IPSWICH
CITY
COUNCIL
AGENDA
of the
Ipswich Central Redevelopment Committee
Held in the Council Chambers
2nd floor – Council Administration Building
45 Roderick Street
IPSWICH QLD 4305
On Tuesday, 21 July 2020
commencing 10 minutes after the conclusion of the General Purposes Committee
|
MEMBERS OF THE Ipswich Central Redevelopment Committee |
|
|
Deputy Mayor Marnie Doyle (Chairperson) |
Mayor Teresa Harding Councillor Nicole Jonic Councillor Kate Kunzelmann Councillor Russell Milligan |
|
Ipswich Central Redevelopment Committee Meeting Agenda |
21 July 2020 |
Ipswich Central Redevelopment Committee AGENDA
10 minutes after the conclusion of the General Purposes Committee on Tuesday, 21 July 2020
Council Chambers
|
Item No. |
Item Title |
Page No. |
|
1 |
Ipswich Central Executive Report No 17 to 3 July 2020 |
7 |
|
2 |
**Ipswich Central Retail Leasing Report - June 2020 |
37 |
|
3 |
Retail Sub-Project Steering Committee - Terms of Reference |
40 |
|
4 |
Ipswich Central - Strategic Considerations Precinct Management and Operations |
67 |
|
5 |
Ipswich Central - visioning and placemaking |
70 |
|
6 |
Nicholas Street Redevelopment Communications and Engagement Plan |
207 |
** Item includes confidential papers
Ipswich Central Redevelopment Committee NO. 2
21 July 2020
AGENDA
1. Ipswich Central Executive Report No 17 to 3 July 2020
This is a report concerning the June 2020 update on the Ipswich Central Program of Works.
Recommendation
That the report on the Ipswich Central Executive Report No 17 to 3 July 2020 be received and the contents noted.
2. **Ipswich Central Retail Leasing Report - June 2020
This is a report concerning the status of the leasing program for the retail component of the Ipswich Central Redevelopment.
Recommendation
That the report be received and the contents noted.
3. Retail Sub-Project Steering Committee - Terms of Reference
This is a report concerning the proposed establishment of a Retail Sub-project Steering Committee (RSPSC) to support the recently established Ipswich Central Redevelopment Committee (ICRC) in delivering the CBD project. Given the size and scope of the Ipswich Central Redevelopment Project, Council requires an effective governance framework to manage the project’s direction and risks. The RSPSC will support Council in its delivery of the CBD’s redevelopment.
Recommendation
A. That Council establish the Retail Sub-project Steering Committee.
B. That
James Hepburn be appointed as Chairperson of the Retail Sub-project Steering
Committee.
C. That the Terms of Reference for the Retail Sub-project Steering Committee as detailed in Attachment 3 be adopted.
4. Ipswich Central - Strategic Considerations Precinct Management and Operations
This is a report concerning the strategic considerations being undertaken for the future management and operations of the Ipswich Central precinct post the completion of associated construction and refurbishment activities.
Recommendation
That the report be received and the contents noted.
5. Ipswich Central - visioning and placemaking
This is a report concerning the visioning and placemaking undertaken by Co-Design Studio as a part of the collaborative city making approach for Ipswich Central.
The Ipswich Central CoDesign Studio visioning and placemaking report was delivered in February 2020 following stakeholder engagement with community, business and internal stakeholders.
The Visioning and Placemaking Report sets out a strategic approach to the priority precincts within Ipswich Central and leverages the work already underway in the City Centre Core (Nicholas Street Precinct redevelopment).
It identifies each precinct, the priorities and the catalyst projects that support the revitalisation of the entire Ipswich Central area.
Recommendation
A. That the Ipswich Central - Visioning and Placemaking report be received and the contents noted.
B. That a report summarising the resourcing, governance and budget required to implement the recommendations of the Ipswich Central - Visioning and Placemaking report, with alignment to the previously received Nicholas Street Place Activation Plan, be presented to a future meeting of the Ipswich Central Redevelopment Committee.
6. Nicholas Street Redevelopment Communications and Engagement Plan
This is a report concerning the Nicholas Street redevelopment and the communications and engagement activity planned for the precinct during the remainder of stage one of the construction phase (due for completion in December 2020).
This plan, as requested at the June Ipswich Central Redevelopment Committee meeting, focuses on engaging with relevant stakeholders and the wider community to ensure that information about the project is delivered in a clear and timely manner, and that, where relevant, engagement opportunities are explored.
Recommendation
That Council support the proposed Communications and Engagement plan, to be implemented between now and December 2020.
** Item includes confidential papers
and any other items as considered necessary.
|
Ipswich Central Redevelopment Committee Meeting Agenda |
21 July 2020 |
ITEM: 1
SUBJECT: Ipswich Central Executive Report No 17 to 3 July 2020
AUTHOR: Project Manager
DATE: 25 June 2020
This is a report concerning the June 2020 update on the Ipswich Central Program of Works.
That the report on the Ipswich Central Executive Report No 17 to 3 July 2020 be received and the contents noted.
Program Management Partner, Ranbury Management Group – for the Ipswich CBD Transformation Project.
Strengthening our local economy and building prosperity
This reports details the progress of the redevelopment works for the Ipswich Central precinct. Under the Hutchinson Builders’ contract, the work program currently has five separable portions which include the administration building, the library, the civic space, car park upgrade and works to the existing lift in the EATS building.
Work on council’s new administration building continues to progress with the ‘topping out’ ceremony (completion of the concrete structure) scheduled to occur on 24 July 2020. Façade panels are currently being installed on level 2 of the administration building. The targeted completion date for the administration building remains the end of August 2021. Hutchinson Builders’ works on the library and civic space are due for completion in October 2021. Following the finalisation of the fit-out, security etc., the administration building will be ready for opening and occupation in November 2021. Several of the mature trees have now been planted in the civic space. Cleaning and painting works are about to commence in the car park to improve its general aesthetics with the upgrade scheduled for completion in late August 2020.
Streetscape works have been approved in Nicholas Street adjacent to the EATS building, the finalisation of this work will allow for improved pedestrian outcomes along Nicholas Street once the library and civic space are opened to the public.
Built Qld Pty Ltd has been awarded the tender for the Commonwealth Hotel reconstruction works. It is anticipated that the associated contract will be executed in July 2020 and reconstruction works completed by early December 2020.
At its 30 July 2020 meeting, council endorsed the Ipswich Central Redevelopment Retail and Commercial Property Strategy as adopted by the Interim Administrator at council’s Ordinary Meeting of 28 October 2019. A previously approved Tender Consideration Plan will enable Hutchinson Builders as the existing head contractor for the Civic Project to undertake the delivery of the retail project as a variation.
This report and its recommendations are consistent with the following legislative provisions:
Local Government Act 2009
Local Government Regulation 2012
As reported last month, risks to the project from Covid-19 are currently being managed with Hutchinson Builders continuing their construction activities largely unabated through the restriction period. The timeline for delivery of the retail redevelopment is dependent on the on the lease execution by a key anchor tenant. The resulting impact on the retail program is that the associated works would not be completed until approximately 30 June 2021 (excludes a tenant fit-out period of up to three months) if Hutchinson Builders were to commence in early August 2020.
The current budget for the CBD’s redevelopment (including the retail project but excluding associated incentives) is $239.1M. At the time of writing, final project expenditure is forecast to meet project budget.
No consultation was undertaken in the preparation of this report.
Overall the work program remains on budget and on time. Commencement of the retail redevelopment is dependent on attainment of an executed lease with a key tenant.
|
1. |
Executive Report ⇩ |
Greg Thomas
Project Manager
I concur with the recommendations contained in this report.
Sean Madigan
General Manager - Coordination and Performance
“Together, we proudly enhance the quality of life for our community”
|
Ipswich Central Redevelopment Committee Meeting Agenda |
21 July 2020 |
ITEM: 2
SUBJECT: Ipswich Central Retail Leasing Report - June 2020
AUTHOR: Project Manager
DATE: 25 June 2020
This is a report concerning the status of the leasing program for the retail component of the Ipswich Central Redevelopment.
That the report be received and the contents noted.
Ranbury Property Services Pty Ltd
Councillor Fechner may have a potential conflict of interest in relation to this matter.
Councillor Madsen may have a potential conflict of interest in relation to this matter.
Strengthening our local economy and building prosperity
The purpose of this report is to provide an update on the status of the retail leasing program and associated issues for the Ipswich Central Redevelopment.
As at 30 June 2020, eight Heads of Agreement’s (HOA – Memorandum of Understandings) with interested parties have been endorsed. These eight HOAs combined equate to 18.6% of the total retail tenancies but more importantly 36.7% of the precinct’s GLA (approximately 32% of the targeted gross rent).
As is typical in the retail leasing market, there is an expectation from potential lessees that landlords offer an incentive to obtain an executed lease. Incentives may take a number of forms, including but not limited to cash contributions, rental abatements and rent-free periods. Within retail developments, cash contributions (also referred to as capital incentives) which are often sought for and applied prior to the opening of the tenancy, tend to be the most common form of incentive whilst rental abatements and rent-free periods are more commonly found in commercial office leasing. Potential retail lessees seek cash contributions primarily due to the cost of fitting out retail shops, which are often bespoke to each retailer and can be quite expensive. This is particularly so with respect to cafes and restaurants. Office fit-outs however are usually cheaper and homogenous, meaning that tenants often seek the option of obtaining a lower rent or rent free period over a cash contribution.
It is noted that due to the ongoing impact of COVID-19 and the associated reduction in consumer spending, retail tenants have of late begun requesting rental rebates which reflect a certain percentage of their gross sales. For example, if a retailer’s sales fall to a level which is below their original expectation, their rental will be reduced in proportion with their decrease in sales. It is expected that this form of incentive will become a standard request as we move firmly into a lessee’s market.
Across the Ipswich Central precinct, there is in excess of 6,000 m2 of commercial space owned or leased by council which is available for lease/sub-lease. This commercial space is largely in the following three assets, 143 Brisbane Street, 2 Bell Street and Level 2 of the new council administration building. Upon the occupation of the new administration building, 143 Brisbane Street will largely be vacant with the exception of Level 3 which will continue to be occupied by the Safe City team. Council is proposing to undertake a procurement process in the coming months to appoint a commercial leasing agent(s) for the purpose of identifying prospective commercial tenants for these tenancies. Occupation of these commercial leases with both assist in activating the precinct and providing council with a commercial return.
The Terms of Reference for the Retail Sub-project Steering Committee (RSPSC) form part of a companion paper to the July 2020 Ipswich Central Redevelopment Committee (ICRC). It is proposed that the RSCPC will report monthly to the ICRC on the strategic direction for the planning, development and delivery of the precinct’s retail and commercial assets as well as the status of the retail and commercial leasing agenda.
This report and its recommendations are consistent with the following legislative provisions:
Local Government Act 2009
Local Government Regulation 2012
The retail leasing program continues to face a number of significant risks in achieving the goal of a rejuvenated precinct including but not limited to the residual impacts of COVID-19, the speed with which the retail market rebounds, the appetite of potential lessees to the precinct opportunity and the attractiveness of the offer from the lessor (council).
At an individual tenancy level, it is important that that negotiations on HOAs and their subsequent conversion into legally binding Agreements for Lease/Leases are concluded as soon as possible.
The short-term commercial success of the retail precinct is largely dependent on the success of the leasing team identifying, attracting and securing a commercially viable tenancy mix.
Medium to long-term commercial success relies on a comprehensive activation and management strategy to support occupiers and repeatedly draw consumers back to a revitalised CBD. Underpinning the leasing agent’s activities is a detailed leasing schedule and supporting leasing budget. This budget identifies by tenancy, targeted gross rents and forecast capital incentives (refer Confidential Attachment 1).
The contents of this report did not require any community consultation.
At this stage of the CBD’s retail redevelopment, the retail leasing program has progressed well given the project’s history and most recently the impacts of COVID-19. There is a requirement for the project to engage a commercial leasing agent(s) to progress the opportunities associated with council’s commercial office space within the precinct.
|
|
CONFIDENTIAL |
|
1. |
Greg Thomas
Project Manager
I concur with the recommendations contained in this report.
Sean Madigan
General Manager - Coordination and Performance
“Together, we proudly enhance the quality of life for our community”
|
Ipswich Central Redevelopment Committee Meeting Agenda |
21 July 2020 |
ITEM: 3
SUBJECT: Retail Sub-Project Steering Committee - Terms of Reference
AUTHOR: Project Manager
DATE: 25 June 2020
Executive Summary
This is a report concerning the proposed establishment of a Retail Sub-project Steering Committee (RSPSC) to support the recently established Ipswich Central Redevelopment Committee (ICRC) in delivering the CBD project. Given the size and scope of the Ipswich Central Redevelopment Project, Council requires an effective governance framework to manage the project’s direction and risks. The RSPSC will support Council in its delivery of the CBD’s redevelopment.
Recommendation/s
A. That Council establish the Retail Sub-project Steering Committee.
B. That
James Hepburn be appointed as Chairperson of the Retail Sub-project Steering
Committee.
C. That the Terms of Reference for the Retail Sub-project Steering Committee as detailed in Attachment 3 be adopted.
RELATED PARTIES
Ranbury Property Services
Councillor Fechner may have a potential conflict of interest in relation to this matter.
Councillor Madsen may have a potential conflict of interest in relation to this matter.
Advance Ipswich Theme
Strengthening our local economy and building prosperity
Purpose of Report/Background
Council is currently expending significant funds to redevelop Ipswich’s CBD including the construction of a new Council administration building, library, civic space as well as the redevelopment of various retail and commercial assets within the precinct. The ICRC was established as a standing committee at Council’s Ordinary meeting of 26 May 2020 (refer Attachment 1) to establish an appropriate and effective governance structure to oversee and manage the CBD redevelopment within the constraints of the approved budget to achieve the project’s goal of an activated and commercially successful CBD (refer Attachment 2 for Terms of Reference).
The proposed sub-committee is to provide strategic direction to the ICRC and Council in relation to the redevelopment and the future operations and management of its retail and commercial CBD assets. The RSPSC will report to, be accountable to and take direction from the ICRC. Council has engaged an experienced retail and commercial property expert, James Hepburn, who is proposed to be appointed as the RSPSC’s independent Chairperson.
The draft Terms of Reference (refer Attachment 3) detail the RSPSC’s purpose, authority, responsibilities and governance processes, specifically to:
· Provide oversight to all aspects of the project delivery of the retail and commercial assets including tenancy agreements and divestment strategies;
· Manage the project within the approved project budget and time frame;
· Ensure appropriate reporting and reviews to provide confidence to the ICRC that the redevelopment’s retail and commercial goals will be achieved; and
· Identify and manage strategic and operational program risks.
The RSPSC will report to the ICRC on a monthly basis.
Legal/Policy Basis
This report and its recommendations are consistent with the following legislative provisions:
Local Government Act 2009
Local Government Regulation 2012
RISK MANAGEMENT IMPLICATIONS
Significant financial and reputational risks exist for Council with the Ipswich Central Redevelopment Project. A governance framework based around a standing committee of Council supported by the RSPSC with an appropriately qualified and experienced independent Chairperson, will act as an effective control measure for the management of the project’s risks.
Financial/RESOURCE IMPLICATIONS
There are no specific financial implications associated with the proposed establishment of the RSPSC.
COMMUNITY and OTHER CONSULTATION
There has been no community consultation in relation to this report.
Conclusion
It is recommended Council establish the Retail Sub-project Steering Committee and endorse the appointment of an independent Chairperson and its Terms of Reference to ensure that with the existing standing committee, an appropriate governance structure is in place for the Ipswich Central Redevelopment Project that will enable Council to effectively manage both the retail project’s direction and its risks.
Attachments and Confidential Background Papers
|
1. |
Establishment of Ipswich Central Redevelopment Standing
Committee ⇩ |
|
2. |
Terms of Reference Ipswich Central Redevelopment Standing
Committee ⇩ |
|
3. |
Terms of Reference Ipswich Central Retail Sub-project
Steering Committee ⇩ |
Greg Thomas
Project Manager
I concur with the recommendations contained in this report.
Sean Madigan
General Manager - Coordination and Performance
“Together, we proudly enhance the quality of life for our community”
|
Ipswich Central Redevelopment Committee Meeting Agenda |
21 July 2020 |
Doc ID No: A6319551
ITEM: 4
SUBJECT: Ipswich Central - Strategic Considerations Precinct Management and Operations
AUTHOR: Project Manager
DATE: 25 June 2020
This is a report concerning the strategic considerations being undertaken for the future management and operations of the Ipswich Central precinct post the completion of associated construction and refurbishment activities.
That the report be received and the contents noted.
Councillor Fechner may have a potential conflict of interest in relation to this matter.
Councillor Madsen may have a potential conflict of interest in relation to this matter.
Strengthening our local economy and building prosperity
As Council begins the transition from being the developer of the CBD precinct to the landlord of numerous retail and commercial tenancies within an urban city centre environment, it must make preparations that will enable the effective management and activation of Nicholas Street precinct and the Civic Space for its community, tenants and visitors alike.
A number of Council departments are in dialogue with the team responsible for the CBD’s redevelopment regarding the day to day management of both the operational and capital budgets as well as the human resources required for the effective future management and operation of the precinct. This has primarily involved Council teams associated with the following key activities: property services, maintenance, transport planning including car parking, security, communication and media, marketing and events and place management.
As a result of these discussions, the potential for additional resourcing has been identified, with specific focus in two areas:
1. Completion of the redevelopment and tenant handover activities; and
2. Precinct management and operation including tenancy management.
It is acknowledged that in some cases, the required skillsets are not currently available within Council. Consideration is currently being given to the project delivery team having additional support to establish strategies for the management arrangements for the CBD precinct’s future operations. Once these strategies are established and provide clarity around the model for the future management and operation of the precinct, it is proposed that the Ipswich Central Redevelopment Committee will be provided with recommendations regarding future management options for the precinct.
Due to the highly specialised nature and criticality of the required roles, it is considered likely that these resources will be subject to an external procurement process involving national property consultancies. Given the effort and timeline required to establish a new centre management function, the goal is to ensure this capability is in place several months prior to the opening of the retail precinct. Due to the lead time associated with such a procurement exercise, the goal is to have the proposed management strategies presented to Council for review and adoption at Council’s October 2020 meeting. This would then enable the precinct management team to commence operations around March 2021, some three months prior to the scheduled retail opening.
As the CBD precinct takes shape, and its future function and capabilities become clearer, new challenges and previously unforseen issues continue to arise. As an example, Council’s planning policy constrains the flexibility to utilise the differing audio-visual media outlets proposed for the redevelopment to their full commercial potential. Through the proposed facade projection, LED lighting, large screens and pedestrian focused digital screens/way finding totems, the precinct has an enviable opportunity to promote the Ipswich Central precinct, its related brands and wider Ipswich events and issues. However, the current restriction on advertising local and/or national brands which have no connection to the precinct negates commercial revenue opportunities which could assist in partially funding the precinct’s ongoing operations and event activation programs. Such issues need to be considered in the context of the advice received from Council’s Development Planning Branch that similar advertising arrangements have been refused under Council’s current advertising laws and policies and that this position has been defended in Planning and Environment Court appeals against the uniqueness of Council’s ownership and future management and operation of a CBD precinct.
This report and its recommendations are consistent with the following legislative provisions:
Local Government Act 2009
Local Government Regulation 2012
Due to the size of the Ipswich Central precinct and the number of retail tenancies, significant risks exist for Council regarding the precinct’s future management, operations and its financial viability should Council’s strategies and goals for the precinct moving forward not be supported by appropriately resourced and skilled centre management team.
The costs to establish an ongoing precinct management function are currently being identified. In addition, the impacts of Covid-19 on Council’s retail leasing strategy, budgeted rents and tenant incentives are also being updated.
To better understand the precinct’s financial implications on Council, it is proposed that a valuation of the precinct’s assets be undertaken as soon as possible and then on a recurring half-yearly basis. It is anticipated that a half yearly valuation will be expected as part of future audit requirement. The resulting valuations will better inform Council’s decision making.
No community consultation was undertaken in the preparation of this report.
Consultation has occurred with Council’s Planning and Regulatory Services Department in the preparation of this report.
Given the progress of the redevelopment, Council needs to consider its options for procuring and establishing a capable precinct management team by March 2021 at the latest for the mid 2021 retail opening.
Greg Thomas
Project Manager
I concur with the recommendations contained in this report.
Sean Madigan
General Manager - Coordination and Performance
“Together, we proudly enhance the quality of life for our community”
|
Ipswich Central Redevelopment Committee Meeting Agenda |
21 July 2020 |
ITEM: 5
SUBJECT: Ipswich Central - visioning and placemaking
AUTHOR: Project Manager - Ipswich Central
DATE: 6 July 2020
This is a report concerning the visioning and placemaking undertaken by Co-Design Studio as a part of the collaborative city making approach for Ipswich Central.
The Ipswich Central CoDesign Studio visioning and placemaking report was delivered in February 2020 following stakeholder engagement with community, business and internal stakeholders.
The Visioning and Placemaking Report sets out a strategic approach to the priority precincts within Ipswich Central and leverages the work already underway in the City Centre Core (Nicholas Street Precinct redevelopment).
It identifies each precinct, the priorities and the catalyst projects that support the revitalisation of the entire Ipswich Central area.
A. That the Ipswich Central - Visioning and Placemaking report be received and the contents noted.
B. That a report summarising the resourcing, governance and budget required to implement the recommendations of the Ipswich Central - Visioning and Placemaking report, with alignment to the previously received Nicholas Street Place Activation Plan, be presented to a future meeting of the Ipswich Central Redevelopment Committee.
Strengthening our local economy and building prosperity
Since the release of the Ipswich Regional Centre Strategy (2009), the City of Ipswich, and the community have experienced economic and political challenges that have meant the realisation of major catalyst projects has been slower than expected. The relationship between Council and community has suffered and investor interest has slowed, however, community sense of pride in Ipswich remains.
Ipswich Central is a geographical area of approximately 740 hectares located in the centre of Ipswich. It extends from Ipswich Girls’ Grammar in the east, Limestone and Queens Park, across to Ipswich Showgrounds and the University of Southern Queensland, along to the industrial area of West Ipswich, over the river to the North Ipswich Railyards, North Ipswich Reserve and includes the private schools of Ipswich Boys Grammar, St Mary’s and St Edmunds.
The Visioning and Placemaking Report (Attachment 1) provided council the ability to update work previously undertaken. It also considered the early consultation of the Ipswich Planning Scheme and other relevant programs, plans and strategies that support the Ipswich Central area.
The purpose of this process undertaken was to inform the Visioning and Placemaking Report and to deliver recommendations that supported the creation of an early shared vision for Ipswich Central. It outlined a strategic approach which was based on stakeholder and community expectations and leveraged investment in the Nicholas Street Precinct redevelopment. Community consultation is outlined in the ‘Community and Other Consultation’ section of this report.
The Visioning and Placemaking report analysed and re-confirmed the relevance of the nine previously identified precincts in Ipswich Central that were outlined in the Ipswich Central Master Plan Review (Attachment 2), which provided a contemporary update to previously outlined priorities.
Stakeholder engagement, research and data analysis was utilised to inform the next steps. The Visioning and Placemaking Report recommends a strategic and collaborative approach to the revitalization of Ipswich Central and includes three (3) key steps and five (5) strategies to support implementation as outlined below:
Key steps
1. Define a shared vision
2. Develop an Ipswich Central Open Space Strategy
3. Develop Precinct Plans for Catalyst Areas
a. Ipswich Centre Core (Nicholas Street Precinct redevelopment)
b. Top of Town
c. The Terrace
Strategies
· Maximise the investment on infrastructure projects
· Use grants or dedicated budget to seed local citizen action
· Establish Precinct Working Groups
· Review red tape barriers
· Adopt a transparent place-governance approach
The information gathered through this process reflects stakeholder aspirations, considers early activation, investor attraction, community and business strengthening activities and partnered funding models.
The three precincts identified for short term action are prioritised as they will have a higher level of impact because they can build on momentum, contribute in rebuilding community relationships, generate interest from private sector investment and ultimately create a destination that will attract locals and visitors. The precinct plans would be supported by an overall vision and an Ipswich Central Open Place Strategy.
Working with a Precinct Plan model in Ipswich Central allows for quicker action and the opportunity to influence long term place change, while building relationships with local business, land owners and the community.
This report and its recommendations are consistent with the following legislative provisions:
Local Government Act 2009
Implementing a Precinct/Activation plan for the whole of Ipswich Central is an enormous task. By using the Precinct approach we can start with the priority precincts and ensure they are working successfully before expansion takes place. This will reduce the amount of risk, resources and investment from council.
By not taking on board the precinct approach as outlined, demonstrates to the community that council sees each area in Ipswich Central as the same, even though through the consultation it is evident that each of these areas have individual identities and priorities and should be treated in that way.
The Visioning and Placemaking Report and the recommendations are unbudgeted, however the Nicholas Street Place Precinct Activation Plan (City Centre Core) has been completed and further research is underway in relation to resourcing and budget for implementation.
Resourcing and governance for the rest of Ipswich Central needs to be further investigated to understand council and departmental priorities.
In November 2019 an invitation was sent to the Business Ipswich database (approx. 400) inviting stakeholders to attend two external workshops in early December. Ipswich First published a story, inviting the community to be part of these workshops.
The workshops were two hours in length, were interactive and facilitated by Co-Design Studio with the assistance of Vee Design, after business hours. The participants in the workshop represented a broad cross section of demographics, including youth, business owners, retirees, and community members.
In addition to the external workshops, the questions were replicated on the Shape your Ipswich platform and allowed people who could not attend in person to be part of the engagement. The workshops were promoted to registered users of Shape your Ipswich through their newsletter and the community engagement remained open until the end of January 2020.
The two workshops had 32 people in total with an additional 50 responses on Shape your Ipswich.
On 31 January 2020 Co-Design Studio and Vee Design held an internal workshop with approximately 35 people from across Council including Section Managers, Branch Managers, General Managers and subject matter experts. The same exercise was undertaken with internal staff as what was taken with external participants, with an additional section on implementation and roles and responsibilities.
To further inform the report, Neighbourlytics was used to compare and contrast Ipswich Central, Springfield and Ripley. It provided a summary of data within each neighbourhood and then an analysis was undertaken into the social chatter and geotagging in each of the areas. Profile ID added an additional layer of economic data and ABS was also used to inform aspects of the user profiles in the report.
Additional reference documents outlined on page 6 of attachment 1 were used by Co-Design Studio to help give background on different assets around Ipswich Central.
The Ipswich Central - Vision and Placemaking Report recommends three key steps that will provide a clear way forward for Ipswich Central.
The recommendations aim to prioritise key precincts in Ipswich Central, strengthen stakeholder relationships and support catalyst projects.
This approach relies on resources and budget for implementation, which it is recommended should be assessed and reported back to the Ipswich Central Redevelopment Committee for consideration.
|
1. |
Ipswich Central CoDesign Studio visioning and placemaking
report February 2020 ⇩ |
|
2. |
Ipswich Central Master Plan review Urbis May 2019 ⇩ |
Erin Marchant
Project Manager - Ipswich Central
I concur with the recommendations contained in this report.
Ben Pole
General Manager - Community, Cultural and Economic Development
I concur with the recommendations contained in this report.
Sean Madigan
General Manager - Coordination and Performance
“Together, we proudly enhance the quality of life for our community”
|
Ipswich Central Redevelopment Committee Meeting Agenda |
21 July 2020 |
ITEM: 6
SUBJECT: Nicholas Street Redevelopment Communications and Engagement Plan
AUTHOR: Engagement Manager
DATE: 7 July 2020
Executive Summary
This is a report concerning the Nicholas Street redevelopment and the communications and engagement activity planned for the precinct during the remainder of stage one of the construction phase (due for completion in December 2020).
This plan, as requested at the June Ipswich Central Redevelopment Committee meeting, focuses on engaging with relevant stakeholders and the wider community to ensure that information about the project is delivered in a clear and timely manner, and that, where relevant, engagement opportunities are explored.
Recommendation/s
That Council support the proposed Communications and Engagement plan, to be implemented between now and December 2020.
RELATED PARTIES
There are no known conflicts of interest
Advance Ipswich Theme
Strengthening our local economy and building prosperity
Purpose of Report/Background
Nicholas Street Engagement Plan
1. Introduction:
As Council’s largest infrastructure project, the impact of the Nicholas Street redevelopment on stakeholders and the community needs to be adequately addressed through a clear, concise and timely engagement and communications strategy. Stakeholders and the community should be kept informed on the project – progress, outcomes, and objectives – while maintaining strict commercial-in-confidence standards pertaining to leasing matters.
The proposed plan encompasses all stakeholders and delivers ongoing insights into and details about the project with the goal of increasing community trust in and excitement about the precinct.
2. Scope:
Engagement is key to any redevelopment, so to ensure Council undertakes genuine engagement there are several key activities that need to be considered:
1. Creation of a master database of all businesses, managers, landlords and property owners and residents in the Ipswich Central area to communicate and keep them updated about the redevelopment of the area.
2. Utilising the engagement platform (www.shapeyouripswich.com.au) as a two-way communication tool that acts as one central location where the community can go to find out the information they require and for us to be able to post updates and send emails.
3. Utilising Council’s five Community Reference Groups, where relevant.
4. Having information available through multiple channels including website, social media, newsletters and media stories.
5. Collaborating with contractors (Ranbury, Hutchinson Builders and JMac) to provide critical information for the community in a timely and concise manner on the project/s currently underway.
6. Communicating with ICC stakeholders to ensure messaging around the Nicholas Street Precinct is consistent.
The scope of works needs to include what people will expect to see, how this may affect them, what they need to be aware of and how this may impact on a stakeholder’s business or property in the short-term. We want to keep everyone informed of the activities that are coming up, but also let them know where to go and who to contact if they have any issues.
Overall Council needs to bring the community on the journey and include them, where relevant and possible, in decision-making activities.
|
Negotiable Elements of Engagement |
Non-negotiable elements of Engagement |
|
How we communicate with them (what are their preferred channels) |
What we communicate to them (every engagement is different and each project needs to be treated as such) |
|
How often we communicate with them (weekly/fortnightly/monthly) |
Project delivery and timelines (these cannot be changed based on feedback from engagement activities) |
|
How to best gather information and connect with the people it affects (reaching stakeholders) |
Any commercial-in-confidence matters cannot be communicated |
3. Stakeholders
Please note the following list of stakeholders is a living document that is regularly updated.
|
Stakeholder Group |
Role/Connection |
Level of Interest |
Level of Impact |
|
Ipswich City Council |
Communication and Engagement |
High |
High |
|
|
Marketing |
Medium |
High |
|
|
Coordination and Performance |
High |
High |
|
|
Major Projects |
High |
High |
|
|
Infrastructure Strategy |
Medium |
Medium |
|
|
Planning |
Medium |
High |
|
|
Finance |
Medium |
High |
|
|
OED |
High |
High |
|
|
Destination Development |
Medium |
High |
|
|
City Events |
High |
High |
|
|
Sport and Recreation |
Medium |
Medium |
|
|
Mayor |
High |
High |
|
|
CEO |
High |
High |
|
|
Ipswich Central Redevelopment Committee |
High |
High |
|
|
Deputy Mayor and Divisional Councillor |
High |
High |
|
|
Other Councillors |
High |
Medium |
|
Ms Jennifer Howard MP |
Local Member for Ipswich |
Medium |
Medium |
|
Mr Jim Madden MP |
Local Member for Ipswich West |
Medium |
Medium |
|
Mr Lance McCallum |
Local Member for Bundamba |
Medium |
Medium |
|
Hon Sterling Hinchliffe |
Minister for DLGRMA |
Low |
Low |
|
Hon. Shayne Neumann |
Federal Member for Blair |
Low |
Low |
|
Ipswich Chamber of Commerce & Industry |
Phillip Bell The Ipswich Chamber of Commerce & Industry is an independent, apolitical organisation, committed to working with all levels of government to support and strengthen the Ipswich business community. |
Medium |
Medium |
|
Springfield Chamber of Commerce |
Neil Copeland The Springfield Chamber of Commerce & Industry is an independent, apolitical organisation, committed to working with all levels of government to support and strengthen the Ipswich business community. |
Medium |
Low |
|
Community Reference Group (CRG) – Economic Development and Governance |
This is a group that members had to nominate to be part of and we use them as an advisory group. |
Medium |
Medium |
|
Tenants in the impact zone in Nicholas Street |
12 |
High |
Medium |
|
Building owners/landlords in Nicholas Street |
4 |
High |
Low |
|
Tenants in Ipswich Central |
These are the people who usually own the businesses, they can sometimes also be the landlords. This should include the Top of Town. |
High |
Low |
|
Business Managers in Ipswich Central |
These are the people who operate the businesses on a daily basis. They can sometimes be the same as the business owner. |
Medium |
Medium |
|
Building owners/Landlords in Ipswich Central |
These are the people or groups that own the buildings that the tenants would have a lease with. |
Medium |
Low |
|
Ranbury Project and Leasing team |
The Project Managers and leasing agents for the Nicholas Street redevelopment. |
High |
High |
|
Zonta |
Local women’s organisation – potentially could use the space for future functions and events |
Medium |
Low |
|
Mens Shed – Ipswich |
Local men’s organisation – potentially could use the new space for functions and events |
Medium |
Low |
|
Ipswich Women in Business |
A place for Ipswich Women in Business who are passionate about what they do and where they live to connect with one another. |
Low |
Low |
|
Rotary Club Ipswich |
A local community group that includes some of Ipswich’s business community. |
Low |
Low |
|
Lions Club Ipswich |
A local group that supports the Ipswich community. |
Low |
Low |
|
University of Southern Queensland |
The local university that has campuses in Ipswich, Springfield and Toowoomba. |
Medium |
Low |
|
Private Schools – Ipswich Central |
There are four main private schools in the Ipswich Central area: IGGS, IGS, St Mary’s and St Edmund’s. |
Medium |
Low |
|
Public Schools – Ipswich Central |
State Schools in the Ipswich Central area |
Low |
Low |
|
Sport and Recreation organisations – Ipswich Central |
Any sport or recreation club in the Ipswich Central area. |
Medium |
Low |
|
Community Groups – Ipswich Central |
Any non-profit or community based organisation that is based in Ipswich Central or has an interest in been involved in the master plan. |
High |
Medium |
|
General community |
All other community members that want to be know about what is happening in Ipswich Central |
Medium |
Low |
4. Engagement Purpose
Council’s objective for the communications and engagement strategy is to keep stakeholders and the wider community up-to-date and excited about the Nicholas Street redevelopment. It also looks to expand Council’s current communication and engagement to a wider audience by working with industry and other media publications to reach potential investors, tenants and visitorsTargeted engagement activities will be undertaken to provide clear and concise information on the progress of the Nicholas Street redevelopment to traders, building owners and local businesses located in the surrounding precincts, and also to seek feedback on specific elements, where appropriate.
Below is an overview of the purpose of this communications and engagement.
|
Inform |
To provide the public with balanced and objective information to assist them in understanding the problems, alternatives and/or solutions. |
Accessibility of information for all community members.
Diversity of information through delivery modes.
Stakeholder awareness. |
|
Consult |
To inform the stakeholders about the project and the how they can engage.
To ensure that a significant proportion of the stakeholders are reached and able to access the information.
To create stakeholder satisfaction with the information process. |
Reach - number of key stakeholder groups and community target groups who responded.
Accessibility of information for all community members.
Diversity of information through delivery modes.
Stakeholder awareness of engagement. |
|
|
To understand the views of stakeholders |
Reach – number of key stakeholders or stakeholder groups
Representation – adequacy and diversity of representation across the target groups. |
|
To improve the public awareness of the Ipswich Central project |
To create an opportunity to improve the understanding of the project by engaging. |
Line of sight from engagement output and the plans. |
5. Level of Influence
The IAP2 Spectrum is a proprietary tool is used to clarify the level of engagement with decision makers. This plan will aim to inform and consult.
6. Communications & Engagement Activity
Following is an overview of the communications and engagement activity planned between now and December 2020, in support of the Engagement Plan noted above. Note that all activity has been designed to either inform and/or consult with key stakeholders.
Please note that each week, the following activity, as a bare minimum, is undertaken by Council’s Nicholas Street redevelopment Engagement Officer:
- Stakeholder updates each week – creation of project update doc
- ICC attendance at weekly Hutchinson Builders construction updates.
- Weekly updates and images provided to Ipswich First for publication.
JULY 2020
Weekly communications and engagement deliverables
- As per the list of activities noted above
Targeted communications activity
- Media releases to key industry publications – project updates
- Media releases to local and metro media – project updates
- Anchor tenant announcement TBC (likely August)
- Topping out ceremony
Targeted engagement activity
- Finalisation of stakeholder mapping
- Site tours conducted for key stakeholders
- Communications and engagement workshop to be held with the Mayor and Councillors to further refine the engagement plan and the place making strategy
- Ipswich Central Business Briefing - new format to be explored
AUGUST 2020
Weekly communications and engagement deliverables
- As per the list of activities noted above
Targeted communications activity
- Implementation of a paid social media program to promote the progress of the redevelopment
- Media releases to key industry publications – project updates
- Media releases to local and metro media – project updates
- Anchor tenant announcement TBC
- Supporting tenant announcements TBC
- Site tours offered to metro and local media
- Precinct “stage one” launch activation communications plan to be finalised
Targeted engagement activity
- Site tours conducted for key stakeholders
- Engagement with key stakeholders re the draft activation plan (currently being designed), which could include:
o Feedback from all Community Reference Groups via their closed group on Shape your Ipswich
o The utilisation of Shape your Ipswich as a platform to seek engagement from the community and key stakeholders
- ICC Community Crew “pop-up” at key community events or key locations (depending on COVID-19 restrictions) – details to come
- Creation of a “display office / window” for the community to view – plus media support
SEPTEMBER 2020
Weekly communications and engagement deliverables
- As per the list of activities noted above
Targeted communications activity
- Redesign of existing signage and hoarding in the precinct
- Media releases to key industry publications – project updates
- Media releases to local and metro media – project updates
- Supporting tenant announcements TBC
- Paid advertising to commence in industry publications
- Precinct “stage one” launch activation communications plan rolled out – countdown focus
- Precinct tenant announcements associated with private landlords (which will positively promote the entire precinct) organised in conjunction with building owners
- Possible billboard / bus stop execution targeting areas outside of Ipswich Central
- Promotion of the “display office / window” for the community to view
- Support of the Brisbane Street Arts Festival – Icon Alley
Targeted engagement activity
- Site tours conducted for key stakeholders
- Ipswich Central Business Briefing (Sept / Oct TBC)
- ICC Community Crew “pop-up” at key community events or key locations (depending on COVID-19 restrictions) – details to come
- Roundtable workshops with key stakeholders to present and explore the activation plan
- Redesign and launch of Nicholas Street website to be more community and customer-specific
- Explore retail marketing / trader support activities
- Site tours offered to metro and local media
OCTOBER 2020
Weekly communications and engagement deliverables
- As per the list of activities noted above
Targeted communications activity
- New informational and directional signage installed following finalisation of new parking policy and procedures
- Social media campaign (paid) in support of the opening of the library and civic plaza (completion, countdown to opening messaging)
- Updates to industry publications (property, construction, design, investment, retail, hospitality) and paid advertising to promote the project to a wider audience
- Media releases to local and metro media – completion of library and civic plaza
- Precinct “stage one” launch activation communications plan rolled out – countdown
- Possible billboard / bus stop execution targeting areas outside of Ipswich Central
- Promotion of the “display office / window” for the community to view
- Precinct tenant announcements associated with private landlords (which will positively promote the entire precinct) organised in conjunction with building owners
- Media support for the opening of the lifts and car park
Targeted engagement activity
- Site tours conducted for key stakeholders
- Ipswich Central Business Briefing (Sept / Oct TBC)
- ICC Community Crew “pop-up” at key community events or key locations (depending on COVID-19 restrictions) – details to come
- Explore retail marketing / trader support activities (depending on COVID-19 restrictions) – details to come
- Site tours offered to metro and local media
- Utilise Shape your Ipswich to discover what channels people use and how often they would like to be engaged
NOVEMBER 2020
Weekly communications and engagement deliverables
- As per the list of activities noted above
Targeted communications activity
- Social media campaign (paid) – library and civic plaza opening
- Precinct “stage one” launch activation communications plan rolled out – countdown
- Updates to industry publications (property, construction, design, investment, retail, hospitality) and paid advertising to promote the project to a wider audience
- Media releases to local and metro media – completion of library and civic plaza
- Possible billboard / bus stop execution targeting areas outside of Ipswich Central
- Promotion of the “display office / window” for the community to view
- Explore radio station partnership to support launch activation
- Precinct tenant announcements associated with private landlords (which will positively promote the entire precinct) organised in conjunction with building owners
Targeted engagement activity
- “Promotion” – site tour for locals through a media and social media campaign (Be the first to tour the new Nicholas Street)
- Invite key business leaders and stakeholders to attend a special tour and sneak peek opportunity
- ICC Community Crew “pop-up” at key community events or key locations (depending on COVID-19 restrictions) – details to come
- Site tours offered to metro and local media
- Explore retail marketing / trader support activities (depending on COVID-19 restrictions)
o Eg Christmas VIP event (following the success of last year’s event)
DECEMBER 2020
Weekly communications and engagement deliverables
- As per the list of activities noted above
Targeted communications activity
- Social media campaign (paid) to support activation strategy and launch event
- Updates to industry publications (property, construction, design, investment, retail, hospitality) and paid advertising to promote the project to a wider audience
- Media releases to local and metro media – completion of library and civic plaza and launch activations / events
- Radio campaign in support of the launch
- Precinct tenant announcements associated with private landlords (which will positively promote the entire precinct) organised in conjunction with building owners
Targeted engagement activity
- Launch event / activation
- Site tours offered to metro and local media
- Explore retail marketing / trader support activities (depending on COVID-19 restrictions)
- Retail marketing / trader support activities (depending on COVID-19 restrictions)
o Eg Support of Christmas
7. Evaluation Process
To guide the evaluation process of engagement, Ipswich City Council will review the effectiveness and appropriateness of the program, including the following elements:
1. Did the engagement activities adhere to the IAP2 core values?
2. Were the engagement activities appropriate for their purpose?
3. Did ICC collate the data required from engagement to make informed decisions?
Legal/Policy Basis
This report and its recommendations are consistent with the following legislative provisions:
Local Government Act 2009
RISK MANAGEMENT IMPLICATIONS
As follows is a summary of identified risks and recommended mitigation strategies.
|
Risk |
Mitigation |
|
Information is not communicated in a timely manner |
Engage with key stakeholders to find out how often (and how) they would like to be communicated with |
|
Information is not readily available |
Information will be available through multiple channels |
|
The information provided is not clear and concise and has too much planning speak. |
Information will be written to Grade 7 standard (Hemmingway app) |
|
Information does not meet the need of the end user |
Information will be written to Grade 7 standard (Hemmingway app) |
|
The community and stakeholders have not been taken on the journey and continue to feel disengaged and ill informed |
The engagement to date has been minimal. ICC will have to provide the opportunity for the community to be part of this process – ie increase consultation and communication |
|
The Ipswich community has a lack of trust around development, and may be less likely to engage |
Engaging with community, communicating often and asking for feedback will encourage them to be part of the journey and start rebuilding trust |
|
The risk of not communicating could bring about a continued lack of trust in both council and the redevelopment |
Engaging frequently and transparently through as many channels as possible is critical |
|
|
Ensure messages communicated accurately reflect the reality of the precinct and what it will deliver to the community |
|
|
Clear messaging to stakeholders about what has been decided, what hasn’t been decided, and therefore what can and cannot be influenced through feedback and engagement |
|
|
While Council cannot control these external factors, it can ensure it transparently communications these market conditions and what is being done to respond to them
|
|
Sharing tenant info too soon. While Council understands why the community and stakeholders are keen to learn who the new tenants will be (with some lease negotiations dragging on longer than anticipated), breaching confidentiality and releasing these details |
Council can only reveal this information when legally allowed |
Financial/RESOURCE IMPLICATIONS
The communications and engagement function is delivered as part of the Communications and Engagement branch, with support of several branches from CCED. This plan (between now and December 2020) can be delivered with existing staffing.
However, in order to deliver this plan, budget will be needed for the following deliverables (approximate figures noted – detailed budget to come following approval of the plan):
|
Deliverable |
Details |
Approx Budget |
|
New signage and hoarding |
For the entire precinct |
$35,000 |
|
Paid social media campaign |
Six months of activity |
$12,000 |
|
Paid advertising – trade, industry and metro media |
Quote for activity in 14 industry publications and media outlets ($2,800 average per campaign) |
$39,200 |
|
Billboard and bus shelters campaign |
Across the city (beyond Ipswich Central precinct) |
$15,000 |
|
Christmas VIP event for traders |
Event activation costs, promotional items etc |
$5,000 |
|
Additional activation for traders |
TBC – depending on COVID-19 restrictions |
$5,000 |
|
Catering and event costs for stakeholder workshops |
Venue hire, catering etc |
$1,500 |
|
Radio campaign – launch activity |
Countdown to opening event |
$5,000 |
|
Creation of collateral to be used at ICC Community Crew pop-up events |
Nicholas Street branded giveaways 2,500 units @ $2.50 each = $6,250 Flyers $1,000 Printed renders A0 size $80 each x 10 = $800 Pull up banners x 10 = $1,500 |
$9,550 |
|
Estimated total |
|
$127,250 |
Proposed total budget (six months pre-launch communications and engagement activity)
COMMUNITY and OTHER CONSULTATION
Please refer to the engagement plan above, with key stakeholders noted.
Conclusion
The Communication and Engagement branch looks forward to continuing its support of the Nicholas Street redevelopment through the implementation of this proposed plan.
Allison Grant
Engagement Manager
I concur with the recommendations contained in this report.
Sean Madigan
General Manager - Coordination and Performance
“Together, we proudly enhance the quality of life for our community”
