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Ipswich Central Redevelopment Committee — 2020-07-21
1. Ipswich Central Executive Report No 17 to 3 July 2020
Doc ID No: A6318741
ITEM: 1
SUBJECT: Ipswich Central Executive Report No 17 to 3 July 2020
AUTHOR: Project Manager
DATE: 25 June 2020
Executive Summary
This is a report concerning the June 2020 update on the Ipswich Central Program of Works.
Recommendation/s
That the report on the Ipswich Central Executive Report No 17 to 3 July 2020 be received and the contents noted.
RELATED PARTIES
Program Management Partner, Ranbury Management Group – for the Ipswich CBD Transformation Project.
Advance Ipswich Theme
Strengthening our local economy and building prosperity
Purpose of Report/Background
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.
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
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.
Financial/RESOURCE IMPLICATIONS
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.
COMMUNITY and OTHER CONSULTATION
No consultation was undertaken in the preparation of this report.
Conclusion
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.
Attachments and Confidential Background Papers
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 1 / Attachment 1.
Ipswich Central Redevelopment Committee
Meeting Agenda
21 July
2020
Mentions: Nicholas Street · Ipswich
2. Ipswich Central Retail Leasing Report - June 2020
Doc ID No: A6319318
ITEM: 2
SUBJECT: Ipswich Central Retail Leasing Report - June 2020
AUTHOR: Project Manager
DATE: 25 June 2020
Executive Summary
This is a report concerning the status of the leasing program for the retail component of the Ipswich Central Redevelopment.
Recommendation/s
That the report be received and the contents noted.
RELATED PARTIES
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.
Advance Ipswich Theme
Strengthening our local economy and building prosperity
Purpose of Report/Background
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 m 2 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.
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
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.
Financial/RESOURCE IMPLICATIONS
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).
COMMUNITY and OTHER CONSULTATION
The contents of this report did not require any community consultation.
Conclusion
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.
Attachments and Confidential Background Papers
CONFIDENTIAL
1.
Confidential Leasing 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
Mentions: Bell Street · Brisbane Street · Ipswich
3. Retail Sub-Project Steering Committee - Terms of Reference
Doc ID No: A6319106
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
Item 3 / Attachment 1.
Ipswich Central Redevelopment Committee
Meeting Agenda
21 July
2020
Item 3 / Attachment 2.
Ipswich Central Redevelopment Committee
Meeting Agenda
21 July
2020
Item 3 / Attachment 3.
Ipswich Central Redevelopment Committee
Meeting Agenda
21 July
2020
Mentions: Ipswich
4. Ipswich Central - Strategic Considerations Precinct Management and Operations
Doc ID No: A6319551
ITEM: 4
SUBJECT: Ipswich Central - Strategic Considerations Precinct Management and Operations
AUTHOR: Project Manager
DATE: 25 June 2020
Executive Summary
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/s
That the report be received and the contents noted.
RELATED PARTIES
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
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.
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
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.
Financial/RESOURCE IMPLICATIONS
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.
COMMUNITY and OTHER CONSULTATION
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.
Conclusion
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
Mentions: Nicholas Street · Ipswich
5. Ipswich Central - visioning and placemaking
Doc ID No: A6338507
ITEM: 5
SUBJECT: Ipswich Central - visioning and placemaking
AUTHOR: Project Manager - Ipswich Central
DATE: 6 July 2020
Executive Summary
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/s
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.
RELATED PARTIES
This policy relates to all internal council staff, the mayor and councillors.
There are no apparent conflicts of interest associated with this plan.
Advance Ipswich Theme
Strengthening our local economy and building prosperity
Purpose of Report/Background
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.
Legal/Policy Basis
This report and its recommendations are consistent with the following legislative provisions:
Local Government Act 2009
RISK MANAGEMENT IMPLICATIONS
Endorsing a report without budget and resourcing puts council at risk of not fulfilling the intent of the report. The risk is being mitigated by doing further investigations on the full cost and resources required to implement the plan.
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.
Financial/RESOURCE IMPLICATIONS
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.
COMMUNITY and OTHER CONSULTATION
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 repo
Mentions: Ipswich Central Open Place · Nicholas Street · Ipswich · West Ipswich · North Ipswich
6. Nicholas Street Redevelopment Communications and Engagement Plan
Doc ID No: A6345812
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 visitorsT
Mentions: Nicholas Street · Ipswich · Bundamba · Springfield
Source: Ipswich City Council meeting agenda (CC BY 4.0).