49 DEVELOPING A CITY TRANSPORT PLAN IN AN URBAN GROWTH AREA – LESSONS LEARNT FEATURE ARTICLE

An integrated local transport plan has recently been developed for the in . This paper outlines 26 key ‘lessons learnt’ from its production that can be used by others when preparing a strategic planning document. Nick Prasser Tony Dileo Introduction The City of Ipswich is located Principal Transport Planner Infrastructure Planning Manager to the west of and is Ipswich City Council, Queensland Ipswich City Council, Queensland Queensland’s first regional city. [email protected] [email protected] The current Ipswich population of 190,000 is forecast to more than Nick is an urban planner with 20 Tony Dileo holds a Bachelor of double over the coming decades. years of experience in the fields Engineering (Civil) and Masters of As a response to this growth, of transport system planning, Engineering Science (Civil) with Ipswich City Council has recently investment programming and over 25 years of experience in both developed a citywide transport management - most of which State and Local Government. He plan (branded as ‘iGO’). iGO has been in a high growth local has worked in the areas of traffic outlines Council’s aspirations to government environment. Nick operations, road safety, transport advance Ipswich’s transport system currently leads Ipswich City planning, road maintenance and to guide future transport Council’s transport planning team and asset management. Tony policy, resourcing and investment and was the project director and is currently the Infrastructure decision making processes. primary author of the recently Planning Manager at Ipswich City finalised City of Ipswich Transport Council where he leads a branch This paper outlines the ‘lessons Plan called ‘iGO’. of municipal professionals in the learnt’ through the development fields of transport, traffic, road of iGO. These lessons can readily pavement, drainage, open space be followed by others for the and facility planning at both the successful production of a strategic level and the project strategic planning document identification, specification and in a public sector organisation scoping level. (not just in a local government transport realm). Aspects include drivers, branding, scoping and DISCLAIMER: The views and opinions expressed in this paper are those of the authors, not necessarily Ipswich City Council. They do not form part of formal Council policy or corporate thinking. governance.

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Background “master-planned” communities The key outcomes of iGO are: at Springfield and Ripley with (1) Facilitating travel mode CITY OF IPSWICH a combined planned future choices The City of Ipswich (‘Ipswich’) population of 200,000 residents Reducing Ipswich resident’s is centrally located in the urban and 75,000 jobs. dependency on the car by growth region of South East facilitating competitive, Queensland (SEQ). To the north- The geographical position between attractive and sustainable travel east is Brisbane (the capital city the Brisbane and Ipswich CBDs has mode choices (particularly for of Queensland) and to the west similarities to that of the Sydney commuter trips) through the are the agricultural areas of the and Parramatta CBDs (refer Figure provision of quality transport Brisbane, Lockyer and Fassifern 1). In fact, some market analysts infrastructure and incentives/ Valleys. call Ipswich the “new Parramatta” disincentives. from a property development and The city is located on the Bremer demographic perspective. (2) Transport and land use and Brisbane Rivers and is integration positioned on the confluence of The future of Ipswich is bright Fostering the development three national highways (Warrego with many opportunities for of strong, compact and Highway, economic growth and community connected mixed use activity and ) and development. centres and complete a major railway line (which is communities. included in the SEQ passenger FIGURE 1 railway system). Ipswich is GEOGRAPHICAL COMPARISON (3) Culture Shift approximately a 40 minute drive BRISBANE & IPSWICH → SYDNEY & Clever new thinking and strong to/from the Brisbane Central PARAMATTA Business District (CBD) and a one hour drive to/from the northern beaches of the Gold Coast. Ipswich offers all the modern facilities and services of a progressive mid-sized city and is renowned for its architectural heritage (being first settled in 1820). The Australian Government operates a large Airforce and Army base in Ipswich (located at Amberley) that is considered Australia’s premier defence facility. Ipswich comprises an area of 1000km2 with a population of approximately 190,000 people and is one of the fastest growing local government areas in Australia. CITY OF IPSWICH TRANSPORT leadership to make sustainable It contains 42% of the SEQ’s PLAN (iGO) transport decisions. This industrial land stock, two regional Ipswich City Council has developed includes new ‘non-traditional’ ‘activity’ centres (at Ipswich the City of Ipswich Transport Plan attitudes such as: Central and Springfield Central) (branded as ‘iGO’) that outlines • Promoting travel behaviour and a number of sub-regional Council’s aspirations to advance change for certain trips; and district activity centres to Ipswich’s transport system and to • Taking a demand management provide employment opportunities guide future policy, resourcing and approach to car use, parking, for residents in the future. The investment decision making. road network performance and city also contains two large

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traffic congestion (not demand It outlines where and how Council The SEQRP also sets a future satisfaction); will devote its resources and population target for Ipswich in • Balancing the needs of all users policies over the coming decades which land use and infrastructure in the design and management to create the kind of Ipswich planning by Council and of roads; the community aspires to, and state agencies must align and how Ipswich can contribute to subsequently service. • The development and uptake sustainable growth in South of new transport related East Queensland with a focus iGO was developed based on the technology; on residential capacity and policy mechanisms and the city • Influencing institutional employment generators. The population target outlined in the frameworks (i.e. employee core development of Advance Ipswich SEQRP. work hours and locations); and involved extensive research and • Using innovation in regards gaining input from residents, to the cost, affordability, business operators and community funding and financing of new groups. infrastructure. Under the goal of “Managing Further information on iGO can be Growth and Delivering Key obtained from www.ipswich.qld. Infrastructure”, a key action of gov.au where the document can Advance Ipswich is to “develop be viewed and downloaded. and implement an integrated transport plan that provides a platform for enabling sustainable travel choices”. (2) (3) Connecting South East Regional Plan Queensland 2031 The South East Queensland Connecting South East Queensland Regional Plan (SEQRP) is the 2031 is the Queensland ’s urban Government’s transport policy growth management policy for the for the region. This document region. The main purpose of the predicts that the number of daily SEQ Regional Plan is to restrict the transport trips made by Ipswich growth of urban sprawl through residents will triple over the two key mechanisms: coming decades as a response to the SEQRP’s population target. Lessons Learnt • Establishment of the ‘Urban Whilst Connecting South East Footprint’ which is a regulatory DRIVERS Queensland 2031 sets the regional boundary to: Every good project needs a reason transport direction, iGO outlines - contain urban growth; to do it – a ‘driver’ - the ‘why’. more detailed local aspirations for - minimise speculation; Ipswich City Council developed the city’s transport future. - protect natural landscapes; and iGO based on the following project - retain rural areas with It would have been difficult to gain drivers: agricultural value. any form of project initiation and momentum, including obtaining In essence, no urban development necessary budget allocations will be approved outside the urban and securing organisational and footprint; and stakeholder ‘buy in’, without having these project drivers. • Promotion of higher density (1) Advance Ipswich mixed use living and infill Learning #1: Having a number Advance Ipswich is Ipswich City developments in designated of project ‘drivers’ (reasons for Council’s long term community areas called ‘Activity Centres’. doing the project) assisted with plan for the city’s future.

Engineering for Public Works | December 2016 52 obtaining project momentum everyone across Council now writing, marketing and stakeholder including necessary budget refers to the transport plan simply engagement expertise. This will allocations and securing as iGO. lead to corporate capacity benefits organisational and stakeholder for Council in the future by having ‘buy in’. The intention is to continue to use staff with the knowledge and the iGO branding as part of its expertise to drive its delivery. BRANDING delivery including more detailed The formal name of the project is operational strategies and network Learning #3: Undertaking the the ‘City of Ipswich Transport Plan’. action plans, corridor studies, greater majority (90%) of the However the project was branded transport infrastructure projects, development of iGO ‘in house’ with the nickname of ‘iGO’ with: advocacy activities, community (using internal resources) programs, public education, provided greater control over, and promotional campaigns and event ownership of, the project’s inputs, sponsorship. All these activities outputs, outcomes and intellectual will be linked back to iGO via its property that will have future branding. corporate capacity benefits for Council in the delivery of iGO. Learning #2: Giving the project a ‘brand’ was a clever way to PROJECT TEAM raise the profile and positioning As part of the project’s inception, of the project and will assist with a project team was convened as (1) ‘i’ representing: its marketing, advocacy and outlined in Figure 2. • Ipswich; subsequent delivery; FIGURE 2 • the individual (me, myself, I); and ‘IN HOUSE’ PRODUCTION PROJECT TEAM • intelligence (to align with the key One option for the iGO project messages of “clever new development process was to thinking” and “embracing new engage an external consultant technologies”); and to undertake the entire project (2) ‘GO’ representing: including research, stakeholder • Mobility; and engagement and report writing. • Moving forward with a positive However, one of the key pieces of outlook and strong direction. guidance provided by Council’s strategic project advisor (refer iGO’s branding was conceptualised below for further information on by the Project Director, formalised the Strategic Advisor) were the by Council’s Marketing Branch benefits of Council producing iGO and adopted through a Council internally for greater control over, resolution. and ownership of, project inputs, Project Director outputs, outcomes and intellectual Along with the iGO nickname, the The Project Director (Council’s property. project’s branding included a logo, Principal Transport Planner a motto and colour palate. Whilst external technical expertise who operates at the corporate ‘team leader’ level) initiated The branding is used to identify was procured to assist with the project, led its resourcing, the transport plan including its various aspects of iGO (e.g. branding, positioning, scoping outputs and to assist with the public transport research and and scheduling and provided project’s positioning, marketing network demand forecasting strategic guidance, mentorship and public awareness. Feedback and scenario testing), 90 percent and ideas to the Project Manager. from the community is that the of iGO was produced ‘in house’ The Project Director also ensured iGO branding is modern, clever, using internal Council resources project momentum during each positive and easy to remember including project management, development phase of the project. and identify with. In fact, internally engineering, planning, report Due to resourcing issues, the

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Project Director also took on the subject matter and showed align iGO’s policy focus areas Project Manager’s role in the a desire for achieving quality toward regional targets, objectives latter part of the project including outputs; and outcomes. author of the iGO document and (3) Good inter-personal skills to The Strategic Advisor also materials. This allowed the Project establish positive working provided guidance on matters Director to gain intelligence of all relationships with (and relating to governance, reporting, of iGO’s details. influence) stakeholders; visioning, report structures Project Manager (4) Be happy to get down into the and stakeholder engagement. At the ‘day to day’ operational minutia of project management The Strategic Advisor was level, the development of iGO (e.g. convening workshops, commissioned for 250 hours of was led and coordinated by a preparing meeting agendas, work over a nine month period dedicated Project Manager. The presentations and minutes, which equated to about one day role of the Project Manager: procuring and managing a week during the initial stages of consultants, raising purchase • Had a specific position the project. The Strategic Advisor orders, paying invoices, description written for it with a worked the majority of his hours writing reports and controlling remuneration level reflective of from Council’s administration budgets); the role having key performance office with some document review targets and a degree of working (5) Had some local knowledge (not tasks undertaken at home. The autonomously; only geographical familiarity Project Manager ensured relevant of the city but awareness of meetings were scheduled on the • Was resourced as a ‘project current community issues and days the Strategic Advisor was in position’ using an existing vacant political affairs); and attendance at the Council office. full time equivalent position; (6) Had experience with the • Was recruited using Council’s Technical Working Group organisation’s protocols, protocols (i.e. advertised both systems, governance and The development of iGO internally and externally with corporate structure to “hit the included the establishment of a a shortlisting and interview ground running”; small technical working group process, selection made by a that consisted of the Project panel and appointment made by Strategic Advisor Director, Project Manager and an executive manager); and The Project Director appointed Council staff from the traffic • Filled by an internal applicant a Strategic Advisor to provide engineering, transport planning, who was seconded to the role on guidance and direction to Council land use planning, environmental a temporary basis (initially for a during the project resourcing, management, community period of two years). inception, scoping and planning development, marketing and phases. stakeholder engagement Whilst there were a number of professions. The technical quality external applicants that In the role of Strategic Advisor, working group met formally on were interviewed for the role, Council was lucky enough to several occasions during the iGO the interview panel made the secure the services of a highly development process and were strategic decision to select an regarded transport planning individually called upon by the existing Council officer who did professional who directed the Project Manager to provide input not necessarily have the same level development of Connecting SEQ and review from their respective of experience and qualifications 2031 (the Queensland Government area of expertise. as the external candidates but had transport policy for the region) the following attributes that were and strategic transport plans for Executive Sponsor considered highly desirable for the local governments of Brisbane Whilst two members of Council’s project success: and Gold Coast. Executive Management Team (EMT) were members of the iGO (1) A strategic thinker (but He was able to ‘open doors’ Steering Group (refer to the also with some technical for Council at the Queensland Governance section over), in intelligence); Government’s Department of hindsight a ‘sponsor’ at the senior (2) Had a liking of the project’s Transport and Main Roads and

Engineering for Public Works | December 2016 54 management level would have organisation’s processes. • Was regularly briefed on the offered benefits to the overall progress of the development of operation of the Project Team. The The role may best be filled by iGO by the Project Manager; sponsor would have established an existing employee within the • Had input into project branding greater levels of communication organisation whom could be and scheduling; with the EMT and provided seconded into the position for the executive ownership of the project project duration. • Was directly involved in both the and its outcomes. An Executive Learning #7: Appoint an external ‘soft’ and ’hard’ launches of iGO; Sponsor will be identified as part Strategic Advisor with substantial • Was Council’s ‘spokesperson’ of the delivery of iGO. expertise in the project’s subject in media releases and other With regards to the Project Team, matter to provide guidance and marketing activities; direction to the Project Manager, the following learnings were taken • Attended many briefing sessions away: particularly during the inception, scoping and project planning with the Project Director and Learning #4: Establish a project phases. Project Manager with external team with not only: stakeholders; Learning #8: Establish a small • Identified and established (1) A ‘Project Director’ - to lead Technical Working Group to relationships with external project resourcing, inception obtain input from other areas of “Project Advocates” (refer to the and scoping and provide expertise within the organisation. section below); and guidance and mentorship to the Project Manager; POLITICAL CHAMPION • Is keen to see the outcomes of As part of the development of iGO, iGO achieved over the coming But also: Council was fortuitous to have a decades. (2) An ‘Executive Sponsor’ - to Councillor who provided strong The Political Champion will now ensure senior management and enthusiastic leadership to provide leadership in the delivery ownership of the project and its the project, the Project Director of iGO. outcomes; and Project Manager – a ‘Political Learning #5: Appoint a dedicated Champion’. Learning #9: Having an Project Manager with a specific enthusiastic Political Champion Whilst not specifically called or provided project leadership, position description created for known as this title, in hindsight, the role and a remuneration ownership and momentum at the this is exactly what this person was political level. level suitable for a role with key – a local elected representative performance targets and a degree who acted as the project ‘owner’ of working autonomously. GOVERNANCE or ‘principal’ at the political level. The iGO Governance Structure is outlined in Figure 3. This sets out Learning #6: Select a Project The iGO Political Champion: Manager who has the following the framework in which decisions attributes: • Is a local Councillor with over 12 relating to the development iGO years of political experience; were undertaken. (1) Strategic thinker; • Is Chairperson of Council’s FIGURE 3 (2) Liking of the subject matter Infrastructure Committee (one iGO GOVERNANCE STRUCTURE and thus a desire to achieve of seven standing committees quality outputs; that form the key to local (3) Able to establish good working government’s governance relationships with stakeholders; process). In essence, the political leader of Council’s infrastructure (4) Happy to perform ‘day to day’ planning, design and delivery operational tasks; portfolio; Preferably: • Acted as Chairperson of the (5) Some local knowledge; and iGO Steering Group (refer to the (6) An understanding of the Governance section below);

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The draft and final iGO document • Met on ten occasions (with the Learning #11: Providing regular and their contents were approved, issuing of formal agendas and reports to Council (through the and its final outcomes adopted as meeting minutes) during the standing committee governance policy, through Council resolution. development of iGO. process) ensured all politicians are As such, the final decision making ‘kept in the loop’ and thus part of process for the development of The benefits of having a Steering the project ‘journey’. iGO followed Council’s formal Group for the project were to standing committee governance circumvent having to report all QUEENSLAND GOVERNMENT process as per the Queensland aspects of iGO through Council’s ‘BUY IN’ Local Government Act 2009. standing committee process From the start, the Project Director (whilst still obtaining political wanted iGO to be a “plan for During the development of iGO, input along the way) and to gain Ipswich” – not just a “plan for strategic guidance was provided Queensland Government ‘buy in’ Ipswich City Council” – that is, to the Project Team through the to the decision making process. taking a “One Network” approach establishment of an iGO Steering to strategic transport planning to Group. This included advice The iGO Steering Group will ensure integration. and ‘sign off’ on iGO’s vision, continue to be convened to objectives, mode share targets, provide direction to Council To achieve this outcome, it was network scenario testing, policy officers on the delivery and important to obtain some project focus areas and key project monitoring of iGO. ‘buy in’ from the Queensland messages. Government as they are Learning #10: Establishing a responsible for some of the road The iGO Steering Group: Steering Group, as part of the network, operate public transport project’s governance structure, • Consisted of seven members services and provide funding provided direction to the project assistance to local governments (approved by Council through team and assisted with effective, resolution): for road safety and bikeway timely and robust decision projects. - Chairperson of Council’s making. Membership of the Infrastructure Committee (also Steering Group was a mix of This ‘buy in’ was achieved by Chairperson of the Steering politicians and senior bureaucrats aligning iGO with the state’s Group and iGO Political as well as state government strategic direction provided in Champion); representation. such documents as the SEQ - Chairperson of Council’s Regional Plan and Connecting Planning & Development REPORTING SEQ 2031 and by including the Committee; To ensure all politicians were Queensland Government in the informed of the project delivery - Chairperson of Council’s documents actual development. process and were part of the iGO Environment Conservation development ‘journey’, a number Council was able to obtain Committee; of reports were presented to representation from the - Chief Operating Officer Council through the standing Queensland Government (through (Infrastructure Services) * committee governance process. their Department of Transport - City Planner * This included: and Main Roads - TMR) on the - 2 x Senior Managers from the • Project inception and governance iGO Steering Group and establish Queensland Government’s framework; a point of contact within TMR who coordinated input and single Department of Transport & • Scoping & Issues Paper; Main Roads (Policy & Planning organisational responses back • Ipswich Transport Futures Paper Branch and Regional Office) to Council. So the ‘One Network’ (visioning document); approach was somewhat achieved. * member of Council’s Executive • Progress Update; Management Team Unfortunately the political colours • Draft iGO Document; of the Queensland Government • Had a formal charter / terms of • Feedback Log; and reference approved by Council; changed in early 2012 (after the • Final iGO Document and development of iGO had just

Engineering for Public Works | December 2016 56 commenced) where short term tasks, meetings, reporting and / schedule and allowed others thinking in a fiscally constrained milestones and their associated outside the project team to follow environment was the policy focus timing. The project plan was the development of iGO and its with cuts to public service staff prepared based on the phasing progress in a simplistic manner. numbers (and thus morale). Any outlined in Figure 4 (below). Whilst strategic thinking and longer term the project plan was adjusted SCOPING planning (that is, anything further a number of times during the As part of the project ‘discovery’ out than the next election) may development if iGO, it consistently phase, the scope of iGO was have been supported by words by followed the project phasing. identified and approved by the Queensland Government at Council. This included details the time but never backed up with The project phasing was used relating to the iGO’s context, actions. As such, it was difficult by others outside the project horizon, modes, issues, challenges to obtain any substantial ‘buy in’ team (e.g. Steering Group, and risks. Items that were from TMR when developing iGO. TMR, community) to follow the considered ‘out of scope’ were Whilst they reviewed the draft development of iGO and its identified and documented. iGO document and provided progress in a simplistic and easy to Having the scope identified and good feedback, there was limited understand manner. This included approved during the project’s interest or energy shown. using it in project material such as inception stage was crucial to community newsletters, website allow the Project Team to develop With the Queensland Government and reports to Council. iGO with confidence and a high setting Ipswich population targets degree of certainty. in the SEQRP in which land use Learning #13: Identifying and and infrastructure planning then consistently following a One of the key scoping items for must align, and their transport strategic phasing for the project the Project Director was that iGO related aspirations for the region informed the detail project plan was not to be a “motherhood” outlined in Connecting SEQ FIGURE 4. iGO DEVELOPMENT STRATEGIC PHASING 2031, it is anticipated adequate level of support is provided by the Queensland Government to assist Council in delivering iGO. In particular, supporting its land use / transport integration outcomes (in an updated SEQRP) and with the proper funding of quality public transport services to give commuters a viable travel choice other than just the car. Learning #12: Obtaining project ‘buy in’ from the relevant State Government agency (through actions, not just words) ensured it was a strategic transport plan for the city, not just a strategic plan for the organisation.

STRATEGIC PHASING A detailed project plan was developed and regularly updated document. Some initial views substance or commitments. during the development of iGO. of senior managers were for However, the Project Director The project plan included a iGO to be developed in a short was keen to steer away from this schedule that outlined information period of time and contain simple approach because it was believed relating to specific project ‘feel good’ statements but little

Engineering for Public Works | December 2016 57 that such a motherhood document target for Ipswich of 435,000 BUDGET would never be practically used to people by 2031 in which Council’s The production of iGO cost in the inform further planning, policy and land-use and infrastructure order of $1 million over a four investment work - it would simply planning is expected to align and year period. This amount includes sit on a shelf and collect dust. subsequently service. Given the human resourcing and operational population of Ipswich is currently expenses such as consultants, Whilst iGO is a strategic longer about 190,000, it is considered marketing and printing. For many term planning document with unlikely that this target will be local authorities, this figure may some high level principles and reached. It would require an be considered high. However, this aspirations, it also contains details annual citywide population amount ensured the development on transport opportunities, increase of 16,000 consistently of a document with substance and challenges, policy focus areas, over the next 15 years which high production values and which actions and network maps. It equates to approximately 120 new can be used as an advocacy tool to outlines where further transport dwellings being constructed every assist with securing funding from planning and analysis effort week across the city. Forecasting state and federal governments and is required in coming years indicates this timeframe the private sector. As such, it is and information on how it will require significant, and seen by Council as an investment will be delivered, resourced unsustainable, levels of investment rather than a cost. and monitored. Obviously this in the transport system to ensure approach to scoping iGO made it the population’s travel demands Learning #17: Budget the longer to produce. are met. It is more likely that the development of a strategic planning document depending iGO is now structured and scoped population target set for Ipswich will be reached in 2041 or later. on its scope and the production to ensure all Council’s future values of the outputs. transport planning activities, To align with the SEQRP operational strategies, policy requirements, whilst being realistic Learning #18: If to be used as development and infrastructure in terms of investment levels, an advocacy tool, funding used projects can be readily linked iGO’s horizon is still based on the to develop a strategic planning back to iGO and its outcomes and 435,000 population target but not document should be seen as an brand. the 2031 timeframe. In essence, investment rather than a cost. rather than iGO including a year, Learning #14: Identifying the DURATION project scope (including out it uses population triggers as its It took nearly four years of of scope items) and getting it timing threshold (i.e. 435,000 with strategic planning effort to approved by Council allowed the interim populations of 250,000 and fully produce iGO from project Project Team to develop iGO with 350,000). This outcome still sees inception through to publicly confidence and certainty. iGO outline a level of timing and releasing the final document. investment commitment to future Having never developed an Learning #15: Whilst taking longer actions, programs and projects but integrated local transport plan to produce, scoping iGO with also allows a degree of flexibility before, it was initially thought that some substance and commitments and resilience to the document iGO would take about two years (not just a ‘motherhood’ and its outcomes. to prepare. However a number document) produced a practical of circumstances arose during document that will allow for Learning #16: Using a population target, rather than a specific the development of iGO that Council’s future budgets, transport meant the project plan had to be planning activities, operational timeframe, as iGO’s planning horizon aligns with Queensland adjusted with milestones pushed strategies, policy development out in time. These extensions and infrastructure projects to be Government regional planning objectives, ensures a level of were either approved by the iGO readily linked back to iGO and its Steering Group and/or supported outcomes and brand. commitment to actions yet allows some degree of flexibility and by the iGO Steering Group Chair. resilience to the document and its HORIZON These delays related to: The SEQRP has set a population outcomes.

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• The project not being allocated outputs for the sake of meeting best suited to be done at an area sufficient funds in Council’s ambit deadlines but with the or corridor level rather than the budget in the second year Project Director ensuring there citywide level. to undertake the demand is momentum throughout each forecasting and scenario testing development phase. STAKEHOLDER ENGAGEMENT tasks, thus pushing them into the As part of the project inception, next financial year; MODELLING a Marketing & Communications The development of iGO included Plan was developed that identified • The demand forecasting and a transport modelling component key project stakeholders and scenario testing taking much which included the development the process to be followed in longer to scope and undertake and calibration of a baseline engaging with them. This included: than expected; model, demographic forecasting and profiling and the testing • ‘Soft’ public launch (including the • An extended timeframe to get of various network, investment, release of a newsletter) soon after the mapping and graphic design employment and mode share the commencement of the project outputs right; scenarios. This task took up a to make the community aware of significant amount of project the project and the reasons for • Local government elections, and doing it, and to seek stakeholder the associated ‘care taker’ mode, resources. Whilst modelling and demand forecasting is feedback on their aspirations for impacting on decision making Ipswich’s transport future. timeframes; important to undertake, with some interesting results obtained that • ‘Hard’ public launch (including • A lengthier timeframe required allowed the Steering Group to the release of the draft iGO to assess the feedback received make some informed decisions document and a second and properly produce the final about mode share targets, in newsletter) with a four week document; hindsight too much emphasis was feedback period. put on the modelling task. The • Some continuity issues when data obtained (and then used) did • Workshops with, and briefings of, the Project Director took over not correlate with the value taken key stakeholders including local, the coordination of the project out of the project’s time, cost Federal and State politicians, during the development phase or the frustration caused to the community, business, education due to the Project Manager project team. In fact, the modelling and transport user groups, media taking up a new position with task did have an impact on the outlets, prominent community another organisation. project’s momentum where the members (who could act as Project Team’s focus was diverted Given the quality output produced project ‘advocates’) and various to modelling inputs and outputs and the positive feedback branches of TMR. rather than on overall project received on iGO, the learning outcomes. The lesson learnt is that Feedback received as part of this is to set realistic timeframes for transport modelling is not really stakeholder engagement process the development of strategic suited to a ‘citywide’ strategic was used to formulate and finalise planning documents. This includes level. Better modelling outcomes iGO. not rushing outputs for the sake will be gained at the area and of meeting ambit deadlines but Learning #22: Developing and corridor levels. also ensuring there is project implementing an approved momentum throughout each Learning #20: Whilst important Marketing & Communications project phase to get the project to undertake, don’t put too Plan provided the project team over the line (best overseen by the much emphasis on the transport with the opportunity to position Project Director). modelling tasks when developing the project with key stakeholders, a citywide strategic transport plan gain valuable input about Learning #19: When preparing as it will impact on time and costs community aspirations, obtain the project plan, set realistic and effect project momentum. the support from potential project timeframes for the development advocates and secure positive of strategic planning documents. Learning #21: Traffic modelling is media relationships. This includes not rushing

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PRODUCTION VALUES culmination of four years of Conclusion The final iGO document is of a strategic planning effort by Ipswich The development of iGO high production value with an City Council and the end product is considered a major easy to read structure and quality is Council’s master plan for the accomplishment at both the graphics and printing outputs. city’s transport future. However, political and bureaucratic levels. The document was structured to the initiation and development However the true measure include a four page “Fast Facts” of this key strategic document of its success will be in its section for the casual observer and was not without issues. There implementation over the coming a ten page “Executive Summary” was some negativity to address years. for people with more interest in the and some resourcing barriers to subject matter but not necessarily overcome. This included issues This paper outlines the lessons the time to read the entire technical with its scoping, governance and learnt when producing a citywide part of the document. budget. transport plan that can be used by others when developing a strategic A free-lance graphic designer was There were two factors that planning document for a public contracted to produce the iGO ensured the project did not stall, sector organisation. document including the report go too far ‘off the rails’ or was layout, graphics, mapping, photos dropped completely. These were and copywriting. Whilst this task the project’s purpose and strong could have been outsourced leadership. While individuals such Media Release either to an external company, as the Project Director and Political or to Council’s marketing team, Champion all brought drive, How to successfully the philosophy of producing the experience and passion to the develop an integrated majority of iGO ‘in house’ saw project it was the project purpose transport plan can be the graphic designer embedded that kept the project on track downloaded here into the Project Team where he and focussed. Having a clear, well worked on a day to day basis defined and understood purpose

throughout his contract period is where strength could be drawn under the direct guidance of the from. That is, strength comes FOR RELEASE ctober Project Manager and where the from the purpose and not just the How to successfully develop an integrated free flow of ideas and adjustments individuals. transport plan draws closer, ustralasia, ueensland tate onference s the Institute of ublic ors ngineers ssful ransport lanner Nick Prasser is preparing to share insights into the Ipswich City Council’s succe could be made in a creative and integrated transport plan plan, too four years to develop the city’s first ever integrated transport aunched in une , io is for the team at Ipswich ity ouncil Whilst strength comes from the and brought with it an array of learnings timely manner. This resulted in the bring together industry will be speaing at the I state conference which will r torasser be given to when the outcomes of the project will surface; it’s that generation withe insights which the epertsbranding from needs across to the resonate. state to engage in thought provoing discussion, learn, and shar purpose, strong leadership from at the risbane onvention and hibition entre, the conference will graphic designer having ownership eld between ovember feature streams of Produce a plan in-house bring together 400 of the state’s leading authorities on engineering and will l as seven eynote speaers content across a range of topic areas as wel key individuals was also critical Project ownership is a huge benefit when compiling a comprehensive plan that will survive over through developing the integrated of the project and its quality decades. Weshare made the learnings decision he with and iGo his toteam only too engage away external consultants to help compile specific r rasser will parts of the report. on the best way to approach similar tass transport plan and will provide insight and advice

Nick to project success. Knowing and Ipswich City Council Principal Transport Planner While engaging external consultants to draft key elements can have its benefits, ownership and outputs and production values. The following comments can be attributed to Prasser.intellectual property can be lost so we found that having an in-house team putting the plan together helped us generate and leverage internal buy-in from key decision makers believing that they were ‘doing What went well? Corporate capacity building is great for synergy and producing iGo in-house helped with that. r anding Secure a political champion a personality his Learning #23: Structuring the iGO was the most effective way to give io the right thing’ and ‘sticking to the proect with a name and logo and randing Securing the supported the of proect a local in political building champion rapport with is the the critical community, link between awareness the corporateof its goals entity and personality assist aspirationsthe community., and was Having used aas local a tool advocate, for mareting rather and than advocacy a state or federal level champion, assisted in communicating the benefits of iGo to the broader community over a longer period of time. document with a (1) Fast Facts; (2) your guns’ in sometimes difficult not traditionally resonate with the general public, articularly when the proect is one that would onsideration needs bThisranding champion is clever needs way ofto raisebe a partthe profile of the andprocess awareness from the with beginning. the community

Executive Summary (3) Technical circumstances requires strong Lessons we learnt

No executive buy-in sections allowed it be accessible leadership. Similar to a political champion to advocate to the public, it’s equally as important to consider securing an internal, executive sponsor who understands and believes in the project its objectives. and easily comprehended by the There were times where the we needed to go to senior management to get a decision and our lack of executive level sponsor made it hard to land on the decision we needed. Learning #25: Having a clear well When forming a steering committee, this executive sponsor should sit on that to ensure the right various target audiences. messages are being broadcast among key decision makers in your company.

defined and understood project Traffic modelling

When you address a plan there is a range of traffic modelling around demand and what’s required for the future. Looking back, when doing this element for iGo, too much work was done around the Learning #24: Embedding a purpose is where individuals can traffic modelling component, which blew the budget and didn’t provide us with any better outcomes.

Traffic modelling is a crucial element however it needed to be done at a corridor level rather than city graphic designer into the project draw their strength from. level. This slowed our process down significantly and doubled our timeframe, but it gave us the outcomes that we needed for the project.

State Government buy-in team during part of the iGO If you’re producing a plan that will be beneficial for an entire city, state government buy-in will help the project become the best version of itself. development process ensured the Learning #26: Demonstrating free flow of creative ideas and strong leadership by knowing and high production values. believing that you are doing the right thing and ‘sticking to your PURPOSE & LEADERSHIP guns’ is critical to eventual project The finalisation of iGO is the success.

Engineering for Public Works | December 2016