1997), Planning Targets For Community Services, Final Report, prepared for Department of Families, Youth and Community Care

Briggs (1992), Guidelines and Methodology for the Application of Developer Contributions for Social Infrastructure—With a Focus on Queensland, Commonwealth Office of Local Government and Department of Immigration, Local Government and Ethnic Affairs, Australian Government Publishing Service

Briggs S (1993), Funding Local Social Infrastructure, Challenges for Local Government, proceedings of a workshop and local government case studies, Commonwealth Office of Local Government, Commonwealth Department of Human Services and Health, Australian Government Publishing Service

Briggs S (1996), Location Guidelines for Community and Recreation Facilities, Draft, ACT Planning Authority

Briggs S, Elliott D, and Young A (2005), Community Facilities and Services Strategy, Final Report, prepared for Maroochy Shire Council

Collaborations, ID Consulting and Essential Economics (2001), Docklands Community Development Plan 2001–2016, Melbourne Docklands

Community Services Benchmarking Project (1997), Community Facility Management Best Practice List

Department of Communities (2005), Needs Based Planning and Resource Allocation Framework, First Edition.

Department of Family Services and Aboriginal and Islander Affairs (1990), Design Considerations for Child care Centres

Department of Local Government (1990), Development of Community Facilities—A Guide to Feasibility Research, Critical Path Planning and Approvals

Department of Local Government and Planning (2003), Issues and Options for Social Justice and Human Services, SEQ 2021, Discussion Paper

Department of Local Government, Planning, Sport and Recreation (2004), Implementation Guide for the Preparation of a PIP (available online at: http://www.ipa.qld.gov.au/docs/Forms/Infrastructure/Guidelines/Guideline_1_04.pdf) Site accessed: 30/09/06

Department of Local Government, Planning, Sport and Recreation (2004), Infrastructure Guideline for Developing an ICS (available online at: http://www.ipa.qld.gov.au/docs/Forms/Infrastructure/Guidelines/Guideline_2_04.pdf) Site accessed: 30/09/06

Elliott D and Young A (2002), Caloundra Community Planning Study, Volumes 1–4, Caloundra City Council

Farrar A, Ross E, Turner D (1991), Let Them Eat Crumbs—the Development and Use of Service Benchmarks in Planning For Community Services, New South Wales Council of Social Service


75

http://www.latrobe.edu.au/publichealth/Units/phe41_51pde/phe41_51_programs_needs-demands.pdf#search=%22comparative%20and%20normative%20needs%22 (accessed 5/9/06);

Local Government Association of Queensland (1996), Social Planning Guidelines for Queensland Local Government, by Menzies C, Heywood P, Nivison-Smith I, Rogan B

Local Government Association of Queensland (2001), A Guideline for Integrating Community Wellbeing in Planning Schemes

Local Government Association of Queensland (2003), Embracing Cultural Diversity— Action Guide to Community Relations for Queensland Local Governments

Local Government Community Services Association Australia (1999), Good Practice and Benchmarking in Local Government Community Development and Community Services

M & P Henderson and Associates (2004), Partnerships for service delivery: review of research and practice literature, Department of Communities, Queensland Government

Municipal Association of Victoria (1990), Local Government Human Services Planning Framework

NSW Department of Local Government (2002), Social and Community Planning and Reporting Manual

Office of Local Government, Commonwealth Department of Human Services and Health (1994), Strategic Local Government Approaches to Infrastructure, Australian Government Publishing Service, Canberra

Office of Urban Management & Queensland University of Technology (2006), Strong Communities Handbook

Office of Urban Management (2005), South East Queensland Regional Plan 2005–2026

Office of Urban Management (2006), South East Queensland Infrastructure Plan and Program 2006–2026

Office of Urban Management (2006), South East Queensland Regional Plan Implementation Guideline No.4—Structure Plans (available online at: http://www.oum.qld.gov.au/docs/pdf/Draft_Guidelines_Structure_Plans.pdf) Site accessed: 29/09/2006

Queensland Government, Integrated Planning Act 1997

SGS Economics and Planning Pty Ltd (2006), Structure Plans and State Infrastructure Agreements—Assisting Sustainable Community Development, Paper presented at the Queensland Environmental Law Association ‘Making it Better’ Conference

SGS Economics and Planning Pty Ltd (2006), Metropolitan Planning—An Assessment of the SEQ Regional Plan, Presentation at City Futures/SGS Conference, Sydney 2006

SGS Economics and Planning Pty Ltd (2004–2006), Community Infrastructure Plans (various) Mirani Shire, Redland Shire, Springfield Land Corporation, Northshore, Beaudesert Shire


76

SGS Economics and Planning Pty Ltd & Andrea Young Planning Consultants (2005), Brisbane City Council Open Space and Community Needs Assessment, Input into the CBD masterplan

SGS Economics and Planning Pty Ltd, Briggs, Elliott, Young (2005), Planning for Social Infrastructure, Special SGS Urbecon Edition

South Australian Urban Land Trust (1994), Human Services Planning Kit, Second Edition, Department of Housing and Urban Development

SEQ 2021 (2003), Issues and Options for Social Justice and Human Services

University of Queensland Boilerhouse (2005), Establishing Standards for Social Infrastructure, unpublished

Untitled/undated (standards for community facilities provisions), Internal Paper, Brisbane City Council

Young A (2001), A Guideline for Integrating Community Wellbeing in Planning Schemes, Local Government Association of Queensland.


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List of Acronyms

ABS Australian Bureau of Statistics CCD Census Collection District CCH Community Care Hub CCP Community Care Precinct CHC Community Health Centre CPTED Crime Prevention Through Environmental Design DCS Department of Corrective Services DES Department of Emergency Services DETA Department of Education, Training and the Arts DLGPSR Department of Local Government, Planning, Sport and Recreation DoC Department of Communities DRO Desired Regional Outcome ERP Estimated Resident Population GFA Gross floor area HACC Home and Community Care ICS Infrastructure Charges Schedules ICT Information and communication technology IMP Impact mitigation payment IPA Integrated Planning Act 1997 JAG (Department of) Justice and the Attorney General LAP Local Area Plan LGA Local Government Area LGA 1993 Local Government Act 1993 LGMS Local Growth Management Strategy LIA Local Infrastructure Agreement OESR Office of Economic and Statistical Research OUM Office Of Urban Management PAF Project Assurance Framework PPD Persons per dwelling PFTI Plans for trunk infrastructure PIA Priority Infrastructure Area PIFU Planning Information and Forecasting Unit

PIP Priority Infrastructure Plan PPP Private–Public Partnerships PS Planning scheme QH Queensland Health QPS Queensland Police Service RC Regulated Charges ROC Regional Organisation of Councils SEIFA Socio-Economic Indexes for Areas SEQ South East Queensland SEQIPP South East Queensland Infrastructure Plan And Program 2006–2026 SEQ Regional Plan


SIA State Infrastructure Agreement SLA Statistical Local Area SP Structure Plan


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Glossary

Term Definition

Affordable housing Housing that is appropriate to the needs of low-income households in terms of design, location and access to facilities and services; and where rent paid by households in the lowest 40 per cent of income units does not exceed 30 per cent of gross household income after any applicable Commonwealth rent assistance if deducted. It includes detached housing, as well as boarding and emergency housing and other specialist forms of housing.

Brownfield Areas of land previously used for industrial or other purposes available to be redeveloped for alternative purposes.

Co-location of facilities and services

The joint location of service providers within a facility, usually without integration of services, but involving sharing premises and possibly some administrative or other services.

Community centre A multi-purpose facility comprising a range of rooms or halls of different sizes generally able to be hired or used by the public for a wide range of purposes, including meetings, functions, classes, dance, active recreation and sometimes performances. It often includes some office space and a commercial kitchen. A centre can serve either a local area (usually 600–800 m2 gross floor area) or a district (over 1,000m2 GFA).

Community meeting room

A small room (usually less than 150m2 GFA) generally able to be hired or used by the public for meetings or functions.

Cross-subsidies A process whereby monies collected from one group is utilised to fund infrastructure or a service that meets the needs of a wider or different group.

Department of Local Government, Planning, Sport and Recreation

The State Government department that is responsible for planning and local government, sport and recreation in Queensland.

Development infrastructure

Defined in the Integrated Planning Act (IPA) under Schedule 10. Relates to land and works to the land for water, sewerage, roads, community infrastructure and public parks. Also includes limited embellishments for public parks.

Designation of land for community purposes

A process allowed under IPA to reserve the intent of land for community purposes.

Greenfield Areas of undeveloped land in the Urban Footprint suitable for urban development and not yet serviced by development infrastructure (water, sewerage, roads, etc).

Health precincts

Precincts where government and private services such as health clinics and general practitioners are encouraged to locate in close proximity, together with other service providers such as community services.

Hub A collection of facilities clustered together on the same or adjoining sites. There may or may not be interaction between these facilities. Together, they create a focal point for community activity.

Impact mitigation payments

Payments that can be included as a condition of development to offset unanticipated requirements/shortfalls for contributions collected for funding infrastructure.

Infill development New development that occurs within established urban areas that are serviced with development infrastructure. The site or area is either vacant or has previously been used for another urban purpose. The scale of development can range from one additional residential lot to a major mixed-use redevelopment.

Infrastructure charges schedules

A process allowed under the Integrated Planning Act to assist in funding the establishment cost of development infrastructure.


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Term Definition

Integrated Planning Act 1997

The principal legislation that governs planning in Queensland.

Integrated service centres (or nodes)

The joint location of service providers within a facility (as per co-location) but with integration of services to provide a co-ordinated, one-stop-shop approach to case management and service delivery.

Local Area Plans A plan that is included in a local government’s planning scheme that outlines a detailed master plan regarding the intentions for the site.

Local Government Act 1993

The legislation pertaining to local government functions in Queensland.

Local Government Area Local Government Area is a term used in Australia (and especially by the Australian Bureau of Statistics) to refer to areas controlled by each individual local government. The generic names of local governments vary from state to state, and included Shire, City and Municipality.

Local government authority

The responsible authority for activities undertaken in a Local Government Area.

Local Growth Management Strategy

A strategy prepared by each local government in SEQ, in consultation with local communities, to demonstrate how SEQ Regional Plan policies will be implemented at the local level. LGMSs are expected to show how local government authorities will achieve the targets and other urban development policies set out in the SEQ Regional Plan.

Local infrastructure agreements

Local infrastructure agreements (LIAs) are voluntary agreements relating to master planned areas in single ownership. An LIA can nominate a range of infrastructure, including local and State-provided works.

Lower income households

Usually defined as the bottom 40 percentile of households in the income distribution.

Master planned communities

Communities that have an over-arching strategic plan that describes and maps the overall development concept for the area or precinct, including present and future land use, detailed urban design and landscaping, built form, infrastructure and service provision.

Neighbourhood house A small, multi-purpose facility—sometimes a house or converted residential sales centre, comprising several rooms (usually only 200–300m2 gross floor area)—which serves as a place for a neighbourhood to meet and groups (e.g. playgroups and residents’ associations) to form.

Neighbourhood centre A multi-service centre, usually part-funded by Department of Communities, with additional funding from other sources for service activities. Neighbourhood centres generally provide office space for a range of service providers and may make space available for community groups to meet.

Non-trunk infrastructure Defined in the Integrated Planning Act, non-trunk infrastructure generally refers to infrastructure that is required for individual properties, i.e. not shared infrastructure.

Office Of Urban Management

The State government agency that has been established to prepare and implement key regional planning strategies in SEQ to manage the region’s growth, plan the infrastructure to support it, and ensure that the Queensland way of life is preserved for future generations.

Peri-urban

The transitional area between rural and urban areas in which activities traditionally classified as urban (e.g. industry) or rural (e.g. agriculture) exist, and which may contain residential areas or uses.


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Term Definition

Planning scheme A planning scheme is a statutory instrument that sets out the provisions for land use, development, and protection. The function of a planning scheme is to facilitate fair, orderly, economic and sustainable use of land by providing for the individual needs of an area.

Plans for trunk Infrastructure

Plans that identify the trunk-level infrastructure required to service an existing urban area and areas that can service 10–15 years of growth.

Primary health care Refers to the first point of contact with the health system, such as a general practitioner, pharmacist, nurse, dentist or allied health service. The care is provided locally.

Priority Infrastructure Area

Existing serviced land and land that can efficiently service 10–15 years of expected population growth within a Local Government Area.

Priority Infrastructure Plans

Plans that indicate areas where development is preferred and what development infrastructure is required, based on a combination of local and State government policies, infrastructure efficiencies and market demands.

Private–Public Partnerships

An agreement between private and public entities to provide infrastructure or a service that has historically been, or is currently being, provided primarily by the public sector

Regional activity centre A centre or proposed centre identified in the South East Queensland Regional Activity Centres network. These centres support a concentration of activity, including higher density living, business, employment, research, education and services.

Regulated Charges Pre-determined infrastructure charges set by the Department of Local Government, Planning, Sport and Recreation.

Secondary health care Refers to services that are the second point of contact—referrals to specialist services or to the local hospital (usually within a one-hour drive).

Social polarisation The divide between high socio-economic status groups and low socio-economic groups.

South East Queensland South East Queensland (SEQ) is the region that contains most of Queensland’s population. SEQ consists of the following Local Government Areas: Beaudesert, Boonah, Brisbane, Caboolture, Caloundra, Esk, Gatton, Gold Coast, Ipswich, Kilcoy, Laidley, Logan, Maroochy, Noosa, Pine Rivers, Redcliffe, Redland, and Toowoomba.

South East Queensland Infrastructure Plan and Program 2006–2026

The SEQIPP is an integral component in delivering the objectives of the SEQ Regional Plan. The SEQIPP identifies committed and proposed transport, water, energy, social and community infrastructure of major regional significance.


A regional plan developed in accordance with Section 2.5A of the Integrated Planning Act that provides a framework for a co-ordinated and sustainable approach to planning, development and infrastructure provision in SEQ, and recognises the importance of developing sustainable and inclusive communities.

Stand-alone facilities Dedicated facilities serving a single or multiple community purpose.

Sea change/tree change phenomenon

The migration of people seeking a lifestyle change in coastal (sea) and hinterland (tree) areas outside capital cities.

State Infrastructure Agreement

A binding agreement between the State government and/ or land owners, developers and local government regarding the provision of infrastructure. It enables infrastructure to be supplied when it is required by the community.


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Term Definition

Structure Plan An integrated land use plan that sets out the overall intent for development, determines infrastructure demands, nominates key sites for critical infrastructure, and shows how the infrastructure will be provided and/or funded for major new urban areas. All major new greenfield development areas and all major redevelopment areas are required to have an approved structure plan prior to development.

Tertiary health care Refers mostly to super-specialist services that support a region. It includes referrals to hospitals with specialist units (e.g. cardiac units).

Transit oriented development

Mixed-use residential and commercial areas, designed to maximise the efficient use of land through high levels of access to public transport. ‘Transit oriented development’ (TOD) usually applies to activity centres, whilst ‘transit oriented communities’ generally applies to the application of TOD principles in smaller centres.

Urban Footprint Identifies land to provide for the region’s urban development needs to 2026. It includes existing urban areas and greenfield areas potentially suitable for future urban development.


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Appendix 1: Planning Considerations for Specific Facilities

This appendix outlines planning considerations for 26 types of facilities, including planning responsibilities, comparative rates of provision, indicative site area requirements, design criteria and target groups, and other specific considerations.

These detailed matters should be considered as one part of the planning process for facilities, as described earlier in Section 3 (Social Infrastructure Planning Framework).

General location and design criteria applicable to most facilities are discussed in Sections 2.2 and 7.2 of these Guidelines.

Comparative rates of provision are provided in the tables as an indicator for assessing comparative needs, and are cited as a ratio of one facility per head of population (except where otherwise noted)12. They are only one factor that should be considered in assessing the need for a new facility, as outlined in the planning process diagram on the right.

Comparative rates of provision should not be considered a minimum standard of provision or lead to the expectation about a level of provision of such facilities. In some cases, agencies may use them as a starting point to indicate that a needs assessment may be required to be undertaken for a particular facility or service. Development of new delivery models, including the use of information and communication technology, may change comparative rates of provision.

In cases of major State Government infrastructure, it is recommended that readers consult relevant agencies in regard to planning intentions rather than base planning assumptions on comparative rates of provision. Reference should also be made to the relevant websites for the current requirements for State-provided facilities.

For most facilities, planning should begin two to three years before the facility may be required. Longer lead times apply to some facilities, for example library services, secondary schools and facilities involving multiple stakeholders and the satisfaction of multiple users. Facilities are listed in alphabetical order:

12 Comparative rates of provision and indicative site areas are derived from Briggs et al, (2005)

Urbecon Bulletin, Special Edition, December 2005, published by SGS Economics and Planning Pty Ltd and based on material provided by SGS, Briggs and Mortar Pty Ltd, Elliott Whiteing Pty Ltd, and Andrea Young Planning Services; advice from the relevant agencies; and national experience. The comparative rates of provision and indicative site areas have been ground-truthed as far as practical.


P

a

r

t

i

c

i

p

a

t

i

o

n

Analysis/Assessment

• Collate and analyse data from

profiling (community profile and

facility inventory) and consultation

• Spatial analysis of provision,

settlement patterns and catchment

areas

• Analyse against comparative rates of

provision and develop locally

applicable desired standards of

service

• Identify gaps in existing supply and

assess future needs

• Validate findings through

consultation.

Profiling


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Aged Care Service/Respite Centre

The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility

A facility which provides an operational base for services targeted at older and/or younger people. It may include domiciliary care and Meals On Wheels, day respite care for frail aged people and younger people with a disability who may be at risk of premature or inappropriate long-term residential care, and other services. Facilities can cater to individual service providers or a collection of service providers. Services often include transport to and from the centres, meals, and some allied health services. These centres can provide a range of interactive activities for clients and/or a base for outreach services.

Agency with primary funding responsibility

Queensland Health, with funding from the local council, the Commonwealth Department of Health and Ageing, Department of Communities, and Disability Services Queensland.

Planning and decision-making process

Facility planning can be initiated at a range of levels by community agencies working with local councils. Land and infrastructure may also be funded through the local council, community organisations that sublet to service providers, or a consortium of service providers. Funding is also provided through a number of Commonwealth programs, including Respite for Carers and the joint Commonwealth/State-funded Home and Community Care (HACC) program (the latter meets some infrastructure costs but mainly funds service delivery). Local 1:7,000–10,000 (note: smaller facilities are

more likely to occur in rural and regional areas)

Comparative rates of provision

District/LGA-wide or regional

1:20,000–100,000

Indicative minimum site requirements

Local A floor area of 500 m2,(min.), depending on the services provided, e.g. a commercial kitchen is required for a Meals on Wheels service, whilst equipment storage and loading facilities are important for personal care services. A site area of approximately 1,500– 2,000 m2.

District / LGA-wide or regional

A gross floor area (GFA) of approximately 1,000– 1,500 m2 13. A site area of approximately 3,000– 5,000 m2.

Design criteria No design criteria are specified in the HACC guidelines, however providers must comply with local council and other legislated planning requirements. Access for people with a disability is a primary consideration. Adequate on-site parking and servicing arrangements are essential. Flexibility is another consideration due to changing target groups over time, particularly as new aged cohorts begin to require services.

13 Site areas provided assume the building has one storey. Site areas can be reduced where multi-

storey construction is planned.


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Ambulance The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Ambulance station Agency with primary funding responsibility Department of Emergency Services


Planning is informed by an ambulance services capital infrastructure strategic plan, with input from the State and local government. Decisions are made based on the current and projected population; planned future development and Urban Footprint; a hazard assessment and associated risk assessment; the proposed road network; and an incident profile for the area. The primary benchmark used by the Queensland Ambulance Service (QAS) is response time, which depends on service demand, service utilisation and capacity, distance and vehicle capacity.


Over 25,000 people—depending on the response time profile, unit hour utilisation, case load per day, and proximity to existing ambulance stations and other health services.


Site area: 3,000 m2

Design criteria The station type (i.e. rural, day shift, day and afternoon shift or 24-hour) will determine the building style, however a number of flexible standard designs exist which accommodate current needs. The facility must be designed and located for safe, efficient and direct access to streets, including major traffic routes, and include an alternative exit route. Sites must support the achievement of required rapid response times to an emergency case.

Other considerations The location of ambulance stations is determined by a number of factors, including the type of community (urban, rural, isolated), the number incidents per day (demand), age demographic of the community, accessibility to (and egress from) road and air networks, response time profiling, ambulance utilisation rates and risk profiling of the community. Demand for services can also be impacted by the presence of such things as health facilities, aged persons retirement facilities, and high-risk industries. Co-location of ambulance, fire and Emergency Management Queensland is considered where land and other efficiencies can be achieved. The QAS supports active community input (through Local Ambulance Committees) into the design and siting of ambulance stations.

Funding/delivery The funding of new facilities is subject to State Government priorities and an assessment of the capacity of existing facilities for expansion/integration, or delivery through outreach services.


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Art Gallery The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Art Galleries provide exhibition spaces, and may offer

educational programs, as well as meeting and workshop space for artists. Galleries are often co-located with libraries, civic buildings and museums.


The local council, Arts Queensland (part of the Department of Education, Training and the Arts), and the Commonwealth Government.


The Regional Galleries Association of Queensland is the peak body for public galleries in Queensland. Its subsidiary, Museum and Gallery Services Queensland, provides advice to local governments and others about facility planning, development and management. Arts Queensland develops and implements cultural policy and administers cultural funding and capital works programs that support arts and cultural development.


1:30,000–150,000


A floor of area 400–1,500 m2, or larger, with spaces of varying size, including exhibition space, smaller meeting rooms, educational spaces and storage. The minimum site area depends on a number of factors and may range from 1,000–5,000 m2.

Target groups General population Design criteria Facilities may range from small volunteer-run exhibition spaces

to large, professionally managed public galleries. Requirements are likely to include a large open gallery space, with flexible partitioning and room configuration, lift access if on more than one level, an office/administration area, air conditioning (to protect collections), visual arts workshop space (desirable), public art, clear signage and adequate parking. Some facilities have a café/restaurant/kiosk. Adequate storage for in-house and travelling collections and large vehicle access are essential.

Other considerations Larger galleries should be located in a principal activity centre in a landmark building, accessible by private car or regular weekday and weekend (including evening) public transport services. Smaller galleries may be located in smaller activity centres. New models of provision are being explored through the development of cultural hubs in council areas (including arts, museum and performance facilities).

Funding/delivery The funding of new facilities is subject to priorities established by State and local governments and an assessment of the capacity of existing facilities for expansion/integration, or delivery through outreach services.


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Cemetery/Crematorium The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility A cemetery is a place for the burial of human remains, and

serves cultural and religious purposes both at the time of passing and for families’ future needs. A crematorium is a facility for the cremation of human remains, often contained within a cemetery (usually a lawn cemetery), and usually containing one or more chapels for the holding of services. A columbarium is a facility (usually a wall) for the holding of cremated remains.


Local council/private


Local governments have traditionally assumed responsibility for cemeteries and crematorium facilities, however a regional approach to planning and allocation of land for cemeteries is currently being developed. This is leading to larger facilities than those built historically, when each town had its own facility.


1:50,000–200,000


1500 m2 /1,000 people. Cemeteries are by nature difficult to locate due to their size and the cultural norms attached to them. In 2005, the Council of Mayors (SEQ) referred the issue of the provision of adequate land for cemeteries within SEQ to the Regional Coordination Committee. A planning study to identify existing provision and projected requirements is being conducted.

Target groups General population Design criteria See above Other considerations Long-term planning is required to ensure land is reserved for

this purpose within acceptable distance of urban areas. Compatibility with surrounding land uses is important.

Funding/delivery See above


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Child Care Centres The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Facilities that provide long day care, limited hours/occasional

care and overnight care for children up to school age. Centres may also offer care for school-aged children (before and after school).


The majority (around 83 per cent) of child care centres in Queensland are run by the private sector. The community sector is still a strong provider in regional centres. Some Councils may choose to fund centres, possibly with a capital subsidy from the Commonwealth or State Government.


For a new community or council childcare centre to be developed, priorities must be determined by a joint State-Commonwealth planning team. Services will be accredited under the Quality Improvement and Accreditation System, which is administered by the National Child Care Accreditation Council. Child care centres must meet the licensing requirements of the Child Care Act 2002 and the Child Care Regulation 2003, administered by the Department of Communities.


1:4,000–8,000. Specialty services such as child care for children with disability or from diverse cultural backgrounds should be planned at district/LGA-wide level, with outreach to local centres.


For a 75-place childcare centre, space requirements include 3.25 m2 of indoor play space and 7 m2 of outdoor play space for each child. Additional requirements include areas for food and bottle preparation, a laundry, cleaners and administration facilities.

Design criteria Child care centres must comply with the Building Act 1975 requirements, including the Queensland Development Code, Part 22: Child Care Centres.

Target group New-born children up to school age, with school-aged care (before and after school) being provided by some centres.

Other considerations Ideally, child care facilities should be located with other community facilities and on public transport routes, and be compatible with adjoining land uses. Journeys to work may also be important in determining location. The Department of Education, Training and the Arts requires site planning to accommodate child care centres when master planning new schools.

Funding/delivery Whilst most new child care centres are provided by the private sector, State and local governments are keen to ensure supply meets demand and may be an advocate in this regard.


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Community Centres/Civic Centres The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility

General-community-use facilities providing meeting spaces, social, educational and recreational activities, health and/or support services and information. They include civic centres, community centres, neighbourhood centres, local halls, neighbourhood houses and meeting rooms (see also Youth Facility).


Responsibility for funding community centres is shared by local councils, community organisations, and State and Commonwealth agencies. The land purchase may be assisted by infrastructure contributions. A State-funded neighbourhood centre may play a similar role but may be directed toward providing space for State-funded community organisations.


Local governments have the primary roles in planning and operating community centres/halls. Developers of master planned estates may provide the facility and fund its initial operation, possibly including a neighbourhood house. Facilities should be planned in collaboration with community groups and other providers. Neighbourhood (community meeting room/ neighbourhood house)

1:2,000–3,000 (Council/private) Comparative rates of provision

Local (community centre/ multi-purpose hall)

1:6,000–10,000 (Council/private/community)

District centre (Multi-purpose community centre and/or neighbourhood centre)

1:20,000–50,000 (State/council)

Regional/LGA-wide (civic centre)

1:30,000–120,000 (Council)

Neighbourhood 200–300 m2 gross floor area (GFA) 500–750 m2 site area

Local 600–800 m2 GFA (Hall— 400 m2) 5,000m2 site area (Hall— 2,000 m2)

District 1,000 m2 GFA 10,000 m2 site area


Regional/LGA-wide 2,000–5,000 m2 GFA 15,000 m2 site area

Design criteria

Flexible, multi-purpose facilities, potentially co-located, with consideration of child safe areas, informal areas, visibility and security. Multi-use and co-location models should be considered.

Target groups Targeted to meet local needs, including groups with particular needs (e.g. children, young people and seniors).

Other considerations

Innovative approaches/new models include co-located and multiple-use facilities. Large facilities should be located in or near activity centres with public transport access; local centres may be co-located with schools, child care and other local facilities.

Funding/delivery The funding of new facilities is subject to priorities established by State and local governments. Capital funding is usually generated through partnerships between local and State governments, and community groups. Operational funding is usually provided by local councils, with potential program/service funding from the State Government.


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Community Health Precincts, Hubs, Centres and Services The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Queensland Health has a five-level framework for the delivery

of community health services. The Primary Health Care Post (Level 1) and Rural Community and Ambulatory Care Centre (Level 2) are more likely to occur outside SEQ. In SEQ, community health services are mainly delivered through Level 3, 4 and 5 facilities. Local- and district-level14 health services are provided through Community Health Centres and dedicated local facilities/services (e.g. child health clinics). A Metropolitan Community Health Centre (Level 3) offers a core suite of community health services, matched to the local population. The service is also directed towards capacity building and community development with local partners, who may include non-government partners on site or in-reach; and integrated programs with general medical practitioners and indigenous medical services. A Regional Community Care Hub (Level 4) offers a core suite of community health services for the local population and may act as a hub for specialist teams to consult. It offers a full range of primary and ambulatory programs and outpatient clinics, such as maternal and child health, oral health, counselling, social work and information and referral services. It is directed towards capacity building and community development with local partners who may include non-government partners on site or in-reach, including Department of Communities, Disability Services Queensland and Commonwealth Aged Care. At the broader regional/LGA level, an Integrated Health and Community Care Precinct (Level 5) incorporates community health services for the local population and a hub for specialist teams as described for Level 4, as well as a full range of primary and ambulatory programs and outpatient clinics. In addition, it may offer more specialised outpatient therapy and clinics e.g. antenatal, community rehabilitation and chronic disease. The focus is on the integration of private services, e.g. pharmacy, allied health, minor injuries and medical clinics, as well as providing a base for non-government organisation and other government services.


Queensland Health


Under the Health Action Plan 2005, Queensland Health is developing a Statewide Health Services Plan, which will inform future planning and include guiding principles for health service provision. Priorities for new services are based on the assessment of new growth areas and of other areas of need, on health status, demography and other health issues, and the capacity for refurbishment of existing facilities. The SEQ Infrastructure Plan identifies Community Health

14 District in this context refers to the term as defined in these Guidelines, and not the Health

Services Districts of Queensland Health (e.g. Central Area Health District).


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Precinct priorities in high-growth areas to 2026. Liaison with Queensland Health health service planners is recommended. Contact should also be made with the relevant Area Health Services office.


Queensland Health does not have standard benchmarks for planning facilities. The capacity, role and model of care for each site is based on detailed local planning and needs analysis, and on the capacity of existing services, both local and regional. Community Health Centre: A catchment population of 1:20,000–30,000 people may be appropriate. Community Care Hub: A catchment population of 1:30,000–100,000 people may be appropriate. Community Care Precinct: A catchment population of 100,000–300,000 people may be appropriate.


Community Health Centre: A floor area of 2,000–4,000 m2, and a site area of up to 1.6 ha. Community Care Hub: A floor area of 4,000–8,000 m2, and site area of 1.6–3.2 ha. Community Care Precinct: A floor area of 8,000–10,000 m2, depending on the range of services required, and an estimated site area of 3.2–4 ha, including parking.

Design criteria Site selection and facility design criteria include access to public transport, disabled access, security, and safety and privacy issues for some services. Multiple entrances may be required for a Community Care Precinct. Adequate on-site parking and drop-off facilities are essential. Facilities should be designed to maximise flexibility, enabling the incorporation of different services and changes in styles of service delivery over time as the community’s needs change.

Target group People of all ages and socio-economic circumstances. Other considerations Co-location with other community facilities may desirable. The

site must allow for flexibility to support co-location and potential future expansion, and be located so that it is visible and easy to find. Emergency vehicle access may be required, depending on the specialist services offered. Community health centres, community care hubs and community care hubs are generally provided in metropolitan areas, and ideally should be located in an activity centre, or close to a school or community centre, along transport routes, with high visibility, adequate parking and multiple entrances. Co-location with other major community services can be an advantage. Smaller health centres may be established as the first stage in the longer-term development of a Community Care Precinct or hospital.

Funding/delivery Funding is subject to priorities established by State Government and an assessment of the capacity of existing facilities for expansion/integration, or delivery through outreach services. Reference should also be made to the SEQ Infrastructure Plan.


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Correctional Services The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Correctional services facilities include correctional services

offices (area and district) for the administration and supervision of court orders such as parole and probation orders; and correctional facilities (prisons) which accommodate people sentenced to custodial orders.


Queensland Corrective Services (QCS)


QCS monitors population projections and numbers of people in the correctional services system, and, on this basis, determines the need for expansion of existing prison facilities or rental of new community-based correctional services. District and area offices are positioned in central locations, and reporting offices are located where lack of public transport and other facilities make them necessary. QCS’s planning has identified the need for expansion of two existing correctional centres at Wacol, and a new correctional precinct to cater for growth over the next 10 years.


An area with a saturation of young adults in a lower socio-economic demographic is of interest to the probation and parole services. The imprisonment rate in Queensland is currently 177 persons per 100,000 (general adult population). The average prison size is expected to reach 2,000 beds by 2015.


Site areas for correctional centres vary according to the nature of the facility. A new correctional centre site is being investigated to support foreseeable facility needs in SEQ, with a minimum area of 600 ha. Correctional services offices are usually rented, preferably in a government office precinct. The size of offices depends on the number of staff, with between 200 m2 and 350 m2 required for an area office.

Design criteria Correctional offices and prisons are designed according to departmental guidelines, which incorporate service and security provisions.

Target group People subject to correctional or custodial orders. Other considerations Program delivery is being centralised in program hubs in larger

urban areas. Correctional services are sited to avoid proximity to schools and other community infrastructure that caters for children. Close proximity to public transport is essential for all facilities. The site should be relatively unconstrained in terms of slope or flooding; located close to road and public transport; well located in relation to water supply and waste disposal infrastructure; and reasonably separated from established township areas, or proposed residential areas.

Funding/delivery The funding of new facilities is subject to State Government priorities and an assessment of the capacity of existing facilities for expansion/integration of services.


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Courthouses The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements.

Description of facility Courthouses accommodate the delivery of court services to support the criminal and civil justice system. The principal service is resolution of court cases and provision of associated services. Courthouse facilities include court registries, court rooms, holding cells, interview rooms and facilities for victims of crime and vulnerable witnesses. Some also include, or are linked to, police facilities such as watchhouses.


Department of Justice and Attorney General (JAG)


The primary criteria for the location of court facilities is population projections and major growth areas. Other factors include the location of police infrastructure, regional watch house facilities, and community accessibility. The assessment of need for a new facility takes into account the location of existing court buildings with potential for expansion.


JAG policy is to centralise service provision, maximising the use of existing facilities through their expansion/upgrading in major growth centres.


Expansion of courthouse facilities on existing sites.

Design criteria Designs of courthouse buildings are consistent with the JAG Courthouse Standard and Design Guide.

Target groups People requiring resolution of court proceedings; alleged offenders.

Other considerations The policy of expansion rather than the creation of new facilities reflects a desire to gain maximum possible benefit from the large capital investment required. Land use planning decisions that may impinge on courthouses’ capacity to expand should be referred to JAG for discussion. Co-location with police facilities may be appropriate in facility redevelopment.

Funding/delivery The funding of upgraded facilities is subject to State Government priorities.


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Exhibition/Convention Centre The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements.

Description of facility A large, cavernous public building with enough open space to host public and private business and social events. A convention centre includes an exhibition hall, or conference centre. Events held in convention centres can include corporate conferences, industry trade shows, formal dances, entertainment spectacles and concerts.


Local council /State and Commonwealth governments /private sector


Councils play an integral role in determining the need for, and supporting the development of, any form of civic infrastructure of this size. Land contributions and support from council would usually fall under its Priority Infrastructure Plan.


1:50,000–200,000


The minimum site area requirements depend on the number of floors, nearby parking availability, and the capacity required for performances/conferences.

Design criteria The following criteria should be considered: • flexible, multi-purpose building, usually on one level • large, clear-span exhibition space permitting room

configurations of varying size, including a number of smaller meeting rooms available for hire to general community groups, e.g. older people.

• office/administration area • possible caféteria/restaurant • possible bar and lounge • inclusion of significant works of public art • adequate storage for major exhibitions and

conferences • access for people with disability to all parts of the

building • tables, seating, a variety of meeting room facilities,

small conference equipment, exhibition equipment (for hire)

• clear signage from town centre • amenities adequate for large functions and events • adequate parking to cater for the size and multitude of

uses of the facility or access to a major car parking facility in the town centre.

Other considerations Ideally located in a principal activity centre, preferably in a landmark building. Easily accessible by car or by regular weekday and weekend public transport (including evening services).

Funding/delivery The funding of new facilities is subject to State Government priorities and an assessment of the capacity of existing facilities for expansion.


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Fire and Rescue The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements.

Description of facility Fire and rescue station Agency with primary funding responsibility

Department of Emergency Services


Planning is informed by a Queensland Fire and Rescue Services capital infrastructure strategic plan, with input from State and local governments. Decisions are made based on the current and projected population; planned future development and the Urban Footprint; a hazard assessment and associated risk assessment; the proposed road network; fire levy forecasting; and an incident profile of the area. Response times are a primary benchmark which can be defined as a function of area covered, traffic infrastructure capacity, equipment capacity and staff to respond.


Over 25,000 people—depending on the response time profile, incident history, proximity to existing fire and rescue stations, and population forecasts.


Site area: 3,000–4,000 m2 (auxiliary station) 3,000–6,000 m2 (permanent station) 10,000–20,000 m2 (permanent station with specialist facilities attached, e.g. workshops and communication centre).

Design criteria The station type (i.e. auxiliary, day shift or 24-hour) will determine the building style, however a number of standard designs exist which accommodate current needs.

Other considerations The location of fire and rescue stations is determined by a number of factors, including the type of community (urban, rural, isolated), the number incidents per day (demand), demographic of the community, accessibility to (and egress from) road networks, response time profiling and risk profiling of the community. Demand for services can also be impacted by the occurrence of such things as high risk industry. Co-location of Ambulance, Fire and Emergency Management Queensland is considered where land and other efficiencies can be achieved, however criteria differ and co-location should not be assumed. Facilities must be designed and located for safe, efficient and direct access to streets, including major traffic routes, and include an alternative exit route. Sites must support the achievement of required rapid response times to an emergency case.



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Hospital—Public The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility A hospital is a health care institution that provides day patient,

emergency and inpatient clinical care and treatment for people who are unwell or injured. A range of allied, medical, surgical, preventative, diagnostic and treatment services are generally provided in association with day patient and overnight hospital stays.


Queensland Health


In accordance with the Queensland Government Health Action Plan 2005, Queensland Health is developing a Statewide Health Services Plan, which will include guiding principles for provision. The Plan will inform future revisions of the SEQ Infrastructure Plan, as well as Area Health Services Plans.


Queensland Health does not use published benchmarks for planning hospital facilities. The capacity, role and model of care for each site is based on detailed local planning and needs analysis, but is likely to serve a catchment of over 100,000 people. A Clinical Services Capability Framework is used to describe health services and define the underlying standards and requirements to ensure patient safety and facilitate clinical risk management across facilities.


10–15 ha, depending on whether the hospital provides secondary- or tertiary-level services (as defined in the glossary).

Design criteria The Australasian Health Facility Guidelines (University of New South Wales, 2006) will be used for future hospital developments. The guidelines are based on best practice and articulate minimum standards for components of a health facility. Design must include disabled access, security, safety and privacy issues for some services. Adequate on-site parking is essential. Health facilities must be designed in such a way that they remain functional in an emergency situation or natural disaster.

Target group People of all ages and socio-economic circumstances. Other considerations There is an estimated lead time of 4-5 years for the provision of

hospital facilities providing secondary health care services, and for major metropolitan hospitals providing tertiary health care the lead time is up to 10 years. In new communities, a small community health service presence would be established initially, with services expanded over time. A site that facilitates flexible design and ongoing expansion is required. It is preferred that hospitals are located along major transport routes with access to public transport. Private hospitals are provided independently, but influence the supply of services. Any assessment of private hospitals should take into account the provision of public and private services.

Funding/delivery The funding of new facilities is subject to State Government priorities—reference should be made to the SEQ Infrastructure Plan. Forward capital works programs are dependent on budget processes.


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Kindergartens

The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Kindergartens focus on early learning for children aged 3.5–4.5

years, and usually operate 2.5–3 day per week programs during school hours.


The Department of Education, Training and the Arts provides recurrent operational funding to community kindergartens and preschools affiliated with or approved by the Crèche and Kindergarten Association of Queensland (C&K).


Kindergartens are planned by communities in cooperation with the C&K and other organisations such as church groups. Services are required to meet the licensing requirements of the Child Care Act 2002 and the Child Care Regulation 2003, which are administered by the Department of Communities.


1:7,500-10,000. This is likely to change with the introduction of the preparatory year to Queensland schools.


Approximately 1500 m2–2000 m2 of land is required.

Design criteria Kindergartens must comply with the Building Act 1975 requirements and the Queensland Development Code, Part 22: Child Care Centres.

Target group Children aged 3.5–4.5 years Other considerations There has been a recent trend towards locating a range of

children’s services in integrated child and family services centres. Preschools, which traditionally serviced the 4–5 years age group, are no longer being developed due to the introduction of the preparatory year to Queensland schools.

Funding/delivery Kindergartens need to comply with all design criteria and licensing requirements in order to be eligible for State funding.


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Libraries The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility A central library operates at a Local Government Area or

regional level, offering high-level functions and resources. It shares all collections with branches, as required. A branch library caters for a more localised area, offers access to both text and online resources for learning, and can also incorporate meeting spaces and areas for study.


The local council, sometimes in partnership with universities, schools, and, potentially, developers. Capital subsidies are available from the Queensland Government (provided through the Department of Local Government, Planning, Sport and Recreation, and managed by the Public Libraries Division).


Planning is led by local council, with assistance from the Public Libraries Division

Branch library: 1:15,000–30,000 Comparative rates of provision Central library: 1:30,000-150,000 Indicative minimum site requirements

Central library: Between 37 m2 and 49 m2 per 1,000 people, with higher floor-space-to-people ratios for smaller populations. Additional to this are areas for staff training, and meeting rooms. The areas required for additional sites include 50m2 per mobile library (excluding housing and parking for the vehicle), 20 m2 for the first branch and 10 m2 per branch thereafter. For a branch library, the minimum amount of public floor space provided should be 150 m2, beyond which the requirement is 37–43 m2 per 1,000 people. The State Library of Queensland’s building standards provide detailed floor space requirements, and must be observed to attract capital subsidies for facilities.

Design criteria Detailed design criteria should be developed in consultation with local communities, user groups, co-location or multi-use partners, and the Public Libraries Division. The criteria will depend on the mix of uses, size, scale and type of library being provided. The shape of the site should allow for maximum functional use and for future expansion. Adequate access for service and delivery vehicles should be provided. If mobile libraries are to be housed, access must be ensured and adequate turning space allowed for vehicles.

Other considerations A central library facility should be located in a convenient position to maximise accessibility, ideally within an activity centre. Provision of library services is dependent on the location of activity centres, transport routes, proximity of other facilities and the spread of the population. The provision of specialist services should reflect local demand. Mobile libraries can also be provided to extend the reach of library services to poorly serviced urban areas and rural centres, as well as to provide home access for people with restricted mobility.

Funding/delivery The funding of new facilities is subject to local and State government priorities and an assessment of the capacity of existing facilities for expansion/integration, or delivery through outreach services.


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Museum The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility A building, place or institution devoted to the acquisition,

conservation, study, exhibition and educational interpretation of objects with scientific, historical or artistic value.


Local council/State and Commonwealth governments/community


Museum and Gallery Services Queensland provides advice to local governments and other agencies about gallery planning, development, management, policies, programs, benchmarking and research. Any new facility will need to be based on community demand and future need, with support across government (in terms of funding, provision of buildings and/or land, or general legislative support). Guidance should be sought from Arts Queensland regarding the provision of museums, as well as the capacity, suitability and compliance requirements for arts and cultural facilities.


1:30,000–120,000


Museums most often develop from existing, older buildings which are part of the community fabric and heritage. As such, site requirements depend on the type and scope of exhibitions, installations and educational programs to be offered.

Design criteria Preferably flexible, open spaces capable of being partitioned or subdivided into different configurations. The premises must be secure, with a high level of protection for artifacts.

Target groups General population Other considerations A museum should be located with easy access to resident and

tourist populations, ideally within an activity centre, and well supported with parking and public transport. Proximity to local schools is an advantage. New models include interactive facilities in association with community centres, libraries and galleries. The development of cultural hubs in local council areas (including arts, museum and performance facilities) is also being explored by Arts Queensland.

Funding/delivery The funding of new facilities is subject to local and State government priorities and an assessment of the capacity of existing facilities for expansion/integration.


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Out-of-School-Hours Care The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Out-of-school-hours care facilities provide before- and after-

school care, pupil-free days and vacation care services for primary-school-age children. These facilities are usually provided through schools and community centres, and offer supervised, age-appropriate activities for children who may attend on a regular or casual basis.


Operational funds are provided by the State and the Commonwealth, but provision is heavily supported by Parents and Citizen’s Associations (P&C), as well as the Department of Education, Training and the Arts through the use of primary school facilities.


Services are often jointly planned at the local level by parent and community groups and primary schools. Services located on school premises may be managed by the school P&C. Some services are required to meet the licensing requirements of the Child Care Act 2002 and the Child Care Regulation 2003, administered by the Department of Communities, and to be accredited by the National Childcare Accreditation Council (NCAC).


The provision of out-of-school-hours care should be considered for all primary schools. Licensed capacity may be set at any appropriate number in relation to the catchment served, taking into account the minimum space requirements.


A combined play area of 15.25m2 per child—incorporating 3.25m2 of indoor play space, 7m2 of outdoor play area, and an additional 5m2 of space either inside or outside.

Design criteria School-aged care services (required to be licensed under the Child Care Act 2002) must comply with the Building Act 1975 requirements and the Queensland Development Code, Part 22: Child Care Centres, which outline specific requirements in relation to areas such as: • toilet facilities • food-preparation areas.

Target group Primary-school-aged children (5–13 years) Other considerations Safe outdoor play areas are a critical component of the

provision of this type of service. Planning for out-of-school-hours care should be considered during the planning of new schools.

Funding/delivery The Commonwealth Department of Families, Community Services and Indigenous Affairs administers a Child Care Quality Assurance system, to which providers must adhere in order for parents to access funding through the Child Care Benefit. Community fundraising is also relied upon.


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Performing Arts Spaces (Performing Arts Centres/Arts Workshops) The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility A space for arts rehearsal and performance, ranging from

small playhouses to large multi-purpose performance centres supporting a wide range of performing arts (from plays to operas and eisteddfods). Includes arts workshop spaces.


Local councils and the private sector provide funds for this type of facility. Additional funding may be sought from the State Government.


Facilities are planned on a local-needs basis and are subject to funding priorities.


Rates of provision for performing arts facilities are currently under development by Arts Queensland. As a guide, such spaces are usually found in populations of approximately 30,000–50,000 people.


Guidance can be sought from Arts Queensland on requirements for arts and cultural facilities. Minimum site area requirements may be around 3,000m2 but will depend on the type of facility and its capacity.

Design criteria For a larger facility, general requirements may include: flexible, multi-purpose building (with lift access if it is more than one level) tiered-seat theatre of varying capacity, flexible enough to cater to smaller audiences and designed for music, drama and dance stage, wings, dressing rooms and a pit to accommodate a range of performers (e.g. orchestras, choruses and actors) office/administration area and storage for multiple users performing arts workshop space (for rehearsals/performances) possible café/restaurant/kiosk significant works of public art/sculpture adequate parking (may be shared with other community facilities in a community or cultural hub). smaller facilities may vary from rehearsal spaces to boutique theatres.

Target Groups General population Other considerations New models of provision are being explored through the

development of cultural hubs in local council areas (including arts, museum and performance facilities).



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Police The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Police stations serve a specific area providing emergency

services, primarily in response to situations of a criminal or public safety nature.


Queensland Police Service


The identification of requirements for increased resource allocation (both human and capital) is primarily the responsibility of the individual police regions. Prioritisation of identified needs is a function of whole of service management committees. There is no set formula for resource requirements in specific areas, consideration is given to numerous environmental issues, crime trends and appropriate policing strategies to address the identified issues and meet community needs.


1:20,000–30,000


A site area of 4,000–5,000 m2. Land and floor space requirements vary according to local needs and the size of the catchment served. Smaller ‘shop front’ facilities are planned according to the catchment serviced and availability of suitably located rental space. For security reasons, the site should allow dual access.

Design criteria These vary for facilities offering the following services: cells; a public counter; security areas; parking; recreation facilities; and front and rear access.

Target Groups Targeted to meet local needs. Other considerations Other issues affecting the size and nature of police facility

provision include the rate of development and the rate of crime and public demands. Ideally, police facilities should be located near large shops and community centres, as well as near major roads and public transport. Proximity to courts should also be considered, if applicable.



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Postal Services The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Retail outlets (classified into corporate outlets, franchised

outlets, and community postal agencies) that provide postal and courier products and services under the auspices of a corporate entity. The majority of outlets are corporate outlets (larger size), with fewer franchised outlets (smaller in size). Community postal agencies occur only in rural areas, usually in conjunction with a grocery store or other community service provider. Post boxes are provided throughout urban areas and in rural centres. Business delivery centres support mail distribution and logistics operations.


Australia Post


The policy framework is set nationally by Australia Post. Area managers monitor growth and demand, and determine service responses. The need for a new postal centre is based on an analysis of the volume of mail in a particular area compared to the resident population and the number of/distance to existing outlets in the area.


The first post box is usually established when the population reaches about 300 people. No comparative rates of provision apply to retail outlets. Post boxes are provided at locations where an acceptable level of use has been recorded or is anticipated, including shopping centres, public transport points, hospitals and retirement villages.


Business delivery centres: 2,800–4,000 m2 (including a car park) Retail outlets: 150–300 m2 (floor area only)

Design criteria On-site parking is necessary for business delivery centres. Sufficient floor space is necessary to conduct postal business in licensed and post-point outlets. Reasonable access to outlets is required for vehicles.

Target Group General population Other considerations Retail outlets are generally provided in activity centres with 12

or more retail outlets. Licensed post office centres (corporate outlets) are provided in activity centres with 30 or more retail outlets, as well as business/corporate precincts, large regional centres and other strategic locations. In rural areas, community postal agencies are usually co-located with other community facilities (e.g. local shops). Street post boxes should be located at strategic post-points, in small shopping centres and along major arterial roads.

Funding/delivery The funding of new facilities is subject to Australia Post priorities and an assessment of the capacity of existing facilities for expansion.


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Primary Schools—Public The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Primary schools are educational facilities for students between

the ages of 5 and 13, offering Preparatory through to Year 7 (P-7).


Primary schools are provided by the State Government, church organisations and other private providers. The Department of Education, Training and the Arts (DETA) is responsible for forward planning, budgeting, and construction management of State primary schools. Private education organisations and religious organisations establish school facilities in response to identified market demand and organisational frameworks.


DETA plans for a rolling 20-year horizon. Departmental standards and their application is a comprehensive and complex process, with catchment demarcation an important element. Catchments are determined with reference to adjoining schools.


The establishment of new schools is subject to detailed access and viability criteria. Decisions are made through the application of DETA standards to projections of student population at the local level. Whilst a rough rate of provision of one primary school per 3,000 households has been used in the past, significant variation is being introduced in new communities, where the range of dwelling types and densities are taken into account.


Site area: 6.5–7 ha. Land must be well drained, of unexceptional topography and with regular dimensions. Where schools can be appropriately located with adjacent sporting facilities and open space, DETA may exercise its discretion to reduce site requirements. At present, the gross floor area required for approximately 625 P–7 students is about 5,500 m2 (excluding any special education unit).

Design criteria Refer to the DETA standard building design and site layout guidelines.

Target group Preparatory year students (aged 5) through to year 7 pupils (aged 12–13).

Other considerations Ideally, primary schools should be located at the geographic centre of the population catchment, with frontage to a local collector road, and ideally accessed safely by means other than private cars. The multiple use of school facilities varies from long-term commercial usage, to community use of sporting facilities, to casual use of school halls. Co-location is supported, provided that the locational criteria required for schools are not compromised. Master planning of new schools is required to allow a sufficient site area and appropriate design to cater for the inclusion of a child care centre.

Funding/delivery The funding of new schools is subject to State Government priorities. Reference should be made to the SEQ Infrastructure Plan, which includes school funding priorities.


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Religious Facilities The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Description of facility

A place of worship providing one or more meeting spaces. Facilities may be used for social, educational and recreational activities, and are sometimes available for hire by the general community for other purposes.


Religious organisations


Religious organisations have their own criteria for the location of facilities and the primary roles in planning, funding and operating them. Most religious organisations purchase land and construct their own special purpose facilities; however an increasing trend is to rent multi-purpose community centres/halls provided by others. Facilities are rarely planned in collaboration with other providers, and there is little multi-use and co-location.


Benchmarks vary enormously by type of religion/organisation and there are no commonly used standards.


Site and floor space requirements vary, depending on the type of religion/organisation (from a small church to a temple/monastery).

Design criteria

Design is influenced by the nature of the religion and the size of the organisation. They can be small stand-alone facilities, or flexible, multi-purpose facilities with child-safe areas, disability access, informal areas, meeting rooms, performance space, convention facilities, storage, commercial kitchen and office areas, and landscaping, lighting and signage to enhance visibility and security. In some cases they can include accommodation (e.g. a monastery). Facilities can have large car parking requirements at peak usage times.

Target groups Targeted at individual religious groups with particular customs and traditions.

Other considerations

New models include multiple-use facilities which serve other community purposes and provide a financial return for the organisation. Innovative approaches include hiring existing community facilities rather than purpose-built facilities which may only be used for a limited number of hours per week. It is preferable that facilities be located at or near public transport stops.

Funding/delivery Funding of new facilities is subject to organisational priorities.


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Secondary Schools—Public The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility Secondary schools are educational and training facilities for

students between the ages of 12 and 18. Agency with primary funding responsibility

Secondary schools are provided by the State Government, church organisations, and other private providers. The Department of Education, Training and the Arts (DETA) is responsible for the forward planning, budgeting, and construction management of State secondary schools. Private education organisations establish school facilities in response to identified market demand and organisational frameworks.


The same process used for primary education planning and decision-making is used for secondary schools.


The establishment of new schools is subject to detailed access and viability criteria. A rough rate of provision of one secondary school per 8,000 households has been used in the past, however this is subject to significant variation based on the planning factors outlined for primary schools. As with primary schools, school planning should be carried out by DETA staff.


A 12 ha site is required. Land must be well drained, of unexceptionable topography and with regular dimensions. Where schools can be appropriately located with adjacent sporting facilities and open space, DETA may exercise its discretion to reduce site requirements. A school with a total capacity in the vicinity of 1,500 students would have a target GFA in the vicinity of 16,870m2.

Design criteria Standard building designs are employed for the components of the building core, including specialist as well as general learning spaces. A 30 year measurable life is used in detailed facility planning, but to date most schools have exceeded this lifespan.

Target group Young people aged 12/13 to 18 years Other considerations A school is justified when it appears that a new or expanded

catchment is able to be formed, that is the requisite number of dwellings will be built within a certain timeframe. Significant variations to benchmarks are being introduced with planning practices which encourage a range of dwelling types and densities within any one area. Schools typically open under Year by Year staging, e.g. Year 8 in the first year of operation, and Year 9 in the second. Co-location is supported, provided that the locational criteria required for schools are not compromised. Ideally located at the heart of a residential community, central to the population catchment, with road frontage to a district collector road.

Funding/delivery The funding of new schools is subject to State Government priorities. Reference should be made to the SEQ Infrastructure Plan for school funding priorities.


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TAFE (Technical and Further Education) College The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility TAFE colleges provide vocational education and training

services in a broad range of industry areas. Courses are delivered on campus (classroom delivery), in the workplace, online, by distance or by a combination of these modes.


Department of Education, Training and the Arts (DETA)


DETA prioritises areas and issues for capital investment based on a weighted assessment process derived from strategic planning. Benchmarking includes an assessment of factors relating to industry demands, jobs/skills demands, and an analysis of required training outputs and their floor space demands. Arrangements are made with universities, councils and developers to co-locate and share facilities, where possible. New facilities are usually guided by a rolling plan approved by DETA. District 1:over 50,000 Comparative rates of

provision Regional/Local Government

Area-wide 1:over 150,000


Site: 3–12 ha. Estimates vary significantly depending on the industry or training type, e.g. conventional classrooms (2 m2 per student) and automotive training (18 m2 per student).

Design criteria A flexible design to accommodate changes in training priorities. Other considerations TAFE colleges need to be situated within walking distance of

public transport, have clear access/egress to roads and infrastructure services, and should preferably be fenced and not be subject to urban encroachment. New trade training facilities must be sited in industrial areas. Shared use of facilities with universities and other facilities such as community centres is also possible.

Funding/delivery Funding of new facilities is subject to State Government priorities and an assessment of the capacity of existing facilities for expansion/integration, or delivery through outreach services.


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University facilities Universities are a Commonwealth-funded tertiary education facility. New universities and campuses of existing universities are generally developed in response to Commonwealth and State Government initiatives. Universities service local, regional, interstate and international catchments. The region’s universities are located in Brisbane, Toowoomba, the Sunshine Coast and Gold Coast. The University of the Sunshine Coast is the newest university in South East Queensland, and serves a regional population of over 250 000 people. Universities’ offerings and facilities are built up over time. On-line learning, external enrolments and the provision of satellite campuses are changing rates of provision.

Universities commonly develop campuses in regional centres outside Brisbane, for example at Logan, Ipswich, Caboolture, and Gatton. Partnerships with local councils and communities have also seen satellite campuses established in smaller centres, for example in Noosa (the University of the Sunshine Coast’s Junction Youth and Community Centre,) and Pomona (Central Queensland University’s Pomona Secondary College, and Rural Futures Centre). Satellite campuses range in size from one room in a shared facility (e.g. Noosa), to comprehensive teaching facilities as part of shared civic development (e.g. Hervey Bay), to substantial stand-alone campuses (e.g. Logan).

Specific planning guidance should be investigated during the preparation of the infrastructure plan. Private universities can also be attracted to areas.


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Youth Centre/Service The information below is indicative only, should form part of a wider assessment of local need, and should not lead to the expectation that the comparative rate of provision will be attained. The information is current as at 2006. Queensland Government departmental websites should be accessed and agency staff contacted to identify any updates to these planning requirements. Description of facility A youth centre is a community centre specialising in meeting

the needs of young people. The facility usually houses a youth worker or program co-ordinator to deliver on-site and outreach youth programs and services. While youth centres may be accommodated within multi-purpose facilities, they require a specific focus.


Local councils, in partnership with local community groups and/or regional/statewide providers.


Local councils usually identify the need in consultation with communities, and as part of planning for local and district community centres. Youth facilities are often established using a pastiche of funding. Local facility 1:10,000–20,000 Comparative rates of

provision District centre 1:20,000–50,000 Indicative minimum site requirements

Requirements vary significantly from facility to facility. A minimum floor area of 600–1,000 m2 should be considered for a district-level facility. The site may be large enough for recreational uses (5,000–10,000 m2) or adjoin open space. Local facilities can be as small as a house (e.g. 200 m2 on a small site). Office space or shop fronts are other models.

Design criteria Ideally, the facility should provide multiple spaces for weekend, evening and every-day use, with casual drop-in capability a necessity. The facility should be designed in consultation with young people. It should be suitable for amplified music and dancing, and include activities and equipment of interest to young people, including computers, games and sports.

Target group Young people aged 12–25, with a particular focus on people 12–18 years old.

Other considerations Master planning for greenfield areas in particular should consider the need for youth facilities, and all new community centres should include planning for young people’s needs. The location/design should be integrated with open space and recreation facilities to maximize opportunities for the delivery of youth recreation programs. Youth centres can be co-located with other facilities, but management of potentially conflicting uses of space is required. Outdoor areas should complement indoor uses (e.g. skate parks).

Funding/delivery The funding of new facilities is subject to local council and State Government priorities. Capital funding is usually sourced through partnerships between local and State governments, and community groups. Operational funding is usually provided by local councils, with potential for program/service funds from the State Government.


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Appendix 2: Types of Services

Family Support and Child Protection • child care • child protection • services and programs to prevent social isolation • family support, including for culturally and linguistically diverse and Indigenous

families • affordable counselling services • domestic violence prevention and support services, including emergency housing • integrated information and referral • mediation services.

Services for Young People • employment and training options, for local jobs • personal support and counselling • alternative education services • community participation and recreation options • juvenile justice services • programs for children and young people with learning difficulties • youth suicide prevention • life skills programs.

Services for People with Disability • training and employment options which lead to secure employment • educational support • community participation and recreation options • emergency respite • life skills programs • mobility/recreation aids • community transport.

Services for Older People • community/public transport, including wheel-chair-accessible transport • community aged care, extended care/at home services • access to allied health services that promote wellness • services and programs to reduce social isolation • carer support and respite services.

Community Health and Safety • community health services provision • health promotion and information resources • access to general and specialist medical practitioners • auxiliary fire service support and marine rescue • search, rescue, medical evacuation and counter disaster.

Cultural Services • community events, festivals and conferences • community library, information services and cultural awareness services • cultural skills development, expression and performances.


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Appendix 3: Examples of Innovation in Community Facilities and Service Provision

Private–Public Partnerships Case study 1: Library Link—Domain Bakery, South Yarra, Victoria

In 2004 Melbourne City Council, in conjunction with the Yarra-Melbourne Library Corporation, decided that more innovative means of delivering their library services were required in order to maximise their use. Noting that there had been a shift to multi-tasking, even in social contexts, the council invited Domain Bakery to become a partner in a program that enabled library services to be sourced in a café/bakery setting.

The service/facility includes a bakery with comfortable seating and four computer terminals that are directly linked to the Library-Link website. Community members are able to browse library details, select books from all over Victoria, and have the books they desire delivered to the library closest to their home free of charge. Online access to other databases and magazines is also available.

The council provided the funding for the library component of the agreement, Domain Bakery owns the site and runs the commercial operations, and Yarra–Melbourne Regional Library Corporation manages the online library element of the facility, as well as supplying newspapers for the bakery and its patrons.

Case study 2: Private–Public Partnership, school co-location, Golden Grove, South Australia

The Golden Grove joint school initiative involved the co-location of, and shared facility use by, Golden Grove High School (a public school), Gleeson College (a private Catholic school) and Pudare Christian College (a private Anglican Uniting school). These three educational facilities share a senior school library and eight senior school faculties. Through co-location and Private–Public Partnerships, they were able to amalgamate some components of the curriculum. The schools offer information communications technology and business education, science, music, home economics, physical education, drama, design technology and art, as well as other required subjects such as English and history.

The key stakeholders included the three schools, the South Australian Urban Land Trust, which provided the land, and several South Australian State Government departments.

There are several shared facilities on the site, including:

• the senior Thiele Library • four computer rooms • six science laboratories • industrial-level technology workshops • visual-art studios • catering kitchen and dining room • three gymnasiums • drama studio and theatre • music suite comprising several studios.

All of these facilities are considered state-of-the-art, with Gleeson College describing them as some of the best in Australia. Some of the facilities are shared with the general community, offering them an integral set of facilities.


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The shared buildings are owned by the Department of Education. A joint-use agreement has been signed by the Minister and the two private schools.

The budget for the running costs of the facilities is split between the three schools, based on the number of students from each school who use the facilities. The ongoing repair and maintenance costs are also split proportionally. The Minister responsible for the area provides funding support for any significant capital works, earth moving or large-scale construction.

Overall, the shared-facility agreement is considered to be very effective. It offers substantial cost savings to the participants. Nonetheless, there is a need for a commitment by all parties to ongoing financial support and commitment by all parties is a necessity. Consortiums attempting to replicate the scenario at Golden Grove are advised to ensure that agreements—both budgetary and facility-oriented—are in place prior to the construction of facilities. Furthermore, the operators of the Golden Grove facility noted that their dealings with crown law involved substantial timeframes—this should be incorporated into the costings at the outset.

Infrastructure agreements with developers Case study 3: Pathways multi-purpose facility, Northlakes, Pine Rivers, Queensland

Pathways is a $13.8 million, multi-purpose community facility combining a new state-of-the-art library, leisure centre, education and training centre, village-green and meeting and function spaces. Other facilities include: meeting rooms, a community garden, coffee shop, indoor and outdoor recreational spaces, youth and children’s spaces, aquatic centre, indoor sports hall, enterprise centre, and a senior state secondary college, whose students have access to the abovementioned library (construction was due to be completed at the beginning of the 2007 school year). The stakeholders and managers of the development include:

• Pine Rivers Shire Council, which initiated the project to create a ‘nerve centre for the community’

• Bovis Lend Lease, the developer • Education Queensland, which is currently in the process of co-locating a

senior state secondary college at the facility • Sport and Recreation Queensland and the State Library of Queensland,

which made significant contributions to the establishment costs of the venture

• Queensland Government, which provided funding for the project • Northlakes community, who will use the facility, and were heavily involved

in the consultation phase of the development of the centre. The State Library of Queensland and Sport and Recreation Queensland were significant contributors to the establishment of the venture, with the Queensland Government providing an additional $1 million grant to get more Queenslanders active through sport and recreation.


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Use of cross-subsidies Case study 4: Castle Grand, Baulkham Hills Shire, New South Wales

The Baulkham Hills Shire Council was struggling to fund the required social facilities for their community from council’s consolidated revenue (rates). Acting as a developer and owner, the council commissioned a private developer to deliver 62 residential units at an agreed rate of return. The profits from the development were then invested in community facilities, including a community centre (2,000 m2) with a 500-seat auditorium, five meeting rooms, an early childhood centre and a library (1,900 m2) incorporating a coffee shop, council customer service centre and internet facilities.

The project partners included the council, Brewster Horth Architects, Grant Constructions Pty Ltd and the community.

Co-location of services and facilities Case study 5: Mount Pleasant Community Centre—creating a community hub in Kingsway, Vancouver

When determining the potential need for new library facilities, the Vancouver Public Library decided to consider the community’s collective infrastructure needs. The City of Vancouver’s Community Services Group, in conjunction with the Mount Pleasant Community Centre Association and the Park Board, commissioned a report to determine the need for community facilities. The report identified the need for a multi-purpose centre incorporating a library facility and child development centre, as well as a residential component and other uses. The initial report and on-going consultation was funded by the City of Vancouver. A range of local and Commonwealth government departments will provide funds for the establishment of the facility. The facility is expected to open in the Canadian autumn of 2007; its ongoing operations will be the responsibility of local government.

The 4,600m2 facility incorporates a community centre with the latest communications technology and a range of leisure activities for all ages (2,900 m2), a library (1,100 m2) and a child development centre catering for 49 infants between the ages of 0 and 5 (630 m2). In addition, there are approximately 98 apartments/units available for rent, which will help subsidise the provision of the community facilities.

Case study 6: Junction Youth and Community Centre, Noosa, Queensland

Noosa Shire Council has developed a co-located community facility in partnership with the community and University of the Sunshine Coast. The facility contains a 320-seat auditorium, a lounge and recreational area, meeting and workshop rooms, a café, a community radio station, and a campus of the University of the Sunshine Coast. The facility opened in October 2006.

Capital funds were obtained through State and Commonwealth grants and some local council funds. The council is responsible for ongoing costs. An advisory committee of 10 community members has been formed to ensure the facility remains receptive to community needs.


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Collaboration and integrated service delivery Case study 7: Early Years Centres

The Department of Communities, Queensland Health, and the Department of Education, Training and The Arts are working together to establish four Early Years Centres for families with children from pre-birth up to eight years of age.

The Queensland Government allocated $3 million in 2006–07 to commence the development of the Early Years Centres. This investment will increase to $8 million per year from 2007–08.

The first two centres will be established in Caboolture and Nerang in 2007. Negotiations are underway regarding co-location with existing facilities in these areas.

The remaining two centres, in Cairns and Browns Plains, are likely to be purpose-built. Opportunities will be sought for co-location with other early childhood facilities, such as community health precincts and schools.

Early Years Centres will be part of an integrated prevention and early intervention service system. The centres will provide high-quality early childhood education and care, health and family support services, and targeted services for some families.

The centres will introduce some new or additional services and, importantly, focus on bringing together existing services and ensuring improved referral and information pathways to allow for a ‘one-stop-shop’ approach.

Specialist, multidisciplinary early-years teams will work out of each centre to deliver a broad range of services. The teams will be responsible for working with children and families, staff in early childhood centres, and outreach services. They will also conduct health screenings, developmental assessments and facilitate referrals to specialist services.

Case study 8: POEM (Partnership Outreach Education Model) Project

The POEM Project operates at several sites in five states. The project provides young people who are disconnected from mainstream schooling with another chance at learning through accredited, flexible training and education facilities. The project explores ways of supporting vulnerable young people in community settings and ensuring that their preferred learning styles are identified and their cultural, social and physical needs are met. Initially, the service was intended to run only from 2002 to 2003, however an additional $34.9 million of project funding was announced in the 2006–07, which will cover the costs of the service until June 2010.

The Commonwealth Department of Education, Science and Training (DEST) initiated and co-ordinated the POEM Project; other agencies, such as Education Queensland, the TAFE sector, Department of Communities and Families, and youth workers are involved in the running of the service. Teachers and youth support workers work together to ensure all needs are met.

DEST provided $4 million over the 2002–03 period to support 21 POEM initiatives, enabling an additional 40 per cent to be leveraged in financial and in-kind contributions from community partners. The combination of educational services and youth support has been integral to the success of the service, while engagement strategies have led to participants gaining a degree of ‘ownership’ of the project.


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Appendix 4: Funding Sources

LOCAL GOVERNMENT OPTIONS

Infrastructure Charges Infrastructure Charges Schedules (ICSs) can be developed and implemented by local councils throughout Queensland. Importantly, ICSs are limited to ‘development infrastructure’ and can apply to15:

‘(a) Land, capital works or land and capital works for any of the following infrastructure: (i) Urban water cycle management infrastructure (including

infrastructure for water supply, sewerage, collecting water, treating water, stream managing, disposing of waters and flood mitigation); or

(ii) Transport infrastructure (including roads, vehicle lay-bys, traffic control devices, dedicated public transport corridors, public parking facilities predominantly serving a local area, cycle ways, pathways, ferry terminals and the local function, but not any other function, of State-controlled roads); or

(iii) Public parks infrastructure supplied by a Local Government (including playground equipment, playing fields, courts and picnic facilities); or

(b) Land, and works that ensure the land is suitable for development for local community facilities, including, for example— (i) community halls or centres (ii) public recreation centres (iii) public libraries.’

(1) The infrastructure charge—

(a) Must be for trunk infrastructure (b) Must not be more than the proportion of the establishment cost of the

infrastructure that can be apportioned to the premises for which the charge is stated

(c) If it is levied for an existing lawful use—must be based on the current share of usage of the infrastructure at the time the charge is levied.

(2) Section (1) (c) does not apply if the Local Government and the owner of the

land to which the charge relates otherwise agree in writing. (3) However, an infrastructure charge must not be levied for a work or use of

land authorised under the Minerals Resources Act 1989.

Infrastructure Agreements Section 5.1.12 of the Integrated Planning Act provides for the making of ‘infrastructure agreements’ between private and public sector entities. These agreements can make provision for the funding or provision of either development infrastructure or any other infrastructure item—whether or not the item is identified in an infrastructure charges plan.

General Rates Councils collect rates from all properties in their Local Government Area (LGA). These are known as general rates or consolidated revenue. They are expended on works and services that are beneficial to the community. No special nexus between

15 Integrated Planning Act 1997, Section 5


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the collection of the charge and its expenditure is required.

Special Rates or Charges The Local Government Act 1993 allows for the levying of special rates (in the dollar) or charges (as a flat rate). These are in addition to the general rate and can be used to fund particular infrastructure works. They are, in effect, a user charge that can apply as a one-off, up-front payment, or as a series of payments over a number of years. The Act requires the development of an ‘overall’ works plan which the special rates or charges will fund.

The Act also provides for the levying of separate rates and charges. These are distinguishable from special rates or charges in that they apply to all rateable properties in an LGA.

No ‘special’ benefit has to be identified, however the associated policy must indicate the categories of costs expected to be covered and the basis on which the rate or charge is decided.

STATE AND COMMONWEALTH GOVERNMENT FUNDING AND GRANTS

State and Commonwealth Tax Transfers The State and Commonwealth governments are responsible for the provision of infrastructure such as schools, hospitals, police stations and emergency services facilities. These are funded through general taxation transfers.

Grants The State and Commonwealth governments also offer grants and subsidies for infrastructure and programs that assist in meeting higher-order needs. A sample of the grants made in 2006 is provided below.

Department of Communities (State) The Department of Communities has developed a ‘one-stop’ guide to all community service outcomes and activities funded by the department. Specific funding information can be accessed at: www.communities.qld.gov.au/department/funding/.

Department of Families, Community Services and Indigenous Affairs (Commonwealth) Local Answers This grant scheme helps fund local, small-scale projects that assist disadvantaged communities to build skills and capacity in order to identify opportunities and take action for the benefit of their members.

The projects and aims of the scheme include:

• building effective parenting and relationship skills • building opportunities and skills for economic self-reliance in families and

communities • strengthening support for families and communities.

Achieving these aims will require the delivery of better services and the addressing of unmet needs through the building of partnerships between local services; and assisting members of the community to get involved in community life through local volunteering.


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Aboriginal and Torres Straight Islander Commission Community Housing and Infrastructure Program Funding for this program is granted in an effort to improve the living environment of Indigenous Australians by providing people in need with housing and associated infrastructure. This is achieved through:

• provision of housing and associated services such as capital construction • purchase and upgrade of adequate and appropriate rental housing • supplementary recurrent funding for the general administration costs of

Indigenous housing organisations • recurrent funding for repairs and maintenance of existing housing stock • essential infrastructure and funding for the National Aboriginal Health Strategy.

Department of Transport and Regional Services (Commonwealth) Regional Partnerships Regional Partnerships is a funding program that aims to foster the development of self-reliant communities and regions. This approach is consistent with the Federal Government’s framework for developing Australia’s regions: Stronger Regions, A Stronger Australia. There are four core areas the funding program focuses on, namely: • strengthening opportunities for economic and social participation in the

community • improving access to services by investing in projects • cost-effective and sustainable provision • supporting communities to access and services.

This funding program gives priority to regional communities with populations of less than 5,000 people, and projects that assist specifically identified communities and regions to adjust to major economic, social or environmental change.

Rural Medical Infrastructure Program Funding for this program is distributed over a three-year period to enable small rural towns with 10,000 residents or less to help establish ‘walk-in, walk-out’ community medical facilities, making it easier to recruit or retain general practitioners. Some local councils have established community medical clinics that doctors can use for a reasonable charge, but many small councils simply do not have the resources to do this. The program can contribute up to $200,000 towards the cost incurred by councils that purchase and fit out the facilities, which provide continuity of service regardless of doctor turnover.

Foundation for Regional and Rural Renewal The FRRR, which has an independent board, is a charitable foundation that receives a majority of its funding from the Commonwealth government. Its aim is to help provide a viable social and economic future for Australia’s rural and regional communities. The foundation funds projects that have the potential to achieve significant results for people within rural and regional Australia.

Department of Communication, Information and the Arts (Commonwealth) Broadband Demand Aggregation Program (National Broadband Strategy) This funding program is designed to increase the availability of broadband access within Australian communities. It also aims to coordinate demand to encourage investment in broadband infrastructure across all levels of government. The program is part of the National Broadband Strategy, which seeks to provide affordable and extensive broadband services to regional centres as well as


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metropolitan ‘black spots’. The strategy also aims to establish demand aggregate brokers, who will work with registered companies to generate a business case for investment in community broadband services.

Australia Council for the Arts (Commonwealth) Community Cultural Development Fund This fund enables communities to advance their artistic and social aspirations by working closely with professional artists. Through these ongoing collaborations, communities are:

• assisted to maintain or reclaim their culture • able to address issues of concern to them • able to create contemporary artistic works which reflect the richness and diversity

of Australian communities and their cultural life.

Department of Education, Training and the Arts (State) Cultural Infrastructure Program Funding for this program, which includes funding for ongoing operations and cultural facilities projects, is intended to promote the development of a vibrant arts and cultural sector by supporting professional arts and cultural organisations.

It aims to achieve greater community access to arts and culture, effective organisational and physical infrastructure for arts and culture, and sustainable and distinctive arts and cultural festivals.

Arts and Museums Development Program This program helps individuals and organisations meet the costs of one-off projects and provides single-year operational funding for eligible organisations. Priority is given to proposals that include community consultation and with outcomes that benefit the community.

Gritty Places Partnership Program Gritty Places is a capital partnership that helps local governments foster creative industry development through the recycling of redundant or under-utilised buildings in their communities. The program—a partnership between the State Government (through Arts Queensland), local councils and arts organisations—contributes towards the costs of adapting disused council buildings for arts use.

Department of Veteran Affairs (Commonwealth) Veteran and Community Grants This grants program aims to maintain and improve the independence and quality of life of members of the veteran community. This is achieved through the provision of financial assistance for activities, services and projects that sustain and/or enhance wellbeing.

Department of Local Government Planning, Sport and Recreation (State) Regional Collaboration and Capacity Building Program This is a funding program in which neighbouring councils work together to explore the feasibility of providing joint facilities or services.

Regional Centres Program This funding program is for projects that generate genuine regional benefits. It applies to infrastructure and community facilities projects, including the revitalisation of central business areas, tourism infrastructure, foreshore development (excluding beach replenishment), social and community centres, and streetscaping. There is a particular emphasis on projects that create long-term employment opportunities or


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contribute to regional growth.

Celebrating 150 years of Queensland Statehood Funding for projects that create a legacy for Queensland’s 150th anniversary of statehood.

Security Improvement Program Funding for local governments to reduce or prevent crime by investing in enhanced security infrastructure and equipment in public places.

Showgrounds Grant The Showgrounds Grant replaces the Showgrounds Capital Works Subsidy Scheme.

Local Recreation and Sport Program (previously the Local Government Development Program) Funding for local governments to undertake recreation planning, provide opportunities and develop places to increase participation in sport and active recreation. Projects can entail infrastructure planning for sports and recreation facilities, education and training, and active participation in sports and recreation.

Indigenous Community Development Program This program has been developed to help fund Aboriginal shire councils, Torres Strait Islander councils and Aboriginal and Torres Strait Islander organisations to create better opportunities for Indigenous people to participate in sport and recreation in their communities.

Rural Living Infrastructure Program This program provides financial assistance to local governments to enhance the quality of life of people living in rural Queensland. Grants are given to projects involving the provision or improvement of community recreational, sporting or physical infrastructure, the provision of greater incentives for people to continue to live in rural towns, and projects that increase the tourism potential of rural towns through an improvement in the physical environment.

Major Facilities Program Funding to develop and enhance sport and recreation infrastructure to meet community participation needs; support local, regional and state levels of competition; and enable Queensland to attract and host key events.

The Community Sport and Recreation Facilities Program Funding for Queensland organisations to develop recreation and sports facilities across the state. The program provides financial assistance to eligible organisations to construct, extend, upgrade or develop recreation and sports facilities for community use. Examples of eligible projects include facilities that provide for sport up to regional level of competition, community recreation and/or other physical activities.

Minor Sport and Recreation Facilities Program This program aims to increase the quality and quantity of recreation and sports facilities throughout Queensland. The program provides financial assistance to eligible recreation and sports organisations, local governments and Indigenous community councils to assist in the construction or upgrading of facilities. Projects eligible for funding include the construction of new facilities for sport at the local and regional level, construction of support facilities for outdoor recreation, and the upgrading or expansion of existing facilities to provide higher-quality or additional sports or recreation participation opportunities.


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Queensland Treasury Gambling Community Benefit Fund

Queensland Treasury allocates one-off grants of up to $30,000 to Queensland-based, non-profit community organisations. These grants help provide services or fund activities that benefit the community. Grants are allocated in March, June, September and December.


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Appendix 5: Notes for Implementation Section

Local Growth Management Strategy Requirements As noted in Section 8, a Local Growth Management Strategy (LGMS) essentially provides local governments with strategic guidance for achieving the objectives of the SEQ Regional Plan. Although issues associated with the planning and coordination of social infrastructure can be highlighted in an LGMS, this infrastructure is primarily dealt with through other channels (e.g. Priority Infrastructure Plans and Infrastructure Agreements). The exception to this is State-level infrastructure, which will need to be considered at the LGMS stage.

The minimum planning horizon for an LGMS is to 2026. Core matters to be addressed include land use and development, infrastructure and valuable features. The areas that are required to be addressed in an LGMS include:

• housing needs, diversity and affordability required for future communities • how dwelling targets and particularly infill targets will be achieved, along with

associated jobs and infrastructure • expression of economic development strategies identified in the SEQ

Regional Plan and elsewhere • priorities for investigating and planning for higher densities, including

identifying transit oriented communities • potential new infrastructure and upgrades, and areas of potential State

Government interest • land and infrastructure availability in regional activity centres • measures to prevent inappropriate out-of-centre development • available greenfield and redevelopment areas that require structure planning

or master planning • planning scheme amendments required to implement the LGMS • preferred sequencing and timing of development and infrastructure.

Summarised from SEQ Regional Plan Implementation Guideline No. 2: Local Growth Management Strategies

Development Infrastructure Defined (Integrated Planning Act 1997)

Development Infrastructure ‘(a) land or works, or both land and works for:

(i) urban water cycle management infrastructure (including infrastructure for water supply, sewerage, collecting water, treating water, stream managing, disposing of waters and flood mitigation); or,

(ii) transport infrastructure (including roads, vehicle lay-bys, traffic control devices, dedicated public transport corridors, public parking facilities predominantly serving a local area, cycle ways, pathways and ferry terminals and the local function of State-controlled roads);

(iii) public parks infrastructure supplied by a Local Government (including playground equipment, playing fields, courts and picnic facilities) or,

(b) land and works that ensure the land is suitable for development, for local community facilities, including, for example:

(i) community halls or centres; or (ii) public recreation centres; or (iii) public libraries.’

Definition, Schedule 10, IPA 1997


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Impact Mitigation Payments If a local government authority has a priority infrastructure plan in place, and development occurs outside the stated expectations (requiring infrastructure to be supplied either at a time earlier than expected, or delaying infrastructure receipts due to less-than-expected densities), local and State agencies can gain additional funds to support the supply and efficiency of infrastructure. These are known as impact mitigation payments and are supported by the Integrated Planning Act (refer below).

Local Governments may impose additional costs to recover trunk infrastructure costs in Priority Infrastructure Areas: (1) ‘The costs that may be required by a Local Government under s5.1.25 for

development completely in the priority infrastructure area, may only include: (a) For trunk infrastructure to be supplied earlier than anticipated in the

priority infrastructure plan (PIP)—the difference between the establishment cost of the infrastructure made necessary by the development and the amount of any charge paid for the infrastructure;

(b) For trunk infrastructure associated with a different type, scale or intensity of development from that anticipated in the PIP— i) for a different type, a greater scale or a greater intensity of

development—the establishment cost of any additional trunk infrastructure made necessary by the development; or,

ii) for a lesser scale or lesser intensity of the development— the difference between the establishment of the infrastructure identified in the plan and the establishment cost of the infrastructure necessary for the development.

(2) The applicant is entitled to a refund from the infrastructure provider, on terms agreed with the infrastructure provider, for the proportion of the establishment cost of the infrastructure— (a) that reasonably can be apportioned to the other users of the

infrastructure mentioned in (1) (a) or (1) (b) (i); and, (b) collected, or to be collected, under an Infrastructure Charges Schedule.

s5.1.26, IPA 1997 Local Governments may impose additional costs to recover trunk infrastructure costs outside Priority Infrastructure Areas: (1) The costs that may be required under Section 5.1.25, for development

completely or partly outside the priority infrastructure area, may only include, for each network— (a) the establishment cost of any trunk infrastructure made necessary by the

development; and (b) either or both of the following establishments costs of any temporary

infrastructure— i) costs required to ensure the safe or efficient operation of the

infrastructure mentioned in paragraph (a); or ii) costs made necessary by the development; and

(c) the decommissioning, removal and rehabilitation costs of any temporary infrastructure mentioned in paragraph (b); and

(d) the maintenance and operating costs of the infrastructure mentioned in paragraphs (a) and (b), for up to 5 years.


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(2) Subsection (3) applies if the planning scheme indicates the premises is part of an area intended for future development for— (a) residential purposes; or (b) retail or commercial purposes; or (c) industrial purposes.

(3) For subsection (1)(a), trunk infrastructure made necessary by the development includes the trunk infrastructure necessary to service the balance of the area mentioned in subsection (2).

s5.1.27, IPA, 1997 State Infrastructure Provider Additional Costs in Priority Infrastructure Areas: (1) The costs that may be required by a State infrastructure provider under

Section 5.1.30, for development completely in the priority infrastructure area, may only include— (a) for infrastructure to be supplied earlier than the time anticipated in the

priority infrastructure plan, the difference between— i) the present value of the establishment cost of the infrastructure; and ii) the present value of the establishment cost of the infrastructure, if

the approval had not been given; or (b) for infrastructure associated with a different type, scale or intensity of

development from that anticipated in the priority infrastructure plan—the establishment cost of any additional infrastructure made necessary by the development.

(2) The applicant is entitled to a refund from the State infrastructure provider, on terms agreed with the State infrastructure provider and the local government, for the proportion of the establishment costs of the infrastructure—

(a) that reasonably can be apportioned to the other users’ premises mentioned in subsection (1)(b); and

(b) collected, or to be collected, under an infrastructure charges schedule. s5.1.31, IPA, 1997 State Infrastructure Provider Additional Costs outside Priority Infrastructure Areas: (1) The costs that may be required under Section 5.1.30, for development

completely or partly outside the priority infrastructure area, may only include— (a) the establishment cost of any infrastructure made necessary by the

development; and (b) the maintenance and operating costs of the infrastructure mentioned in

paragraph (a) for up to 5 years; and (c) the establishment, maintenance and operating costs of any temporary

infrastructure required to ensure the safe or efficient operation of the infrastructure mentioned in paragraph (a) for up to 5 years.

(2) Subsection (3) applies if the planning scheme indicates the premises is part of an area intended for future development for— (a) residential purposes; or (b) retail or commercial purposes; or (c) industrial purposes.


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(3) For subsection (1)(a), infrastructure made necessary by the development includes the infrastructure necessary to service the balance of the area mentioned in subsection (2)’.

s5.1.32, IPA, 1997

Negotiated Infrastructure Agreements Nothing included in the Intregrated Planning Act overrides the local government authority’s opportunity to secure infrastructure agreements with other willing parties. These are written agreements between the local council and developer/land owner that satisfy both parties. The legislation regarding these agreements is provided below (refer to all clauses, although clauses (3), (4) and (6) specifically deal with social infrastructure).

Infrastructure Agreements S5.1.12 Agreements about, and alternatives to, paying infrastructure charges

(1) ‘Despite Sections 5.1.8 and 5.1.9, a person to whom an infrastructure charges notice has been given and the infrastructure provider may enter into a written agreement about one or more of the following— (a) whether the charge may be paid at a different time from the time stated

in the notice, and whether it may be paid by instalments; (b) whether the infrastructure may be supplied instead of paying all or part

of the charge; (c) whether infrastructure that delivers the same standard of service as that

identified in the priority infrastructure plan may be supplied instead of the infrastructure identified in the infrastructure charges schedule;

(d) if Section 5.1.8(2)(a) applies for the charge and the infrastructure is land owned by the applicant—whether land in fee simple may be given instead of paying the charge or part of the charge.

(2) For development infrastructure that is land, the Local Government may give the applicant a notice, in addition to, or instead of, the notice given under Section 5.1.8, requiring the person to— (a) give to the Local Government, in fee simple, part of the land the subject

of the development application; or, (b) give to the Local Government, in fee simple, part of the land the subject

of the development application and an infrastructure charge. (3) If the applicant is required to give land under Section (2)(a), or a combination

of land and a charge under Section (2)(b), the total value of the contribution must not be more than the amount of charge mentioned in Section 5.1.8(1).

(4) The applicant must comply with the notice as soon as practicable. (5) If Section (1) (d) or (2) applies the land is to be given to the Local Government

for public parks infrastructure or local community facilities, the land must be given on trust.’

s5.1.12, IPA 1997


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Designating Community Infrastructure Definition of ‘community infrastructure’ under the Integrated Planning Act:

Definition of Community Infrastructure (1) The following are community infrastructure:

(a) aeronautical facilities; (b) cemeteries and crematoriums; (c) communication network facilities; (d) community and cultural facilities, including childcare facilities, community

centres, meeting halls, galleries and libraries; (e) correctional facilities; (f) educational facilities; (g) emergency services facilities; (h) hospitals and associated institutions; (i) jetties, wharves, port facilities and navigational facilities; (j) oil and gas pipelines; (k) operating works under the Electricity Act 1994; (l) parks and recreational facilities; (m) railway lines, stations and associated facilities; (n) State-controlled roads; (o) transport infrastructure mentioned in Section 5.1.1; (p) water cycle management infrastructure; (q) waste management facilities; (r) storage and works depots and the like, including administrative facilities

associated with the provision or maintenance of the community infrastructure mentioned in paragraphs (a) to (q);

(s) any other facilities not mentioned in paragraphs (a) to (r) and intended primarily to accommodate government functions.

Schedule 5: Community Infrastructure, IPA 1997

Suggested Protocol for Designating Community Facilities The protocol reads as follows:

(1) This is an agreement between the [State Agency], Local Government Association of Queensland (LGAQ)16 and Department of Local Government, Planning, Sport and Recreation (DLGPSR).

(2) Whereas all parties to this agreement are committed to a process for designating [insert facility type] that: (2.1) Improves the integration and co-ordination of [insert facility type] in a

local area; (2.2) Provides a mechanism for greater information exchange when

allocating land for new [insert facility type].

(3) [State Agency] commits to seek advice from DLGPSR on a case-by-case basis to determine whether the process of designation is required and appropriate.

(4) [State Agency] supports the notion of holding informal discussions with the appropriate Council/s prior to commencing the formal designation process. At

16 In this protocol the LGAQ is a signatory of the Council’s listed in Schedule A.


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the pre-designation discussion: (4.1) [State Agency] will provide all relevant and readily available

information regarding the educational use to be hosted upon the site. (4.2) The appropriate Council/s will provide an indication, or notice of when

they will provide an indication, of whether they believe the educational use to be hosted upon the site will give rise to any major environmental effect/s.

(4.3) If the appropriate Council/s decides to give notice of when they will provide an indication of major environmental effects, they commit to indicate what they believe to be the likely environment effects due to the community infrastructure, no later than 10 working days after the pre-designation discussion.

(5) If it is deemed by the local authority/ies that development of the educational use will not cause any major environmental effects, the designation process as set in Schedule 6 of the Integrated Planning Act (IPA) will be commenced.

(6) If the local authority/ies deems that development of the educational use will cause major environmental effects and both [State Agency] and the relevant local authority/ies are agreeable on these issues, both parties will commence discussions on appropriate mitigation measures.

(7) If the parties cannot agree on appropriate mitigation measures, or if [State Agency] is not agreeable to the relevant local authority’s assessment of major environmental effects, [State Agency] will either: (7.1) Complete the studies they consider necessary to determine what, if

any, mitigation measures would be appropriate; or (7.2) Commence the designation process, clearly documenting all concerns

raised. (8) If the action stated in (7.1) was pursued, at the conclusion of the study/ies,

[State Agency] will either: (8.1) Hold discussions with the relevant local authority/ies to determine

appropriate mitigation measures. Upon conclusion of the discussions, the designation process as set in Schedule 6 of the IPA would commence; or

(8.2) Commence the designation process as set in Schedule 6 of the IPA. Concerns from all parties will be clearly documented and these, along with all supporting information, will be submitted to the relevant Minister for due consideration.

(9) [State Agency], LGAQ and DLGPSR commit to reviewing the appropriateness of the designated land at the time of the relevant planning scheme reviews.


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Appendix 6: State and Local Government Participation in Developing the Guidelines

Project steering committee Office of Urban Management Queensland Health Department of Communities Department of Emergency Services Queensland Police Queensland Treasury Department Education, Training and the Arts Planning Information Forecasting Unit, Department of Local Government, Planning, Sport and Recreation Department of Child Safety Queensland Council of Social Services Local Government Association of Queensland.

Stakeholder participation The following agencies, local governments and organisations were consulted during the development of these Guidelines. Department of Communities Department of Education, Training and the Arts Department of Housing Department of the Premier and Cabinet Disability Services Queensland Department of Emergency Services Department of Justice and Attorney-General Planning Information Forecasting Unit, Department of Local Government, Planning, Sport and Recreation Queensland Health Queensland Corrective Services Queensland Treasury WESROC Gold Coast City Council Brisbane City Council Logan City Council Maroochy City Council Ipswich City Council Caboolture City Council Caloundra City Council Uniting Church Australia (Queensland Synod) University of Queensland Spiritus.

Documents

Implementation Guideline No. 5—Social Infrastructure Planning