Ipswich City Council Corporate Plan · · 2014-04-28The 2012-2017 Corporate Plan identifies strategic priorities for building Ipswich into the ... Governance CTEORPORA PLAN

Ipswich City Council

Corporate Plan2012 - 2017

www.ipswich.qld.gov.au

Table of Contents

Message from the Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Message from the Chief Executive Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Ipswich City Council’s Strategic Planning Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

The Purpose of the Ipswich City Council Corporate Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Our Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Mayor and Councillors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Organisational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Ipswich City Council’s Corporate Vision and Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Reporting on the Implementation of the Corporate Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Implementation of the I2031 Goals, Actions and Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Strong Diverse Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Natural Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Integrated Transport and Movement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Infrastructure Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Growth Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Community Spirit and Wellbeing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Strong Ethical Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

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Message from the Mayor

Ipswich continues to grow and prosper with significant public and private investment keeping our economy strong . It is on this foundation the new Corporate Plan has been developed . It will guide the

city’s future growth based on sustainability and help us create the kind of Ipswich we want it to be .

Our city is located at the centre of a rapidly developing South East Queensland . As a community it is important to look to the future and guide the overall vision of Ipswich as a safe, friendly and liveable city . Ipswich has already become one of the fastest growing regions in Australia with the population expected to double within the next 20 years .

The 2012-2017 Corporate Plan is an important document integral to managing the business of Ipswich City Council . Through it we can deliver growth and give residents and businesses confidence to invest here. It will also help build pride and ensure jobs continue to be created while at the same time protecting the city’s heritage and environment .

The previous Corporate Plan was guided by the overall vision that by the year 2012 Ipswich would be recognised universally as a great place to live. The 2012-2017 Corporate Plan identifies strategic priorities for building Ipswich into the city we desire .

A once-in-a-generation transformation is currently underway in the CBD, while the Ipswich Motorway upgrades and construction of a rail line to Springfield are part of a broader vision to manage population growth supported by the Queensland and Australian Governments .

Council has embraced the challenges of a growing city head on and at the time of publication, Ipswich’s unemployment figure has been consistently below the state and national averages and shows what investing in a community can achieve .

We will continue focusing on providing key infrastructure and the Office of Economic Development is working to secure new businesses and industries to create jobs for the future . Already Ipswich has gained a reputation as a forward-moving, forward-thinking city and our standing has attracted investment opportunities both nationally and internationally .

In only a few short years Ipswich has welcomed new master planned communities, thousands of new families, businesses, new schools and two universities .

Council is committed to fostering a city of opportunity for current and future generations . The Corporate Plan has envisioned an exciting future for Ipswich and as I embark on my third term as Mayor, it is important to recognise the support of all Councillors and their shared vision for the future prosperity of Ipswich and its people .

Mayor Paul PisasaleCity of Ipswich

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Message from the Chief Executive Officer

Residential and industrial development continues to grow at a rapid pace as the City of Ipswich becomes one of the fastest developing regions in South East Queensland . We have already begun to encounter

an age of change and with an estimated 200,000 people expected to move to the region over the next 20 years . Ipswich City Council is tasked with ensuring the city is prepared for the growth and demand future generations will place on infrastructure, planning and the environment .

Through the 2012-2017 Corporate Plan, Council is continuing to build on the progress of the previous plan . Council is focused on meeting the challenges of a growing city . In the last 12 months we have celebrated the opening of the Ipswich Motorway, an easily accessible gateway between Brisbane and Ipswich, as well as a number of new businesses and developments .

This is the second Corporate Plan Council has produced as a key tool in planning for the future. The 2012-2017 Corporate Plan identifies the direction our city is heading in and outlines vital strategic priorities for maintaining efficient customer service for our residents, businesses and visitors .

Other strategic priorities focus on improving Council’s effectiveness across key organisational dimensions, with the recent infrastructure restructures an example of smart planning . The organisational restructure 12 months ago aligned capital works and any relating civil infrastructure into a single department of Infrastructure Services, which has proved to be very successful . This structural streamlining has enabled Council to better deliver on outcomes from the previous Corporate Plan and provide more efficient delivery of services to the community .

The future of Ipswich is looking prosperous, with further growth and increased opportunities well on their way . Many challenges lay ahead of us as we continue building towards a strong, economic and sustainable region, and I look forward to working with all Council departments and the community to ensure we deliver the best possible outcomes for Ipswich .

Carl WulffChief Executive Officer

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Ipswich City Council’s Strategic Planning Framework

Queensland Local Governments must abide by the requirements of the Local Government Act 2009 (the Act) and its supporting Regulations . To ensure local governments are accountable, effective, efficient and sustainable the Act is underpinned by the following principles:

• transparent and effective processes and decision-making in the public interest

• sustainable development and management of assets and infrastructure and delivery of effective services

• democratic representation, social inclusion and meaningful community engagement

• good governance of, and by, local government

• ethical and legal behaviour of Councillors and local government employees

The Act provides a list of financial management, planning and accountability documents that each Council must adopt eg . a Long Term Community Plan, a Corporate Plan, an Annual Report, Budget and Operational Plan, a General Purpose Financial Statement, a Long Term Financial Forecast, an Asset Register, a Revenue Statement, a Financial Plan and a Long Term Asset Management Plan . These documents form Council’s Strategic Planning Framework .

INPUTSCommunity and

CustomersState and Federal

GovernmentsRegional Planning

COUNCIL

2011-2031 LONG TERM COMMUNITY PLAN

Strong Diversified Economy

Infrastructure and Services

Natural Environment

Integrated Transport and

Movement

Community Spirit and Wellbeing

Growth Management

Strong Ethical Governance

CORPORATE PLAN

OPERATIONAL PLAN ANd BUdGETS

PLANNING ANd PERFORMANCE REvIEWS

• Corporate Objectives• Strategies

• Corporate Outcomes• Long-term Financial

Modelling

• Budgets• Actions• Benefits Management

• Performance Measures and Targets

• Performance Monitoring and Review

Diagram 1 - Strategic Planning Framework

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The Long Term Community Plan1 is Council’s overarching strategic planning document and is entitled the Ipswich Community Plan I2031 (I2031) . The Corporate Plan and Operational Plan are developed based on the community’s I2031 Vision which is classified into seven Theme Areas (refer Table 1).

Table 1

I2031 Theme The Ipswich Community’s I2031 vision

STRONG dIvERSE ECONOMYWe want to make sure that Ipswich supports a dynamic and resilient urban and rural economy where education, learning and innovation create a diversified economic base

NATURAL ENvIRONMENTThe City’s natural systems will provide clean air and water and support biological diversity whilst serving human needs . Liveability will be enhanced through integration of the built and natural environment

INTEGRATEd TRANSPORT ANd MOvEMENT

The future transport vision for Ipswich is a City well-serviced by an integrated public transport, active transport and roads system that effectively manages congestion, conserves community character and enhances liveability

INFRASTRUCTURE ANd SERvICES

The complex needs for infrastructure, facilities and services in the Ipswich community are met through a diverse range of government and non-government agencies

GROWTh MANAGEMENTThe ever-increasing number of new residents coming to reside in Ipswich are to be accommodated within a network of distinct communities . Each community is to have their own sense of character and role to play within the broader city context

COMMUNITY SPIRIT ANd WELL BEING

Ipswich residents express their community pride through their enthusiasm for celebrating culture and actively contributing to the advancement of their City

STRONG EThICAL GOvERNANCE

Ethical governance and inclusive community engagement are essential components of Council planning and decision making

Also influencing Council’s Strategic Planning Framework is the Ipswich community’s changing needs for services and facilities, State and Federal Government funding programs, legislative changes, and other external economic and environmental factors, etc .

1 Access ICC’s LTCP at www .ipswich .qld .gov .au/about_council/corporate_publications/long_term_community_plan/

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The Purpose of the Ipswich City Council Corporate Plan

The I2031 adopted by Council in September 2011, must be read in conjunction with this Corporate Plan . The I2031 outlines Council’s Goals, Strategies and Actions for implementing the I2031’s Vision2 for Ipswich .

Informed by the I2031 the Corporate Plan describes how the implementation of the I2031’s Goals, Strategies and Actions will be

progressed for the five year period of the Corporate Plan . The Corporate Plan contains performance indicators adopted by Council to specifically evaluate the implementation of the I2031 Actions . These performance indicators allow Council, staff and the Ipswich community to examine and evaluate Council’s success in progressing and implementing each Action to achieve the I2031’s Vision .

Our Council

Mayor and Councillors

Ipswich City Council has a Mayor and 10 Divisional Councillors . Council elections are held every four years . The Mayor is elected by all enrolled Ipswich residents and each Councillor is elected by the enrolled residents within their respective Division .

The Mayor and Councillors form the connection between the individual members of the Ipswich community and Council officers. Councillors represent the current and future interests of the Ipswich community in deciding suitable facilities, services and activities for the City . The responsibilities of the Mayor and Councillors are set out in section 12 of the Act . In particular their responsibilities include ensuring the local government achieves its I2031 and Corporate Plan objectives .

To assist in the policy and decision-making process, Council has established 11 standing Committees that meet on a regular basis to consider officers’ reports and to make recommendations to Council . The standing committees are:

• Parks, Sport and Recreation

• Environment and Conservation

• City Infrastructure

• Arts, Community and Cultural Services

• Youth and Seniors

• Health and Community Safety

• Planning and Development

• Economic Development and Sustainability

• Tourism and Libraries

• Community and Customer Service

• City Management and Finance

• Specific Purposes

2 Refer page 11 of this document

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Organisational Structure

The roles and responsibilities of the Chief Executive Officer and staff are prescribed in section 13 of the Act. The responsibilities of the Chief Executive Officer include:

• managing the local government in a way that promotes -o the effective, efficient and economical management of public resourceso excellence in service deliveryo continual improvement

• managing the other local government employees

• establishing and implementing goals and practices in accordance with the policies and priorities of the local government

• establishing and implementing practices about access and equity to ensure that members of the community have access to -

o local government programso appropriate avenues for reviewing local government decisions

Ipswich City Council (ICC) consists of six unique departments (refer Diagram 2) which provide a diverse range of services and facilities to the Ipswich community . For a full list of services and facilities provided by each department please refer to ICC’s Operational Plan3 .

COMMUNITY ANd CUSTOMERS

COUNCIL, MAYOR ANd COUNCILLORS

ChIEF ExECUTIvE OFFICER

Office of the Mayor

Internal Audit

Office of Economic development

Infrastructure Services

Chief Operating Officer (Infrastructure Services)

Planning and development

City Planner

Finance and Corporate ServicesChief Financial Officer

Community and Cultural Services

Chief Operating Officer(Community and Cultural Services)

health, Security and Regulatory ServicesChief Operating Officer

(Health, Security and Regulatory Services)

Works, Parks and Recreation

Chief Operating Officer(Works, Parks and

Recreation)

Program and Project Management Branch

Business Support Branch

Infrastructure Delivery Branch

Strategic Delivery Branch

Development Planning Branch

Strategic Planning Branch

Engineering and Environment Branch

Building and Plumbing Branch


Finance Branch

Procurement Branch

Governance Branch

Human Resources Branch

Enterprise Business Solutions Branch

Legal Services Branch

Strategic Client Branch

Relationships Management/ Development Projects

Library Branch

Marketing Branch

Community Development Branch

Media Branch

Events Branch


Tourism Branch

Art Gallery

Ipswich Civic Centre

Business Innovation and Support Branch

Community Compliance and Investigation Branch

Policy, Planning and Partnerships Branch

Security Management Branch

Environmental Health Operations Branch

Animal Management Operations Branch

Fleet Branch

Waste Branch

Infrastructure Planning and Partnerships Branch

City Maintenance Branch

Strategic Asset Management Branch

Business Improvement and Support Branch

3 Access ICC’s Operational Plan at www .ipswich .qld .gov .au/about_council/corporate_publications/operational_plan/

Diagram 2 - Organisational Structure

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Section 30 of the Local Government (Beneficial Enterprises and Business Activities Regulation) 2010 requires information regarding the objectives and extent of the business conducted by any local government commercial business unit be included the Corporate Plan .

Ipswich City Council established Ipswich Waste Services as a commercial business unit in 1998 . The business unit is part of the Works, Parks and Recreation Department and is responsible for delivering a high level of waste management services to its customers in a cost effective, efficient, timely and responsive manner applying commercial principles of service delivery (refer Table 2) .

Collection of Waste disposal of Waste Commercial Waste Services

• Weekly Domestic Waste Service from Wheeled Carts and Domestic Bulk Bins

• Fortnightly Domestic Recycling Service from Wheeled Carts

• Street Litterbin Service

• Removal of dead animals from notified premises

• Commercial Services from Wheeled Carts from notified premises

• Operation of Council’s two public waste disposal facilities

• Ancillary Services eg . consultancy services upon request

• 240 litre wheelie bin services (refuse and paper)

• Front lift bin services

• Roll-on Roll-off bin services

• Stationary compactor services

• Rentabins (RABs) services

• Pathological and Sharps services

• Chemical waste removal

• Liquid waste removal

• Product destruction

Table 2

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Ipswich City Council’s Corporate vision and Mission Statement

Council’s primary strategic objective is to deliver the I2031’s Vision . To enhance this delivery Council has developed and adopted the following Corporate Vision and Mission Statement for the organisation .

The Vision and Mission Statement are prepared for the Councillors and Council officers to assist them to clearly understand, in a concise statement of words and images, what the organisation is responsible to deliver for the Ipswich Community .

Corporate visionBy 2031 Ipswich will be recognised universally as a great place to live, work and play .

Corporate Mission StatementIpswich City Council will:

• create sustainable communities as reflected in Ipswich Community Plan (I2031)

• facilitate development and delivery of the strategic vision and associated plans for the City

• deliver high quality, affordable services and infrastructure

• promote responsible communities and behaviours

• lobby other bodies on behalf of residents to improve our quality of life

• ensure Council operates on a sustainable basis over the long term

Reporting on the Implementation of the Corporate PlanCouncil reports on the implementation of the Corporate Plan in three ways:

(1) Annual Report to Council on the Implementation of the Long Term Community Plan and Corporate Plan

In accordance with section 104(7) of the Act the Chief Executive Officer will prepare an Annual Report to Council on the implementation of Corporate Plan Actions which will deliver the community’s I2031 Vision . This report, which provides an evaluation of the performance measures for each I2031 Action identified in the Corporate Plan, is prepared for the June Ordinary Council meeting .

(2) Quarterly Reporting to Council on the Implementation of the Corporate Plan

The implementation of the Goals, Strategies and Actions identified in the I2031, together with the performance indicators contained in the Corporate Plan, are further devolved to department and branch responsibility in Council’s Annual Operational Plan4. For the five year period covered by this Corporate Plan, Council will adopt five Operational Plans. The Chief Executive Officer is required under section 122(2) of the Local Government (Finance, Plans and Reporting) Regulation 2010 to present a written assessment of the local government’s progress towards implementing the Corporate Plan actions at meetings of the local government held at regular intervals of not more than three months .

(3) Reporting on the Implementation of the Council’s Annual Report

Section 119(1)(a) of the Local Government (Finance, Plans and Reporting) Regulation 2010 requires a local government’s Annual Report5 to include a report on the implementation and achievements of its I2031, Corporate Plan and Operational Plan . The Annual Report is prepared in July and must be presented to Council for adoption no later than 30 November of each year .

4 Access ICC’s Operational Plan at www .ipswich .qld .gov .au/about_council/corporate_publications/operational_plan/5 Access ICC’s Annual Report at www.ipswich.qld.gov.au/about_council/corporate_publications/annual_report_financial_statements/

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Implementation of the I2031 Goals, Actions and Outcomes

There are interdependencies between the I2031 Goals and Actions and therefore they have been prioritised over the 20 years of the I2031 into four Corporate Plans (each Corporate Plan covers a five year period). This document sets out the I2031 Goals and Actions that will be commenced or implemented during the life of the 2012-2017 Corporate Plan . Incorporated in the following pages are the outcomes that will be monitored and reported to Council and community on how the organisation is progressing in the implementation of the I2031 Goals and Actions .

Strong diverse EconomyThe strength of the Ipswich economy is based on the range of businesses operating, the investments that have been made to capitalise on the City’s positive attributes and the mutually beneficial relationships fostered by businesses.

A strong economy provides both business and employment opportunities providing a full spectrum of rewards, enabling residents to achieve a high quality of life and level of prosperity . Employment statistics for Ipswich indicate that there are a large number of jobs within the manufacturing, health and community services and education sectors .

The Government and defence sectors as well as transport and storage provide solid foundations for future growth industries . These are the predominant sectors that the local community is looking to expand upon .

Council’s priority will be placed on supporting existing business and accommodating new enterprise in regionally significant enterprise areas at Carole Park, Bundamba/Riverview, Redbank, Swanbank/New Chum, Wulkuraka/Karrabin and Ebenezer/Willowbank .

GOALS / STRATEGIES ACTIONS OUTCOMES

SdE Goal 1 – Major Employment GeneratorEncourage economic development within the City to generate major employment and a high level of employment self-containment .

SdE Strategy 1.2 – Government and Industry Employment

SDE 1 .2 .1 Facilitate the establishment and decentralisation of State and Commonwealth Government department functions in line with the South East Queensland (SEQ) Regional Plan and the Ipswich Regional Centre Strategy

• Decentralisation of Government department functions into Ipswich

• Increased visitation

• Increased tourism spend

SdE Strategy 1.5 – Markets of the Future

SDE 1 .5 .3 Implement recommendations of the Ipswich Tourism Strategy that positions Ipswich as a desirable visitor destination for leisure, tourism and business events and increases the value of the tourism industry as a key economic driver

• Increased number of motorsport activities in the precinct

• Commence the establishment of the Village Central concept in the precinct

SDE 1 .5 .5 Further develop the Ipswich Motorsport precinct at Willowbank as a primary event, sports, tourism and business activity centre

• Increase opportunities to engage in creative industries

SDE 1 .5 .6 Identify opportunities to establish a ‘creative industry’ sector in Ipswich

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SdE Goal 2 – A Strong and Stable EconomyIpswich is known as an attractive location to invest and establish a business .

SdE Strategy 2.3 – Promote the City

SDE 2 .3 .1 Prepare and deliver a holistic Marketing Strategy which positions Ipswich as a dynamic South East Queensland location which offers key values of lifestyle, opportunity and community

• Delivery of a three year Marketing Strategy

SdE Goal 3 – A Knowledge-Based EconomyContinue to develop educational opportunities as a primary agent in shifting Ipswich from the ‘Old Economy’ to a ‘Knowledge-Based Economy’ .

SdE Strategy 3.1 – Schooling for All

SDE 3 .1 .1 Implement and review the Education and Skills Plan (Skilling Ipswich)

• Implementation of the Skilling Ipswich Program

Natural EnvironmentIpswich is incredibly rich in terms of natural assets with an attractive and diverse expanse of protected greenspace . The liveability of Ipswich will be enhanced through the integration of the built and natural environment . Ipswich contains one of the most diverse ranges of natural vegetation types in South East Queensland, including rainforest, dry vine forest, open forests, woodlands, heathlands, wetlands and grasslands, living in which are in excess of 100 known significant flora and fauna species.

Council will ensure degradation of the environment is minimised through reduction in pollution levels and will protect Ipswich waterways to maintain the highest water quality, providing its ecological functions whilst being a key venue for local recreational activities .

Council will expand its network of conservation areas, with the assistance of local residents and support programs, including Conservation Agreements, Partnerships and private support programs . Opportunities for rehabilitation and revegetation of areas impacted by mining and agricultural activity will also be developed .

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NE Goal 1 – Planning for healthy and Sustainable EnvironmentsIpswich has a rich, biologically diverse and attractive natural environment sustaining a broad range of fauna, flora and ecological systems across its many and varied landscapes .

NE Strategy 1.1 – Protection of Biodiversity

NE 1 .1 .1 Implement the Enviroplan Program for the acquisition and long term conservation of land for the City’s conservation estates and green space network

• Additional conservation land protected through acquisition

• An up to date spatial database of significant flora and fauna. Council will also investigate and implement, if feasible, an interactive website to enable the community to access this information

• Community groups have appropriate opportunity to have input into conservation planning

NE 1 .1 .2 Encourage the collection of flora and fauna datasets in Ipswich’s natural areas

NE 1 .1 .3 Identify and implement opportunities for local environmental groups to contribute to conservation planning decisions and land management programs

NE Strategy 1.2 – Environmental Planning

NE 1 .2 .1 Protect Ipswich’s environmental values and key habitat areas through tools such as the Ipswich Planning Scheme and SEQ Regional Plan

• The merit of an environmental Atlas is considered as part of the Nature Conservation Strategy

• Environmental values are appropriately considered within natural disaster and land use planning

• Implement an integrated risk management approach to land use and development within flood plans

• An integrated Strategy for city-wide total water cycle management is developed

• Designated buffer areas are maintained

• Sensitive areas are protected from significant noise impacts

NE 1 .2 .2 Compile and regularly review an environmental atlas that provides information about the location and features of the City’s natural assets

NE 1 .2 .3 Ensure environmental values are considered when addressing natural disaster and land use planning

NE 1 .2 .4 Implement and review planning scheme measures that address flood prone land and minimise the risk of damage to property and buildings from flood events

NE 1 .2 .5 Maintain and protect appropriate land use buffers around the Amberley Air Base, Willowbank and Tivoli Raceways and major industrial areas to enhance environmental and community health outcomes where possible and to protect these uses from encroachment of incompatible uses and to minimise adverse impacts for new residents

NE 1 .2 .6 Implement planning scheme and building/design measures for residential and other noise sensitive uses to reduce noise impacts

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GOALS / STRATEGIES ACTIONS OUTCOMESNE Strategy 1.4 – Integrated Management

NE 1 .4 .2 Finalise and implement a Total Water Cycle Management Plan for Ipswich

• An integrated Strategy for city-wide total water cycle management is developed

• Urban stormwater is managed for quality and quantity values

• Flood-prone areas identified and mapped

• Viable alternative water sources are considered in land use planning

• Water resources are better managed for social, economic and environmental values

NE Goal 2 – Managing for healthy and Sustainable EnvironmentsThe City of Ipswich has an integrated network of conservation estates, bushland reserves and green corridors that contribute to the attractiveness of the City, protects core habitat and environmental assets and caters for the recreational needs of the community .

NE Strategy 2.1 – Managing Recreation in Natural Areas

NE 2 .1 .1 Implement and review the Ipswich Open Space and Recreation Strategy

• Strategy developed and adopted

• Trend study forms the basis of future recreation planning

NE 2 .1 .3 Identify the natural area recreational preferences of Ipswich residents and apply these to planning for future recreational facilities in the City

NE Strategy 2.2 – Clean and healthy Environments

NE 2 .2 .1 Implement and regularly review Local Waterway Management Plans

• Local Waterway Management Plan developed and implemented

• On the ground works rehabilitating riparian

• Hazard reduction program in bushland

• Environmental Protection Plan actions are implemented for Council and the Community

• Climate Change Response implemented

• Management of landfills and sanitary depots does not pose any significant health risk or nuisance to residents or a negative impact on the health of the environment

NE 2 .2 .2 Identify, prioritise and implement riparian corridor protection and rehabilitation projects

NE 2 .2 .7 Develop and implement a Bushfire Strategy for the City of Ipswich

NE 2 .2 .8 Implement the Ipswich City Council Environmental Protection Plan

NE 2 .2 .9 Implement the Ipswich City Council Climate Change Response

NE 2 .2 .10 Manage Council owned closed landfill and sanitary depots in an environmentally responsible manner

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GOALS / STRATEGIES ACTIONS OUTCOMESNE Strategy 2.3 – Restoration and Rehabilitation of Environment and Assets

NE 2 .3 .1 Assess, identify, prioritise and implement opportunities for environmental rehabilitation and revegetation

• Areas identified and rehabilitated

• Landholders are undertaking rehabilitation of private land

NE 2 .3 .4 Provide technical advice and support to landowners regarding the rehabilitation of environmental assets on private properties

NE Goal 3 – Environmental PartnershipsThe residents of Ipswich understand and appreciate the area’s environmental assets and the importance of managing and enhancing environmental systems and processes .

NE Strategy 3.1 – Integrated Partnerships

NE 3 .1 .1 Encourage local land owners to manage their land for nature conservation purposes through private landholder conservation support programs

• Landholders are undertaking rehabilitation of private land

• Various community organisations are actively participating in the management of public bushland

• Education material provided to landholders

• Excellent environmental outcomes are showcased

• Education materials provided to local industry

NE 3 .1 .2 Encourage local environment groups, schools, businesses and residents to value, sponsor and participate in the management of environmental assets on public land

NE Strategy 3.2 – Local Knowledge of Environmental Assets

NE 3 .2 .1 Provide private land owners with the opportunity to enhance their knowledge and skills necessary to protect environmental assets on private land including Fire Management Plans, Pest Management Plans, Erosion Control Plans, etc

NE 3 .2 .2 Promote Awards for Environmental Excellence to acknowledge the efforts of industry and business, community groups and individuals in the protection of environmental values

NE Strategy 3.3 – Community Awareness and Appreciation

NE 3 .3 .1 Facilitate community and industry education sessions on how to reduce pollution

Integrated Transport and MovementTransport and the movement of people around Ipswich is one of the major issues for the Ipswich community . Council intends to provide the appropriate infrastructure for this purpose and will ensure that roads are provided as part of the transport network, along with opportunities for alternative forms of transport . Buses, trains, light rail, cyclists, pedestrians and movement

of freight will be considered in determining an integrated transport network and in terms of the local economy . Council will address transport issues in Ipswich through major infrastructure projects proposed or being delivered through the State South East Queensland Infrastructure Plan and Program .

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ITM Goal 1 – Connected Communities The Ipswich transport system connects communities and enables easy access throughout Ipswich and to other areas of South East Queensland .

ITM Strategy 1.1 – Integrated Land Use and Transport Planning

ITM 1 .1 .1 Establish a Transport Steering Committee which includes representatives from all of the major stakeholders involved in the planning and delivery of the transport network to determine a co-ordinated approach to transport provision including relevant Commonwealth and Queensland Government Agencies

• Committee established

• Active School Travel Program developed

ITM 1 .1 .3 Identify opportunities for Active School Travel Programs and the construction of new schools and sport and recreation facilities adjacent to other uses which may have a large area of car-parking that can reduce the congestion on local roads during drop-off and pick-up peak periods

ITM Strategy 1.2 – Connected Centres

ITM 1 .2 .3 Optimise multimodal transport opportunities including bikes and pedestrian infrastructure and identify missing links for connecting centres

• Integrated Transport Plan developed and key actions identified

ITM Strategy 1.3 - Transit Oriented development

ITM 1 .3 .1 Include provisions in local area plans and the Ipswich Planning Scheme for increased residential densities and mixed use transit oriented development around major centres, public transport hubs and transit corridors

• Increased residential densities and mixed use outcomes achieved around major centres and transit hubs

ITM Strategy 1.5 – A Legible, Permeable, User Friendly Transport Network

ITM 1 .5 .1 Identify and implement gateway and way finding treatments at major entry points to the City and at major centres

• Gateway and way finding treatments are provided at major entry points to the City and at major centres

ITM Goal 2 – Efficient and Affordable AccessThe Ipswich transport system provides efficient and affordable access to a variety of transport modes.

ITM Strategy 2.1 – Prioritise Public Transport

ITM 2 .1 .1 Research into the travel patterns of residents for the primary purpose of identifying the ‘origin’ and ‘destination’ points and analysing the travel behaviour of households

• Travel patterns are better understood to enable better planning of transport initiatives

• A program is implemented to promote active travel in the community

• Input provided to regional planning processes

ITM 2 .1 .2 Promote alternative transit opportunities to households in Ipswich

ITM 2 .1 .4 Provide input to the SEQ Integrated Regional Transport Plan to support the urban growth patterns of Ipswich and plan for early provision of transport and transit infrastructure in growth areas

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GOALS / STRATEGIES ACTIONS OUTCOMESITM Strategy 2.2 – A Safe and Functional Road Network

ITM 2 .2 .2 Implement the Strategic Road Network as identified in the SEQ Regional Plan and Ipswich Planning Scheme

• Strategic road network construction continued

ITM Strategy 2.3 – Active Personal Transport

ITM 2 .3 .1 Prepare and implement an Active Transport Strategy through the Ipswich Integrated Transport Plan that identifies a strategic network of pedestrian and cycle pathways throughout Ipswich to support the ITM Strategy 1 .2 - Connected Centres

• Development of Integrated Transport Plan

• Adequate end of trip cycled facilities are provided

• Consistent and coherent design and implementation approach that encourages use

ITM 2 .3 .3 Ensure the provision of ‘end of trip’ cycle facilities in accordance with the Queensland Development Code

ITM Goal 3 – Collaborative Transport PlanningThe Ipswich Transport System and related investment decisions are a result of the collaborative efforts of a range of stakeholders including all levels of Government, the private sector and the Ipswich community and these decisions considered the preservation of options for future generations .

ITM Strategy 3 .1 – Transport Infrastructure Providers Deliver in Partnership

ITM 3 .1 .1 Prepare and implement an Integrated Transport Plan for Ipswich which provides for public transport services, a safe road network and pedestrian/cycle travel based on the needs of local residents and businesses

• Development of the Integrated Transport Plan

• Identification of opportunities and synergies through long term holistic programming

ITM Strategy 3 .3 – Environmentally Responsible Network

ITM 3 .3 .2 Actively promote and support cycling and walking as viable alternative transport modes by appropriate network planning and provision of attractive facilities for these activities

• An active transport network and associated facilities are provided and promoted

• Examine industry innovation and best practice for opportunities to improve design and implementation

ITM Strategy 3 .4 – Innovative Transport

ITM 3 .4 .1 Investigate opportunities to provide modes of transport currently not existing in Ipswich such as, dedicated bus lanes, light rail and high occupancy vehicle lanes

• Opportunities identified

• New parking meters rolled out as per precinct plans

ITM 3 .4 .4 Implement improved kerbside management within areas of high parking demand (eg . CBD and major centres), including improved parking meters and automated enforcement

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ITM Goal 4 – Transport to Support the EconomyThe Ipswich Transport Network supports the economic growth of the City .

ITM Strategy 4.2 – Transport to Employment, Retail, Entertainment and Recreation Activities

ITM 4 .2 .2 Plan and provide for pedestrian and cycle links to, and end of trip facilities at, key employment, recreation and entertainment nodes

• An integrated Cycling and Pedestrian network is identified and delivery commenced

ITM Goal 5 – Minimise Use of Private Motor vehicleThe Ipswich community makes a concerted effort to minimise the use of private motor vehicles and is informed of the opportunities and benefits of alternative forms of transport.

ITM Strategy 5.1 – Alternative Transport Options

ITM 5 .1 .1 Prepare and implement an integrated transport plan for Ipswich which focuses on public transport services, a safe road network and pedestrian and cycle travel which reflects the needs of local residents and businesses and promotes the reduction in private motor vehicle use

• A comprehensive Integrated Transport Plan is developed

• Community education delivered

• Parking managed to deliver reduction in car travel

• Land use strategies support a reduced reliance on private motor vehicle transport

ITM 5 .1 .3 Design and implement a community education scheme that encourages people to reduce private motor vehicle usage through use of public transport, walking or cycling for employment, retail, entertainment and recreation activities eg: specific information for commuter cycling distinct from recreational cycling

ITM 5 .1 .5 Investigate the control and provision of parking in the Ipswich City Centre as a means to reduce car travel and to encourage transit oriented development

ITM 5 .1 .7 Review Land Use Strategies to maximise the opportunity to reduce the reliance on private motor vehicle transport

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Infrastructure ServicesThere are key services that Ipswich residents have come to depend upon – drinking water, waste water treatment, stormwater management, information and communication technologies, and energy and waste disposal . These types of physical infrastructure are only part of the services needed to build sustainable communities – community services are also required . People also require health care, education, recreation, community facilities, support services, child care and protection from unlawful behaviour . Local Government is the level of government closest to the community and as such Council is involved in the provision of services accessed on a daily/weekly basis such as local roads, parks, waste services and libraries .

The South East Queensland Infrastructure Plan and Program indicate some large infrastructure proposal for Ipswich including water pipelines, water recycling, Hospital redevelopment, new schools and electricity upgrades . This additional infrastructure will be provided to service new urban growth areas and will be financed through developer and Council funding .

The delivery of a broad range of community services will be the responsibility of Commonwealth and State Government Agencies, community service providers, Council and private developers . Council is committed to coordinating and collaborating with such agencies to ensure the efficient and effective delivery of services to the Ipswich community .


IS Goal 1 – Integrated Infrastructure Planning and Provision Infrastructure leads development through the collaborative planning efforts of a range of stakeholders .

IS Strategy 1.2 – Plan and Review Provision of Infrastructure

IS 1 .2 .1 Prepare planning assumptions and development thresholds to determine likely growth and demand (both within existing ‘infill’ areas and new ‘greenfield areas’) to provide a basis for planning, design and timing of infrastructure (including the use of underutilised, spare capacity) and review as required

• Adequate planning assumptions and development thresholds are provided to meet infrastructure planning and delivery needs

• Designated infrastructure corridors are protected

• Plans for Trunk Infrastructure are prepared to support sustainable growth

IS 1 .2 .2 Identify and protect corridors and sites that may be required in the future for the provision of large-scale, trunk infrastructure such as powerlines, substations, transport corridors, water pipelines, etc and identify temporary land uses which can be accommodated within these corridors

IS 1 .2 .3 Prepare and implement Plans for Trunk Infrastructure to enable the efficient and timely delivery of infrastructure to support sustainable growth

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GOALS / STRATEGIES ACTIONS OUTCOMESIS Strategy 1.5 – Infrastructure Provision

IS 1 .5 .1 Implement major infrastructure plans such as the Ipswich Priority Infrastructure Plan, Social Infrastructure Plan, Ipswich City Council Capital Works Program, SEQ Infrastructure Plan and Program (SEQIPP) and other Utility Capital Works Programs

• Preparation of appropriate network plans and Capital Works Program to deliver necessary infrastructure

• An updated Priority Infrastructure Plan is included as part of the new Ipswich planning scheme


IS Strategy 1.6 – Maintain Infrastructure

IS 1 .6 .1 Review, maintain and implement asset management plans and programs focused on protection of assets in a proactive manner

• Asset Management Plans developed and implemented

IS Strategy 1.7 – Infrastructure Outcomes for the Present and the Future

IS 1 .7 .1 Consider interim solutions and stage delivery of infrastructure in line with projected and actual population growth and demand accounting for the true life cycle cost of the asset

• Strategic delivery of infrastructure in line with population growth


IS Goal 2 – Coordinated Community ServicesIpswich community services are accessible, delivered in a coordinated manner and cater for diverse community needs .

IS Strategy 2.1 – Integrated Service Approach

IS 2 .1 .1 Establish and implement minimum standards for the provision of community services and facilities that cater for the diverse needs of the community

• Minimum standards/ functionality requirements developed to support future social infrastructure provision

IS 2 .1 .2 Review service provision to respond to population growth in Ipswich and changing socio-demographic factors

IS Goal 3 – Water a valuable ResourceThe City of Ipswich respects the value of its precious water resources and manages them to ensure their sustainable use .

IS Strategy 3.3 – Align Water Quality and Source with Use

IS 3 .3 .4 Review the Ipswich City Council Recycled Water Strategy to align with the SEQ Regional strategy and expand to become a total water cycle management strategy

• Total Water Cycle Management Strategy completed

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IS Goal 6 – Managing Waste as a ResourceIpswich manages waste as a resource, realising the associated environmental and economic benefits.

IS Strategy 6.1 – Provision of Waste Management Options

IS 6 .1 .1 Develop and implement Waste Management Strategies for Council to improve management of waste and resources

• Development of a Waste Strategy that meets the needs of Council, legislation and the community

• Waste Management network identified and implemented

• Education program delivered

IS 6 .1 .2 Develop and implement a Waste Management Infrastructure Master Plan and improve the standard of resource recovery and waste disposal facilities

IS 6 .1 .3 Provide information on managing waste and resources through environmental education programs to schools, community groups, local business owners, operators and residents

IS Strategy 6.2 – Cutting Edge Waste Technology

IS 6 .2 .1 Form partnerships to address issues related to resource recovery and waste disposal at a sub-regional level and determine the role of Ipswich in the management of the region’s waste

• Ipswich City Council will, when beneficial to the City, participate in strategies or program opportunities relating to resource recovery and waste disposal available via SEQ Council of Mayors and State Government departments or initiatives

IS Goal 7 – Recreation Facilities and Open SpaceThe recreation services provided by the natural environment of Ipswich are recognised as a fundamental component of the City’s infrastructure network .

IS Strategy 7.1 – Sport and Recreation Facilities

IS 7 .1 .1 Review, design, implement and manage public sports grounds and facilities to cater for multiple and year round uses

• Sporting grounds are utilised year round for sporting purposes

IS Strategy 7.2 – Recreational Trails

IS 7 .2 .2 Investigate opportunities to incorporate unused utility and transport corridors as recreation trails within the broader open space network

• A network of local trails identified

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Growth ManagementIpswich and the Western Corridor have been identified as one of the key urban growth fronts for South East Queensland . With the anticipated population growth over the next two decades, decisions regarding land use are an integral part of planning our communities .

Ipswich currently has a wide variety of land uses including rural landscapes and townships, heritage housing areas, new housing

developments, industrial parks and enterprise precincts. The Ipswich City Centre, Springfield Town Centre, Ripley Valley Town Centre, Goodna Town Centre and other urban and rural centres will be Council’s key focus in creating liveable communities . Council will establish Ipswich as a regional city with vibrant neighbourhoods and rural towns, thriving business districts and cultural facilities and key transport infrastructure .


GM Goal 1 – Sustainable Land Use The City of Ipswich has been developed in a manner which has seen an efficient and sustainable use of available land and other resources .

GM Strategy 1.1 – Appropriate Land Use

GM 1 .1 .1 Review, as required, the land use planning mechanisms contained in the Ipswich Planning Scheme in order to achieve the most appropriate forms of land use

• Appropriate land uses are identified and facilitated through the Ipswich Planning Scheme

• Integrated land use and infrastructure planning is facilitated through the Ipswich Planning Scheme

• Implementation of SEQ Regional Plan 2009-2031

• Demographic changes are monitored and utilised for infrastructure planning and service delivery

• Planning Frameworks include consultative processes

• Land use conflicts are managed effectively

• Interim uses do not compromise future planning intent

• Development constraints are managed effectively

GM 1 .1 .2 Prepare and implement land use and infrastructure planning frameworks that facilitate opportunities for future development in Ipswich, both greenfield and infill, in accordance with the requirements of the SEQ Regional Plan 2009-2031 and the South East Qld Infrastructure Plan and Program/Queensland Infrastructure Plan and Program

GM 1 .1 .3 Implement the Principles and Policies contained within the SEQ Regional Plan 2009-2031 and inform the relevant Government agencies of any issues arising from implementation

GM 1 .1 .4 Monitor changes in demographics and population growth in Ipswich and undertake research to identify the potential impact of the population growth on the demand for services and infrastructure

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GOALS / STRATEGIES ACTIONS OUTCOMESGM 1 .1 .5 Identify and implement opportunities

to enable local community groups and both government and non-government agencies to contribute to land use and infrastructure planning

GM 1 .1 .6 Encourage the development of master planned communities in urban growth areas through a collaborative process with stakeholders

GM 1 .1 .7 Identify and effectively manage conflict between incompatible uses such as residential areas and high impact industries

GM 1 .1 .8 All land use and infrastructure projects are planned and developed in accordance with relevant statutory requirements and Environmental, Social and Economic Impact Assessments

GM 1 .1 .9 Effectively manage interim uses to ensure they do not compromise future long term planning intent

GM 1 .1 .10 Effectively manage growth and development by appropriately addressing development constraints

GM Strategy 1.2 – Encourage Sensitive Infill Development and Redevelopment

GM 1 .2 .1 Prepare local area plans/planning scheme provisions to identify opportunities for infill development and redevelopment at appropriate densities, particularly around Ipswich CBD, major centres and transit hubs


• Character Places are protectedGM 1 .2 .2 Ensure important elements of

local character within infill areas are protected as part of local area planning and development proposals

GM Strategy 2.2 – Rural districts and Townships

GM 2 .2 .2 Prepare local area plans/planning scheme provisions to help protect and enhance the character and vitality of rural districts and townships

• Special rural and township character elements are protected

GM Goal 3 – Ipswich City Centre – The Civic heartThe Ipswich City Centre is the cultural, economic and civic heart of the Western SEQ sub-region and showcases the unique qualities of the Ipswich community for both residents and visitors to enjoy .

GM Strategy 3.1 – A Well Planned and designed City Centre

GM 3 .1 .4 Implement the provisions in the Planning Scheme that facilitate mixed use development, reuse of heritage and character buildings and increased urban density in the Ipswich City Centre

• Development within the Ipswich City Centre incorporates protection of heritage character and increased densities .

• Development of mixed uses near the Bremer River improves access to the waterway and associated parklands

GM 3 .1 .6 Encourage development that focuses on the Bremer River and improves access to the waterway and associated Parklands

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GOALS / STRATEGIES ACTIONS OUTCOMESGM Strategy 3.2 – A Regional Centre with Purpose

GM 3 .2 .1 Explore and implement delivery mechanisms to identify, amalgamate, consolidate and develop key land parcels in joint public/private partnerships and in particular to encourage the redevelopment of the Ipswich City Square precinct as the signature revitalisation project for the Ipswich CBD

• The development of key land parcels within the Ipswich CBD is facilitated, with a particular focus on the Icon Ipswich Project

GM 3 .2 .3 Develop a multipurpose Performing Arts Complex within the Ipswich CBD as a signature project to complement existing and future cultural facilities

GM Goal 4 – Range of housing and Lifestyle NeedsA range of lifestyles are catered for in Ipswich with a diverse range of housing densities, styles and types .

GM Strategy 4.1 – design Responds to Community Character

GM 4 .1 .1 Implement local area planning frameworks based on specific local area visions which complement the overall Community Plan Vision

• Local area visions form part of the overall local planning framework

• Development within infill areas incorporates character protection and sympathetic design

• Continue Heritage Adviser Service

• New buildings incorporate contemporary, contextual and climate responsive design

GM 4 .1 .2 Continue to implement the character protection and sympathetic infill design provisions contained in the Ipswich Planning Scheme

GM 4 .1 .3 Continue to provide the Heritage Advisory Service for residents and property owners seeking advice on the redevelopment and enhancement of heritage places

GM 4 .1 .4 The character of new urban areas utilise modern materials, building designs and techniques which result in a distinctive character that is responsive to climate and place

GM Strategy 4.2 – housing for all Needs

GM 4 .2 .1 Prepare and implement an Affordable Living Strategy and develop incentives and opportunities in a working partnership with the development industry and government and non-government agencies for new residential developments to provide affordable living solutions

• An Affordable Living Strategy is developed

• Housing Needs Assessment is undertaken

• Services and facilities to support older persons and people with disabilities are identified

GM 4 .2 .2 Prepare and implement a Housing Needs Analysis comparing the types of existing housing with the needs of the current and projected population, including needs of groups such as older persons, people with disabilities, people from culturally diverse backgrounds and young people

GM 4 .2 .3 Identify the services and facilities necessary to support older people and people with a disability to remain independent in their own homes

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GOALS / STRATEGIES ACTIONS OUTCOMESGM Strategy 4.3 – diversity in densities

GM 4 .3 .1 Implement planning scheme provisions to encourage transit oriented development within and around major centres and transit hubs


• High density developments do not negatively impact on designated view corridors, scenic landscapes or character areas

• Recreational standards for different densities and types of housing are reviewed

GM 4 .3 .2 Ensure that higher density developments across the City protect opportunities for the public to enjoy views to scenic landscapes and do not negatively impact on important heritage character areas

GM 4 .3 .3 Develop guidelines and standards for the provision of recreational and leisure facilities for residents’ needs and lifecycles at different densities and for a variety of housing forms

GM Goal 5 – Sustainable development EmbracedThe City of Ipswich is a recognised leader in sustainable development .

GM Strategy 5.1 – Recognised Leader in Sustainable development

GM 5 .1 .1 Promote achievements of builders and developers that incorporate sustainable development principles within their developments

• Sustainable development achievements of builders and developers are recognised through an Annual Awards for Excellence

• Water Sensitive Urban Design outcomes are implemented

GM 5 .1 .4 Prepare and implement Water Sensitive Urban Design standards and guidelines

GM Goal 6 – Protection of Cultural heritage, Natural Environment and Rural Landscape valuesThe City of Ipswich takes pride in protecting its key valuable features such as its scenic landscapes, rural areas, environmental assets and cultural heritage places .

GM Strategy 6.1 – Protect Significant Cultural heritage values

GM 6 .1 .1 Protect culturally significant places through the Ipswich Planning Scheme

• Character places and key scenic features are protected

• Visual impact assessments undertaken for significant developments

GM Strategy 6.2 – Protect Scenic Amenity and Landscape values

GM 6 .2 .3 Identify and implement Planning Scheme mechanisms to protect the key scenic features of Ipswich including Flinders Peak, White Rock and Spring Mountain

GM 6 .2 .4 Require development applications for buildings which significantly exceed planning scheme building height provisions, particularly in existing urban areas, to undertake an assessment of visual impact on the existing urban form, the physical setting of the site and its surrounds, overshadowing, and local views

• Developments achieved appropriate climate responsive design

• Important environmental features are protected through site responsive design

• Important rural production and scenic amenity areas are protected

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GOALS / STRATEGIES ACTIONS OUTCOMESGM Strategy 6.3 – Conserve and Enhance Environmental values

GM 6 .3 .1 Implement and review planning scheme provisions to mitigate impacts on existing environmental assets and to achieve improved climate, air and water quality outcomes

GM 6 .3 .2 Identify and implement design solutions for the mitigation of impacts on flora and fauna values in new developments such as wildlife corridors, environmental buffers and vegetation retention to achieve successful incorporation of important environmental features

GM Strategy 6.4 – Protect Rural values

GM 6 .4 .1 Implement Ipswich Planning Scheme and SEQ Regional Plan measures to protect rural production and rural scenic landscape areas, for community enjoyment and use, and to avoid urban encroachment and other inappropriate forms of development

GM Strategy 7.1 – Available Land and Infrastructure

GM 7 .1 .1 Prepare and implement local area plans, infrastructure plans, detailed master plans and planning scheme provisions to encourage the development of regionally significant and local business and industry clusters and protect these areas from the encroachment of incompatible uses, such as residential development

• Business and industry employment clusters are developed and protected from incompatible uses

GM Goal 8 – Ipswich is a key growth hub within South East Queensland The City of Ipswich is a key regional hub which provides for a range of higher order services and functions for the entire Western Corridor of SEQ .

GM Strategy 8.1 – Alliances and Partnerships

GM 8 .1 .1 Engage and play a leadership role with key stakeholders throughout SEQ regarding the strategic management of population growth and land use planning

• Regional planning co-operation strengthened

GM Strategy 8.2 – The Role of Ipswich in SEQ

GM 8 .2 .2 Monitor implications of the SEQ Regional Plan in so far as it relates to Ipswich and the Western Corridor

• Effective monitoring of SEQ Regional Plan

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Community Spirit and Wellbeing Council wants residents to take pride in working together to build distinctive communities and create places which bring people together, places where neighbours know each other and help new residents embrace the past as part of their future . Council will assist communities to become inclusive and provide facilities for all residents – young, old, families, young adults and

those with disabilities and from diverse ethnic backgrounds . As well as promoting sporting and cultural activities, Council, with support from community based organisations, will focus on issues such as community safety, crime, substance abuse and health issues due to lack of physical activity and poor diet .


CSW Goal 1 – Community IdentityThe City of Ipswich has a unique sense of community – ‘celebrate the past, enhance the future’ – fostered by residents and respected by visitors .

CSW Strategy 1.1 – Sense of Community

CSW 1 .1 .3 Identify and implement community development programs that encourage the military staff from Amberley to actively participate in Ipswich community activities and events

• Family Fun Day delivered within agreed timeframe and budget

CSW Strategy 1.2 – Market ‘Ipswich’

CSW 1 .2 .1 Finalise and implement an overall Ipswich Marketing Strategy which adopts an overall community response

• Delivery of a three year Marketing Strategy

CSW Strategy 2.1 – Active Community Spirit

CSW 2 .1 .3 Encourage community activities that promote and celebrate a sense of belonging

• Number and diversity of programs and services delivered meeting action item

CSW Strategy 2.2 – Community Engagement

CSW 2 .2 .2 Implement a Community Engagement Framework that supports equitable access for all residents and that utilises modern engagement tools and technologies

• Framework and Guidelines developed and adopted by Council

CSW 2 .2 .4 Develop, implement and review the Council Youth Engagement Strategy

CSW Goal 3.1 – Community PlanningEnsure effective planning for community services and facilities to meet diverse community needs and protect and promote health and wellbeing .

CSW Strategy 3.1 – Community Planning

CSW 3 .1 .1 Develop and implement a planned approach to community services and facilities

• Minimum Standards/ functionality requirements developed to support future social infrastructure development

• Review completed and endorsed by Council

CSW 3 .1 .2 Implement and review Council Social Infrastructure Plan

CSW 3 .1 .3 Standards of accessibility, including cultural and physical access, are used in community planning

CSW 3 .1 .4 Develop and implement a Community Social Plan

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CSW Goal 4 – Sense of Belonging and CultureResidents of Ipswich communicate and demonstrate a sense of pride and belonging to their community that acknowledges and celebrates their culture and its contribution to community wellbeing .

CSW Strategy 4.1 – Respect for Indigenous Australians

CSW 4 .1 .3 Develop and implement a whole of Council and Community Reconciliation Action Plan

• Plan developed and adopted by Council

• Implementation of agreed action items

CSW Strategy 4.3 – Creative Culture

CSW 4 .3 .1 Implement Council Public Art Strategy with a holistic community approach

• Development of a Public Art policy and relevant procedures

• Implementation of a management and implementation framework / team

CSW Strategy 4.4 – Create a Sense of belonging

CSW 4 .4 .1 Engage the community in the creation of local projects and programs that encourage inclusion and participation and promote and demonstrate a sense of belonging as it relates to the whole of community

• Provision of a range of cultural events and activities that celebrate and promote the diverse range of cultures within the Ipswich community

CSW Goal 5 - Community health and Wellbeing The Ipswich Community is healthy and active .

CSW Strategy 5.1 – healthy Community

CSW 5 .1 .3 Ensure strategies, policies and programs support health promotion and wellbeing, healthy eating, the preservation of health and prevention of ill health for the population and take into account the social determinants of health

• Development of strategies, programs and partnerships that meet the needs of Council, legislation and the community

CSW 5 .1 .4 Ensure food premises are properly set up and regularly inspected to safeguard community health in relation to consumption of prepared food and beverages

• Food premises are monitored and action taken where necessary to ensure the community’s health is not compromised

CSW Goal 6 – Good Neighbourly RelationsCommunities are empowered to resolve neighbour disputes and foster positive neighbourly relationships .

CSW Strategy 6.1 – Positive Neighbourly Relations

CSW 6 .1 .1 Develop a range of strategies to inform and educate positive neighbourly relations

• Improved awareness of individual’s obligations to laws in the community and the ability to resolve issues harmoniously in the first instance without Council action

CSW Strategy 6.2 – dispute minimisation and resolution

CSW 6 .2 .3 Ensure the community is aware of its obligations under Council Local Laws and State Legislation that Council is authorised to enforce by providing formal and information education opportunities and enforcement where necessary

• Improved awareness of laws by the community

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CSW Goal 7 – A Safe CommunityIpswich is a Safe Community .

CSW Strategy 7.1 – Community Safety and Crime Prevention

CSW 7 .1 .1 Implement and review Council Crime Prevention Plan

• Deliver the objectives and actions identified in the Crime Prevention Plan within agreed timeframes and budget

• Delivery of an integrated surveillance solution

CSW 7 .1 .2 Maintain and enhance Council Safe City Program

CSW 7 .1 .3 Deliver existing and establish new education programs and strategies regarding personal management of safety for all sectors of the community

CSW 7 .1 .4 Establish education programs and strategies regarding personal perception and fear of crime

CSW Strategy 7.3 – Emergency Services and disaster Management

CSW 7 .3 .1 Develop and implement a Council Community Emergency Management Strategy, which details key education and preparedness programs and activities, which encourages proactive management and response in disasters and/or emergencies

• Revised Disaster Management Plan that encompasses these issues

CSW Goal 8 – A Sporting City Ipswich has a strong and inclusive sport culture and a wide range of sport and recreation activities which are provided for within the local government area .

CSW Strategy 8.1 – Sporting Champions

CSW 8 .1 .1 Promote and support the outstanding achievements of sports people and teams

• Sports Awards acknowledging sporting achievement conducted each year

• Sporting events are attracted to the City

• Sports House actively engage associations in sporting initiatives

CSW 8 .1 .2 Promote and encourage the use of Ipswich sporting facilities for major Regional, State, National and International sporting events

CSW 8 .1 .3 Encourage leaders and associations in sport to engage with the local community to encourage greater participation in sporting activities

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Strong Ethical GovernanceCouncil will continue to employ strong corporate governance and continue to manage its finances in a responsible and sustainable manner . In doing so, Council will provide a

strong financial basis to deliver services as well as ensure that ratepayer resources are invested in projects and businesses that support the priorities included in the Corporate Plan .


SEG Goal 1 – Ipswich acknowledges its responsibilities as detailed in the Local Government Act 2009 and the supporting RegulationsIpswich City Council undertakes activities as prescribed in the Local Government Act 2009 and the supporting Regulations .

SEG Strategy 1.1 – Upholds the Local Government Principles

SEG 1 .1 .1 Ipswich City Councillors faithfully and impartially fulfil the duties of their office, in accordance with the local government principles under the Local Government Act 2009

• Ipswich City Council Councillors fulfil their duties in accordance with the requirements of the Act

• Ipswich City Council employees fulfil their duties in accordance with Council’s Code of Conduct

SEG 1 .1 .2 All Ipswich City Council employees are responsible for implementing the policies and priorities of Council in a way that promotes:-

• effective, efficient and economical management of public resources

• excellence in service delivery; and

• continual improvement

SEG Goal 2 – Informed, Effective, Accessible decision Making and Information ManagementCouncil decisions are supported by accurate, accessible and secure information .

SEG Strategy 2.1 – Informed decisions

SEG 2 .1 .1 Provide the necessary skills, training, tools and resources for Councillors and staff to make informed, effective and timely decisions

• Develop an annual training audit, informed by Council’s staff performance appraisal data and department requests available by end of the last quarter

• Staff will be provided with training in corporate applications relevant to their positions and receive education on relevant policy, procedures and work directives in relation to the processing, storage and security of information and data

SEG Strategy 2.2 – Accessible decisions and Information

SEG 2 .2 .2 Council information is managed effectively ensuring accuracy, accessibility and security

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SEG Goal 3 – valued and Respected PartnershipsThe 2011-2031 Vision is achieved through Council’s commitment to developing strong, valued and respected partnerships .

SEG Strategy 3.1 – Council recognises the benefits and value of effective community engagement

SEG 3 .1 .1 Through community engagement activities, Council demonstrates Principle 4 of the Local Government Act 2009 ie “democratic representation, social inclusion and meaningful community engagement”

• Framework and Guidelines adopted by whole of Council

SEG Goal 4 – Council recognises the diverse knowledge, skills and experience of our Councillors, Staff and PartnersIpswich City Council values the uniqueness of our Councillors, staff and Key Partners and the opportunities to learn and grow from each other .

SEG Strategy 4.1 – Nurturing Future Leaders

SEG 4 .1 .2 Council advocates and provides programs to Key Partners to strengthen their leadership, financial management and long term sustainability

• Deliver a range of opportunities to the community to support community capacity building

SEG Goal 5 – Sound strategic financial planning

SEG Strategy 5.1 – Active strategic and financial planning

SEG 5 .1 .1 Council undertakes annual strategic planning activities such as Corporate and Operational Planning, based on the current and future needs of the City

• Prioritised and budgeted programs of work delivered in accordance with the ICT Strategy and Portfolio

• Prioritised and budgeted programs of work associated with the Infrastructure Strategy and Portfolio

• Identification of opportunities and synergies through long term holistic Infrastructure Works programming

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www.ipswich.qld.gov.au

Ipswich City Council

45 Roderick Street

PO Box 191

Ipswich Qld 4305

Australia

Tel (07) 3810 6666

Fax (07) 3810 6731

Email council@ipswich .qld .gov .au

Documents

Ipswich City Council Corporate Plan · · 2014-04-28The 2012-2017 Corporate Plan identifies strategic priorities for building Ipswich into the ... Governance CTEORPORA PLAN