economic development plan for ipswich city 2009-2031 · pdf fileestablish springfield...

www.ipswich.qld.gov.au

ECONOMIC DEVELOPMENT PLAN FOR

IPSWICH CITY2009 - 2031

Planning tomorrow today...

1

ECONOMIC DEVELOPMENT PLAN FOR IPSWICH CITY 2009-2031

Mayor’s Message

IPSWICH is now firmly centre stage in the development of south east Queensland and the major regional centre for the western corridor.

Much has changed over recent years as the city shed outdated perceptions of being just a coal mining and industrial city.

Ipswich has reinvented intself with a strong economy based on masterplanned communities, aerospace, technology, education, tourism and environmentally friendly industry.

The ups and downs of the global economy have kept us working hard to attract major new investment in Ipswich. The city is fortunate to have 43% of available industrial land in south east Queensland, much of which has excellent access to major highways and transport corridors to all points on the compass.

Ipswich City Council maintains a strong commitment to support business success within the region through the Office of Economic Development.

Ipswich is proudly playing its part in the sustainable development of the region.

A tremendous example of our contribution includes the masterplanned communities of Springfield, Springfield Lakes, Springfield Central, Brookwater and Augustine Heights.

In the future Ripley Valley to the south of the city centre will become Australia’s largest masterplanned community and will ultimately be home to 120,000 residents.

With the support of our partners in the state and federal governments, and the private sector, we are planning for a prosperous future.

Built on solid leadership and a committed council, the economic development of Ipswich will continue.

AcknowledgementsThis Economic Development Plan has been prepared

based on extensive consultation with stakeholders, industry and Ipswich City Council.

The plan reflects strong commitment to future growth in the city.

Thanks are due to contributors - industry, stakeholders, Ipswich City Councillors, Council managers - who provided input into the development of this plan.

Ipswich is thriving. Come and join us as we become internationally recognised as a great place to live, work, play and invest.

Ipswich - planning tomorrow today.

Mayor Paul PisasaleCity of Ipswich

Mayor’s Message .......................................................... 1

Acknowledgements ...................................................... 1

1. Executive Summary .................................................. 5

2. Ipswich City – An Economic Force in SEQ ................... 9 2.1 Starting from a Strong Base ................................... 9 2.2 Economic Profile of Ipswich City ............................ 10 2.3 Responding to the Global Financial Crisis .............. 11 2.4 Strengths that Support Future Growth .................. 11 2.5 Challenges in Achieving Growth ............................ 12 2.6 Alignment with the Community Social Plan ........... 12

3. City and Regional Leadership .................................... 13 3.1 ICT Leadership Role ................................................ 13 3.2 City Centre Development ....................................... 13 3.3 Sustainable and Clean Industries ........................... 14 3.4 Regional Leadership ............................................... 14 3.5 City and Regional Leadership Action Plan .............. 14

4. City Growth .............................................................. 19 4.1 Major Employment and Growth Zone ................... 19 4.2 City of Centres – Economic Growth across Ipswich City ......................................................................... 19 4.3 Industry Sector Growth Strategies ......................... 20 4.4 Industry Capacity Building – Supporting Growth ... 21 4.5 City Growth Action Plans ....................................... 22

5. City Competitiveness ................................................ 39 5.1 Pathways for Investment ........................................ 39 5.2 Trade and Export .................................................... 39 5.3 Transport for Industry, Employees and Community ............................................................ 39 5.4 Leading Education and Training City ...................... 40 5.5 Indigenous Employment and Business Growth Plan ........................................................................ 41 5.6 Liveability, Lifestyle and Ipswich City as a Destination ............................................................ 41 5.7 City Competitiveness Action Plans ......................... 41

6. Enabling Initiatives ................................................... 47 6.1 City Approach ......................................................... 47 6.2 Council’s Business Alignment with the Economic Development Plan ................................................. 47 6.3 Go West Support - Infrastructure Investment ........ 47 6.4 Partnering Plan ...................................................... 48 6.5 Welcome to Ipswich Campaign .............................. 48 6.6 Office of Economic Development’s Role ................ 48

Your Mayor, Councillors and CEO .................................. 56

Index of TablesTable 3.1: City and Regional Leadership Action Plans ...... 15

Table 4.1: Lead Projects for City Growth .......................... 24

Table 4.2: City of Activity Centres Focus for Economic Development .................................................................... 28

Table 4.3: Industry Sector Growth Priorities .................... 33

Table 5.1: City Competitiveness Projects .......................... 42

Table 6.1: Key Performance Indicators for the EDP .......... 50

Table 6.2: Enabling Initiatives for the Economic Development Plan ............................................................ 53


Contents00

3

Over the next two decades, Ipswich City will be:

one of Australia’s major job creation zones•

the highest population growth City in Australia•

and one of the most exciting urban economic • growth zones in the country.

This Economic Development Plan outlines a vision for growth in Ipswich City that:

1. Builds on the City’s success in attracting new investment.

2. Creates opportunities for future growth.

3. Works with existing businesses and stakeholders.

4. Creates a vibrant and growing City with a focus on liveability and lifestyle.

The economic development vision for the City…. Ipswich City will be a lead economy in South East Queensland – creating opportunities for residents and businesses through quality new industry investment, skills development and technology leadership.

City Leadership – re-establish leadership in information and communication technology, create a City Centre that attracts people and businesses, and create a base for sustainable and clean technology businesses.

Regional Leadership – proactive leadership by Ipswich City to support regional economic growth and development. This covers collaboration with Logan and Brisbane Cities and with Regional Councils including Lockyer Valley, Somerset and Scenic Rim.

City Growth – build one of the largest employment and industry growth zones in Australia – supporting growth in 20 centres and precincts across the City and growth across a diverse range of industry sectors.

City Competitiveness – maintain pathways to support investment, implement a Skilling Ipswich Program, provide competitive transport access (for industry, workers and community) and continue to build Ipswich City as a leading business, visitor and employment destination.

Lead projects under these 4 themes create a program of action that will achieve the City’s vision for growth.

These lead projects link to an extended range of action plans to support economic and employment growth across 20 centres in the City and across a range of industry sectors.

In some projects, there will be a very active, driving role for the Office of Economic Development. In other projects, OED will be a catalyst – a no less important role. Over the next 2 years, the balance of work undertaken by the Office of Economic Development (OED) should focus more on proactive, driving communication and project activities to support City growth initiatives.

The Ipswich City Economic Development Plan (EDP) aligns with existing Ipswich City Council (ICC) Strategies:

Ipswich Regional Centre Strategy.•

Ipswich 2020 and Beyond and the City of Centres • approach.

Ipswich City Council Corporate Plan 2007-2012.•

Ipswich Planning Scheme, 2006.•

The EDP also aligns with the Queensland Government’s South East Queensland Regional Plan 2009-2031.

The EDP aims to foster growth of an independent economy that:

1. Increases the exports of goods and services out of the City.

2. Participates actively in the development of knowledge industry jobs and businesses.

3. Adopts new and leading technology to maintain global industry competitiveness.

4. Creates strong local supply chains and opportunities for small and home based businesses in the economy.

Ipswich City – combining heritage, contemporary industry, education and technology to offer a unique business and lifestyle mix


Executive Summary01

5

City

Le

ader

ship

1. InfoCity Plan – creating a digital innovation community that uses world class broadband infrastructure, supports creative communities and provides a hub for new digital content, ideas and innovation for business and community applications. The strategy supports increased knowledge industry investment in City precincts.

2. Establish a City Centre that creates vibrant living, work and entertainment options – sending a message about the quality of growth in Ipswich City.3. Establish Springfield community and Ipswich City as a base for sustainable industries, clean technology and associated education and training.

Regi

onal

Le

ader

ship 1. Regional advocacy and active participation in Invest West and SEQ West to support key

regional projects, infrastructure and new investment.

2. Work with Logan City on common growth priorities for the Ipswich / Logan corridor and act as a lead agent in Western Corridor growth initiatives.

3. Work with Brisbane City to support shared and complementary economic growth priorities.

City

G

row

th

1. Create one of the largest job and industry growth zones in Australia covering 20 growth and employment precincts in the City.

2. Target new investment from industries that export products and services from the City, build sector competitiveness or add capabilities to existing industry clusters.

3. Build competitive local supply chains and build industry capacity through technology uptake.

City

Com

peti

tive

ness

1. Promote a major investment pathway within Council that supports investment attraction in key sectors.

2. Continue to develop trade and export links to support long term competitiveness in the economy.

3. Proactive investment in transport and other infrastructure to meet industry and employee expectations and City growth targets.

4. Implement a Skilling Ipswich Program which covers community skilling, industry sector skills strategies, indigenous employment and expands the education and training sector in the City.

5. Create a ‘Welcome to Ipswich’ campaign that communicates the benefits that Ipswich City offers – key messages for residents and those outside the City.

6. Continue the City’s focus on liveability and lifestyle options. This includes retail, events, entertainment and housing options to meet a range of needs and expectations to build on the city’s role as a high quality destination.

6

Ipswich City is a City of Centres with 20 employment and population growth centres.

Growth to 2031 will bring an additional 292,000 people to the city, requiring an additional 120,000 jobs.

The City has the ultimate capacity to provide 335,000 jobs.

Manufacturing is the lead driver in the City’s economy and this sector will grow significantly in the future. Key manufacturing sectors in the City include:

Aerospace and Defence base support •

Rail•

Food processing•

Advanced and high technology manufacturing•

Automotive and support businesses (motorsports)•

Building products•

A diverse range of light industry and specialist • manufacturing capabilities

The City will also focus on employment and investment in:

Knowledge industries – information and • communication technology (ICT), business services, clean technologies, and technical and engineering services (supporting the Surat basin)

Sustainable industries•

Education•

Health and human services•

Rural industries•

Retail and hospitality•

As well as supporting and attracting major firms, the City will continue to provide a welcoming environment for small-medium enterprises and home based businesses. Successful economic growth in Ipswich City will underpin the growth expectations of the SEQ Regional Plan.

While the City has the space available for growth, it needs targeted strategies, collaboration with partners and the commitment of the community to achieve this growth.

This is an exciting time for the City and one which will create new opportunities and lifestyle benefits for residents.

However, there are also challenges – the global financial crisis is affecting all economies at the present time and Ipswich City may also feel some impacts. Ipswich is well placed to respond to this challenge. The recent Federal Budget supports key new infrastructure in Ipswich and the City has been identified as a priority job creation zone.

The focus of the EDP is on attracting new investment, retaining existing businesses and employment growth. These priorities are particularly relevant in the current economic environment. Implementation of the Plan will allow Ipswich City to emerge more strongly when improved economic conditions return.

The EDP outlines:

Some important City strategies already in place to • support economic growth.

Action plans for the 4 themes – City Leadership, • City Growth, Regional Leadership and City Competitiveness.

Enabling strategies to support planned economic • growth.

The EDP will be updated regularly and further information on the Plan and its implementation can be provided by the Office of Economic Development, Ipswich City Council.

7

2.1 Starting from a Strong Base As this EDP draws together the City’s priorities for future economic development, it builds on a strong and successful history of economic development in Ipswich City.

Ipswich is recognised in Queensland, interstate and internationally as a region that welcomes and supports new growth. Important developments that signal this attitude include:

The Council’s purchase of Ipswich City Square for • redevelopment – creating a lifestyle, residential and employment zone that sends important signals about the City’s commitment to growth and contemporary living options.

Springfield – a leading community creating new • lifestyle options, establishing one of the leading knowledge based industry precincts in South East Queensland and actively working to attract new, quality investment to the City. The Polaris Data Centre is a signature development that illustrates the City’s commitment to knowledge and clean industry development.

The Ipswich Regional Centre Strategy which • identified 17 catalytic projects that will revitalise the City centre and support major new growth and investment. These projects cover road, bridge and rail improvements, attracting state and federal government workers to the City, new residential development, developing strategic City centre land parcels, and new investment in entertainment and health precincts.

Growth in the City’s education network – two • universities (UQ and USQ), Bremer Institute of TAFE, high quality established schools and a network of private training providers. These organisations actively collaborate on skills development and the sector’s future development will support economic growth.

Ipswich City Council’s and the City Mayor’s • active focus on profiling the City – its growth, its internationally recognised liveability and its welcoming attitude to new investment. At a time when new development can be difficult to establish in some regions, Ipswich City presents a much more welcoming environment.

The clear message from the SEQ Regional Plan is • that much of the future population and economic growth in the South East may occur in the Western Corridor. Ipswich City is already working closely with Ripley Valley and Springfield – two master planned population centres – and works closely with industrial and commercial developers to plan and facilitate investment in 20 centres across the City.

Major new infrastructure investment is occurring to • support this growth – the South East Queensland Infrastructure Plan and program 2009 - 2031 (SEQ Infrastructure Plan) identifies key projects including the upgrade of the Ipswich and Logan Motorways, upgrades rail services and a new rail line to Springfield and the extension of the Centenary Highway from Springfield to Yamanto.

While much has been achieved, more work is yet to be done. This EDP outlines the priorities for growth and the role of partners and stakeholders in delivering on the growth targets outlined in the SEQ Regional Plan.

Ipswich City will take a lead, proactive role in securing this growth and ensuring that new investment builds a strong, resilient and growth focused economy.

Ipswich City Council and key City investors are creating a welcoming environment for new industry investment


Ipswich City - An Economic Force in SEQ02

9

2.2 Economic Profile of Ipswich CityThe 2008 report by the AEC Group on Ipswich City’s economy – Current Economic Profile and Future Economic Projections and Scenarios – gives an overview of current and future growth.

Population GrowthIpswich City will be the highest population growth zone in Queensland over the next 25 years. While the City’s population grew by 9.8% from 2006 to 2008, it will grow by 275.71% over the next 22 years to 2031 – up from 157,701 people in 2008 to 434,788 in 2031.

Ipswich City’s average annual population growth between 2008 and 2031 of 4.6% per annum will outstrip the expected 1.7% per annum growth for Queensland as a whole.

While Ipswich has a relatively young population now, the profile will change with older people increasing as a proportion of the population by 2031.

Labour ForceAt present, 50.8% of Ipswich workers leave Ipswich to go to work. Also, Ipswich lags behind South East Queensland in people working in professional occupations and high value, knowledge workers.

Future population growth in the City will create demand for another 120,000 jobs over the next 22 years.

Economic GrowthThe value of the economy increased from $4.2 billion in 2006 to an estimated $4.9 billion gross value added production in 2008, an increase of 17.8% in two years. Current information predicts that by 2026, the economy will be $12.7 billion – a growth of 159.2% over the next 18 years.

All of these numbers are big – they represent one of the largest growth stories the State has seen. The EDP must guide this growth to ensure that Ipswich City makes the most of this unique period of growth in the City’s history.

Key Drivers for Future Economic GrowthResults from an analysis of the City’s economy highlights two important considerations:

Forecast growth in the economy will be dominated • by growth in manufacturing.

Proactive investment is needed for balanced • economic growth – services and knowledge industries as well as ‘liveability industries’ such as entertainment, hospitality, health and education are vital for a diverse and balanced economy.

Gross Value Add by Industry Sector

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5

Manufacturing

Retail trade

Property/business services

Wholesale trade

Transport/storage

Health/community services

Construction

Govt. administration and defence

Education

Cultural/recreational services

Finance/insurance

Personal/other services

Accomm., cafes/restaurants

Electricity, gas, water supply

Communication servicesMining

Agriculture, forestry, fishing

2007/08

2025/26

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5

Manufacturing

Retail trade

Property/business services

Wholesale trade

Transport/storage

Health/community services

Construction

Govt. administration and defence

Education

Cultural/recreational services

Finance/insurance

Personal/other services

Accomm., cafes/restaurants

Electricity, gas, water supply

Communication servicesMining

Agriculture, forestry, fishing

2007/08

2025/26

10

The EDP focuses on these two important drivers:

Ensuring that manufacturing growth in the City is • competitive, uses advanced technology to its best advantage, leads in product development and innovation, is export focused and creates a range of supply chain and service opportunities for local businesses.

Proactively creating a high quality destination for • services and knowledge industries – attracting these industries, developing skills for industry and creating the lifestyle and services that attract (and retain) these workers and businesses to the City. This covers wide ranging priorities from good dining options through to leading health services, good education options, quality green space, entertainment options and a mix of retail from vintage and collectables through to high end retailing. Leadership in ICT is also a vital support initiative.

These two drivers underpin much of the Economic Development Plan. The City must build on the strengths of existing industry but must also ensure that it participates in high growth, high value sectors such as knowledge industries, clean industries and sustainable industries. These drivers align well with the expectations for growth expressed during industry and community consultation to prepare the EDP. They also align well with existing City plans and strategies.

2.3 Responding to the Global Financial Crisis The global financial crisis is affecting economies worldwide and the commercial property sector expects significantly lower levels of new investment as firms negotiate changed economic conditions. This will affect new investment in Ipswich City. Unemployment is forecast to rise and this will mean that new job creation strategies and retention of existing businesses will be a priority.

In its recent IBIS World Economic Briefing: Economic Downturn: Who will Thrive in 2009? (Feb 17 2009) the sectors expected to be most affected were manufacturing, transport (as customer sectors and trade weakens) and retail.

Given the dominance of manufacturing and retail in the City’s economy, actions that help to strengthen manufacturing and build a diverse economic base are particularly important. The EDP has a strong focus on these priorities. An active training and employment program can assist by creating pathways into employment and training as the economy improves in the next 2 years.

2.4 Strengths that Support Future Growth The City has a number of strengths that support future economic growth:

Strong population growth in and adjacent to the • City.

Ipswich City has 43% of the stock of industrial land • in South East Queensland. This covers a range of industrial and commercial precincts that can provide small to very large footprint sites for new business and reinvestment by existing businesses.

Ipswich City is centrally located – geographically • the City has good access east to Brisbane City and the Port of Brisbane, south to the Gold Coast, north to the Sunshine Coast and west to Toowoomba. Access to major highways and rail makes Ipswich City a central hub for investment. It is an ideal base for manufacturing and for a leading edge transport and logistics hub.

Ipsw• ich City is a diverse City. The City boundaries contain the oldest established city in the State (the original Ipswich City) and the newest community in the State (Springfield). The City extends from the urban hubs of Springfield and Ipswich City Centre through to rural centres such as Rosewood, Marburg and Grandchester.

11

A diverse range of manufacturing from food • processing through to aerospace and high technology manufacturing is based in the City.The focus and commitment to establish knowledge • based precincts – regaining the City’s ICT leadership, building on the City’s education and skills heritage and expanding health, ICT and professional services sectors in the City.Small business and home based businesses are a • major strength of the City – an innovative sector that is responsive to market’s demands and creates a diverse range of supply chain networks for an expanding economic base in the City.

2.5 Challenges in Achieving Growth With major growth come some key challenges:

Ensuring that the City leads in job creation rather • than having job creation lag behind population growth. Lagging job creation can create areas of economic disadvantage.Ensuring there is equity of access to employment • and economic opportunities – for people living in different parts of the City and for existing businesses.Establishing the vital transport, ICT, industrial • and community infrastructure in advance of requirements. Lagging infrastructure investment has the potential to stall growth, limit access to jobs for workers and delay new industry investment in the City. Responding to the ch• anged economic conditions as a result of the global financial crisis.

The EDP builds on these key strengths and aims to counter the challenges the City faces in delivering on the ‘growth promise’.

2.6 Alignment with the Community Social Plan Economic development is linked to community development. While this plan focuses on economic growth covering employment and industry growth, it is also designed to deliver lasting community benefits. The Community Social Plan and Social Infrastructure Plan for Ipswich City are currently being developed. When finalised, there will be an opportunity to more directly link economic plans and initiatives with the community development goals. In the meantime, the links between the EDP and social and community development goals are:

Skilling Ips• wich Program – providing employment and training pathways for:

- Less advantaged groups in the community.- Unemployed people.- People from culturally and linguistically diverse groups.- People with a disability.- Young people disengaged from training and employment.

Providing opportunities for people in the • community to improve their qualifications.Expanding the range of education and training • opportunities available to City residents.Indigenous Employment and Business Plan – • providing employment and economic opportunities for the indigenous community.Health sector growth priorities – expanding health • services in the City to cater for increased demand. This also covers increased diversity and quality in health services.City of Activity Centres – supporting local • employment and economic growth opportunities across the City.

Transport and • Access Plan – providing public transport for people working at employment precincts in the City.

12

Ipswich City has identified several areas in which it will establish a leadership role – creating economic and community benefit through:

ICT leadership•

The Ipswich City Centre development – sending an • important signal about contemporary investment and growth in the City

Sustainable development•

Regional advocacy•

3.1 ICT Leadership RoleIn the mid 1990s an innovative project was established to bring Ipswich City to the forefront of information technology services to the community. The Global Info Links project, established in 1994, sought to create an online City. Global Info Links focused on providing ICT services to local businesses, supported tourism and worked closely with the community to increase access to information and online services. The Global Info Links ISP was an effective hub – bringing many in the community together to explore the internet and benefit from better information access.

Ipswich City now seeks to reclaim a leadership role in information and communication technology through the InfoCity Plan. This Plan will help to create a digital innovation community in the City - making a vital contribution to the City’s long term competitiveness and supporting innovation and knowledge industry development.

Springfield’s Polaris Data Centre is a major dark fibre node and a leading data centre facility in Australia. Springfield is already attracting high quality ICT partners and will continue to attract this investment in the future.

Ipswich City will partner with key stakeholders to deliver this InfoCity Plan.

A separate, more detailed InfoCity Plan has been developed as part of the EDP.

Goals for the InfoCity Plan include:

Facilitating the establishment of world class • broadband infrastructure throughout the City.

Creating communities that use this infrastructure to • its best advantage to create valued and innovative solutions.

Increased participation in digital solutions in the • community, in business and in education, through examples and case studies.

3.2 City Centre Development Ipswich City Council’s purchase of Ipswich City Square for redevelopment, Riverlink Retail Park, the high quality River Heart Parklands on the bank of the Bremer River and investment in new high quality accommodation in the City centre all create a base for future growth and development.

The Ipswich Regional Centre Strategy is a landmark strategy for the City. It identifies 17 catalytic projects and supporting priority projects to create a world class City Centre. This Strategy plus the redevelopment of Ipswich City Square are key projects in this EDP. Their implementation will create a vibrant City Centre that can contribute as an economic driver and send an important signal to the wider market about new investment in Ipswich City.

A City Centre that combines vintage retail and an eclectic mix of small retailers (Top of Town) with high end retail, residential development, entertainment, restaurants and cafes (redeveloped City Centre), a diverse spread of retailing options (Riverlink) and a new convention centre co-located with the Workshops Rail Museum will create a hub for entertainment and employment.

(Priorities for the Ipswich Regional Centre Strategy are summarised here. Full implementation and project details can be found in the Ipswich Regional Centre Strategy).

Ipswich City’s lead in the mid 1990s through Global Info Links

provided City residents and businesses with new IT skills.

In 2009, the City will again focus on leadership in ICT –

new content, new technology and new opportunities for the

community and businesses.


City and Regional Leadership03

13

The planned decentralisation of government workers to the Ipswich City Centre is vital to support this growth – creating jobs and new investment opportunities.

While it is important to ensure that other centres within the City continue to develop in their own right, the two main town centres of Ipswich City and Springfield need to be supported as major economic growth hubs.

3.3 Sustainable and Clean IndustriesSustainable industries are a target for many regions. New investment in this sector of the economy is seen as a way of ‘future proofing’ economic growth.

Given the scale of economic and population growth expected in Ipswich City over the next 2 decades, sustainable industries need to be part of this mix at two different levels:

Creating an environment that will attract • sustainable industries and clean industries.Encouraging sustainable industry practices in • the existing economy – ensuring that the City’s economy is minimally impacted as new carbon trading and emissions control schemes are introduced in the future.

Springfield has identified sustainable industries and clean industries as a major investment attraction focus.

In addition, Ipswich City offers a range of industrial locations that suit larger scale operations – particularly Swanbank Enterprise Park.

The City’s focus on sustainable industries covers:Creating sustainable and clean industry clusters at • Springfield to attract a hub of professionals, leading businesses and strategic industry partners.Encouraging the creation of a sustainable industries • education and training institute at Springfield to support industry growth.

There is also potential to explore environmental initiatives that create economic opportunities – carbon sink, carbon

storage and other environmental initiatives that benefit the South East Queensland region.

3.4 Regional LeadershipIpswich City plays a lead role in the economy to the west of Brisbane City. Ipswich City and Logan City are both high population and employment growth zones. Together, these two cities work with the surrounding regional councils of Scenic Rim, Lockyer Valley and Somerset on a wide range of issues from transport infrastructure through to industry sector development. SEQ West is made up of Ipswich City Council, Scenic Rim, Lockyer Valley and Somerset Regional Councils and is an active network targeting common areas of interest.

Brisbane City is the largest economy in the State and Ipswich City is an important partner for the City.

Regional collaboration will become increasingly important in the future. The forecast growth in the Western Corridor outlined in the SEQ Regional Plan presents opportunities for growth as well as challenges. Ipswich City has an important regional leadership role to play covering:

Active participation in new investment in the • Western Corridor focussing on critical infrastructure requirements.Working as an active partner in achieving the • growth targets for the Western Corridor.Regional advocacy covering projects, major industry • investment and infrastructure in the region.Partnering with Logan City to develop the Ipswich / • Logan corridor.Partnering with Brisbane City on growth and • common areas of interest to ensure that both economies prosper from future investment.

3.5 City and Regional Leadership Action PlanThe following pages summarise the action plans on City Leadership. More detail on the Information and Communications (ICT) Strategy is covered in the separate Infocity Plan.

14

City and Regional Leadership Action PlansTABLE 3.1 – CITY AND REGIONAL LEADERSHIP ACTION PLANS

Focus and Partners City and Regional Leadership Plans - Actions Outcomes, KPIs and Timing1. InfoCity Plan Partners:

Ipswich City Council•

Springfield Land • Corporation

Leading ICT providers•

Industry hubs and • networks

Department of • Education and Training (DET)

Department of • Employment, Economic Development and Innovation (DEEDI)

Ipswich Education and • Training Network

Community networks•

Encourage the establishment of Ipswich City as a digital innovation community with a focus on three key • outcomes:

– Access to world class broadband infrastructure.– Creating communities that use this infrastructure to its best advantage.– Encourage digital innovation and new initiatives throughout the general and business community.

Facilitate the development of a world class broadband infrastructure network that expands access • throughout the City including links to key business and community growth nodes.

Position Ipswich City and the Western Corridor for the initial rollout of the National Broadband Network in Queensland.

Leverage off the Federal Government’s planned broadband infrastructure strategy to fast track ICT infrastructure investment in Ipswich City.

Establish collaborative, creative communities that can use this infrastructure to create new community and • business applications, share work/innovation platforms and new content for local and global use.

Develop a digital innovation community in Ipswich City that explores new and valued ways of communicating, resource sharing, information and content creation that influences the broader community, businesses and education in the City.

Encourage digital innovation and digital initiatives through case studies and examples, local champions and • events that connect with others in the community and encourage participation.

Create leading and global partnerships with digital and IT companies that can support new investment in • this sector in Ipswich City, create clusters and a hub established for ICT and knowledge based industry and develop quality services to support distributed business operations – networking locally, nationally and internationally using broadband links.

OutcomesIpswich City recognised as a leading • city in digital innovation and creative communities using this infrastructureImproved connectivity for all 20 of the • City’s employment and growth centres. The City is a knowledge industry • destination covering IT hubs, professional and technical services and other knowledge sectors.Clusters and knowledge precincts • established in Ipswich City (City Centre, Redbank and the UQ precinct) and Springfield.Strong community and business • involvement in digital initiatives. Capacity building for small – medium enterprises through to larger firms.City’s digital leadership recognised as an • important feature of the City’s liveability image.

Key Performance Indicators City brand as a digital innovation • community established.New infrastructure and communities • initiated.Value of new ICT and knowledge industry • investment attracted to the City.Ipswich Digital Innovation Awards • established.

TimingInitiation of the InfoCity Plan is to be • determined by partner support and be subject to funding.

15

Focus and Partners City and Regional Leadership Plans - Actions Outcomes, KPIs and Timing2. City Centre DevelopmentPartners:


State Government•

Federal Government•

Developers and • Investors

Redevelop Ipswic• h City Centre to create a diverse, vibrant City Centre that covers:

– High quality office and business space to support government employment, business services and service sector businesses.– Inner City residential (high density) development. – A mix of retail from vintage and eclectic retailing (Top of Town) to high end retail (attracting department and specialist retailers to the redeveloped Ipswich City Square) and linking to Riverlink via walkways.– High quality and casual dining to provide a 7 day week range of options.– Entertainment, arts and cultural activities.

Ipswich City Council’s purchase of Ipswich City Square creates an unrivalled opportunity to attract major new, high quality investment to the City Centre.

Work with business networks to develop the mix of offerings in the City Centre. This includes the Top of Town • Committee, Riverlink businesses, Ipswich City Square and fringe businesses.

Continue to work with businesses on City Centre marketing and events.•

Facilitate incentive schemes for local people to shop locally.•

Implement priority projects in the Ipswich Regional Centre Strategy to create a centre for employment, • recreation, retail and business services. These projects include:

Employment– Decentralisation of local, state and federal government administrative functions and employees from Brisbane to Ipswich City.

Transport– Infrastructure for high frequency express trains between Ipswich City Centre and Brisbane CBD.– Expanding the number of crossings (road, pedestrian and cycle) of the Bremer River for improved connectivity with the City Centre.– Implement road changes to improve accessibility to the City Centre.– Improve public transport along a transit access/spine from the future university rail station to the North Ipswich Railway Workshops.– Redevelop the existing transit centre in Ipswich Rail Station.– Establish pedestrian and cycle links in the City Centre and across the river.

Housing– Encourage joint ventures between developers and Defence Housing to cater for high density housing needs in Ipswich.– Encourage affordable housing options within the Ipswich Regional Centre.

Development Priorities– Continue to focus on redevelopment of land parcels and precincts in the City Centre to create entertainment, accommodation and business locations.– Establish a major sports stadium and aquatic park.– Establish a major convention and entertainment precinct.

OutcomesRedeveloped City Centre delivers a high • quality business, entertainment and employment precinct.Government jobs attracted to the City • Centre.New investment in cafes and restaurants • based on increased employment and new City Centre residents.Improved image for Ipswich City based on • the quality of the City Centre.Better transport access into and from the • City Centre.Both sides of the City Centre are effectively • linked – generating economic benefits.Increased numbers of visitors to the City • Centre.The City Centre development and the new • convention/tourism precinct at the Railway Workshops attract increased business visitors and tourists to the City.

Key Performance Indicators Value and quality of investment and new • business attracted to the City Centre redevelopment sites. Ipswich Regional Centre Strategy projects • implemented.Number of visitors to the City Centre.• Employment in the City Centre. •

TimingIpswich Regional Centre Strategy • implementation has commenced.Implement the 17 catalytic projects in the • Ipswich Regional Centre Strategy as priority projects.

16

Focus and Partners City and Regional Leadership Plans - Actions Outcomes, KPIs and TimingParts of the Ipswich Regional Centre Strategy are already being implemented by Ipswich City Council in collaboration with the Queensland Government.

Create a tourism precinct with conference and accommodation facilities at the Ipswich Workshops Rail • Museum using the existing railway workshop attraction as an anchor for a wider tourism precinct. Link the precinct via cycle ways, pathways and possibly tram-light rail to the Ipswich City Centre. This project was identified as one of 10 projects in the Brisbane Regional Tourism Investment and Infrastructure Plan.

3. Sustainable Industries DevelopmentPartners:

Springfield Land • Corporation


Developers and • investors in Ipswich City

Lead agencies and • peak bodies in the sustainable industries sector

DEEDI •

Australian Institute for • Commercialisation

Establish a cluster of sustainable and clean industries at Springfield. •

Development of globally competitive sustainable industry activities and services that create new products • and services for local, national and international markets.

Support this cluster with a range of initiatives including:•

– The establishment of leading, nationally recognised education and training, and business development programs on sustainability and sustainable industries.– R&D in sustainable industries and clean energy.– Partnerships with lead agencies in Australia involved with the development of this industry sector.– Market Ipswich City as a destination for new sustainable industries investment.

Encourage the establishment of strong water and waste management industries to improve sustainable • water and waste practices.

Explore potential for ecosystem services and environmental services in Ipswich City that address climate • change priorities for South East Queensland.

OutcomesSustainable industries cluster established at • Springfield.New education and training institute • established at Springfield.Ipswich and Springfield recognised as • a leading destination for sustainable industries.

Key Performance Indicators Value of investment in sustainable • industries attracted. Number of firms making changes to • prepare for climate change impacts on industry.

TimingCluster commenced – 2009/10.• Partnerships established – 2009.•

17

Focus and Partners City and Regional Leadership Plans - Actions Outcomes, KPIs and Timing4. Regional LeadershipPartners:


Invest West•

SEQ West•

Regional Development • Australia - Ipswich Region

Logan City Council•

Brisbane City Council•

Lockyer Valley • Regional Council

Scenic Rim Regional • Council

Somerset Regional • Council

Department of • Infrastructure and Planning (DIP)

Identify regional development projects and critical infrastructure requirements that support growth in the • Western Corridor and adjacent Regional Councils.

Work with SEQ West (covering Ipswich City, Lockyer Valley, Somerset and Scenic Rim Regional Councils) on • common themes for economic development and growth:

– Manufacturing and transport industry sector development.– Sequencing of major industrial developments to ensure maximum support for each development. Coordination and support for developments in Brisbane, Logan and other Council areas can create a stronger, more integrated market offering for the region.– Developing services to support the Surat Basin.– Tourism.– Rural industries.– Health.– Community development and liveability.

Work to ensure that areas of disadvantage in the City and the region benefit from future growth – providing • employment and training opportunities for these areas and target groups.

Explore social enterprise opportunities that create sustainable futures for new business venture.•

Align economic development initiatives with social infrastructure planning for the City.•

Regional advocacy covering:•

– Infrastructure planning.– Identifying and advocating for critical infrastructure to support economic growth.– Employment and training strategies.– Major projects.– Housing affordability.

Build an active partnership with Logan City on common areas of interest covering small – medium enterprises • and home based business programs, innovation, manufacturing, transport, new investment in the Ipswich / Logan corridor, population growth and community development and other issues.

Work as lead partner in achieving the population, employment and economic growth targets for the Western • Corridor.

Collaborate with Brisbane City on common areas of interest that support growth and development for both • economies.

OutcomesStrong advocacy by Ipswich City for • regional development, key projects and infrastructure.

Key Performance Indicators Ipswich City maintains a strong, productive • and valued regional leadership role.Clear messages to stakeholders and • partners about Ipswich City’s priorities for City and regional economic development.

TimingOngoing partnering approaches with Logan • City and Ipswich City.Continued involvement in Invest West and • SEQ West.

18

4.1 Major Employment and Growth Zone Ipswich City’s economy will create to 120,000 new jobs in the next 22 years to 2031.

Growth at this scale is unprecedented in South East Queensland and reflects the huge influx of population targeted for Ipswich and the Western Corridor.

In this high growth environment, success will be achieved if:

Jobs are created in advance of population growth. • History has shown that where population growth leads job growth, there can be unemployment, difficulty in attracting high quality workers and areas of disadvantage.

Significant investment in infrastructure occurs to • ensure that industry regards the region as a quality destination for investment. This means that travel times need to be competitive (business travel times, worker travel times, travel times to port and airport). Rather than having lagging infrastructure investment, a proactive investment program is needed.

When cities plan for a major growth influx or event such as the Olympic Games, infrastructure investment is geared to the front end – pre-empting growth and ensuring that the right environment exists. This same proactive approach is needed to ensure that Ipswich City can attract high quality investment and create the volume of new jobs needed for population growth.

A proactive approach to investment is adopted • rather than a reactive approach. There are many examples in Australia and throughout the world where regions have been ‘the victims of growth’, rather than channelling and directing growth. Where there is unplanned growth, often the mix of businesses is not ideal – areas can be over dependent on one industry sector and may not have the lead businesses that create opportunities

for local supply chains. Ipswich City, understanding the scale of growth needed, aims to adopt a proactive plan for growth – targeting key industries to attract a mix of businesses and broaden the economic base.

Creating and sustaining major economic growth will require some important strategies:

An active and competitive investment attraction • program.

Strong partnerships between the City and • developers who can facilitate new investment.

Targeting sectors for new investment to create a • balance in the economy.

Table 4.1 – Lead Projects for City Growth contains the action plans for major growth initiatives.

4.2 City of Centres – Economic Growth across Ipswich CityThe Ipswich Local Government Area includes established industrial areas, established urban areas, new major urban areas (Springfield and Ripley Valley) as well as rural centres. It also contains within its boundary 43% of the available industrial land in South East Queensland.

Ipswich City has already adopted the ‘City of Centres’ approach that aims to create jobs (retail, commercial and service centre jobs) in different areas throughout the City.

The EDP builds on the City of Centres approach and covers some 20 main economic activity centres in Ipswich City including:

Dedicated or specialist precincts that target • specific industry sectors. This includes the Ipswich Motorsport Precinct and the Aerospace and Defence Support Centre Amberley.

Ipswich City will be a leading urban growth zone for employment and population in Australia


City Growth04

19

Principal Regional Activity Centres at Ipswich City • Centre and Springfield Town Centre that will attract significant new investment and act as major hubs for economic growth.

Major Regional Activity Centres at Goodna and • Ripley and major suburban centres at Redbank, Redbank Plains, Booval, Brassall, Karalee, Yamanto, Walloon and Rosewood, with each providing an important role as key service and employment centres for their surrounding communities.

Regionally Significant Precincts that are suitable • for very large-scale operations, large footprint sites and mix of industry development. This covers Swanbank/New Chum (large footprint sites for manufacturing and sustainable industries), Ebenezer/Willowbank (large development sites for manufacturing and transport/logistics businesses), Bundamba/Riverview (including the new Citiswich Industrial Estate) as well as the more established industrial areas at Carole Park, Redbank Peninsula and Wulkuraka/Karrabin, each of which has significant potential to cater for additional industrial development.

Local industry and service/trades. A diverse range • of small and medium sized businesses is vital to a growth economy. It is important to provide a range of industry precincts that can support light industry and service/trades development.

Knowledge precincts such as around the UQ • Ipswich Campus in Ipswich Central and the USQ Campus/Education City in Springfield.

Major sites of significance. The RAAF defence base • is one of these sites of significance. The base is a major defence facility that creates employment and flow on economic benefits for the City. Other sites are occupied by major businesses in the City – Bradken at Karrabin, QR Workshops at Redbank, Capral at Citiswich, Claypave at Dinmore, Steggles

at Wulkuraka and Swift Australia at Dinmore. These major businesses need to be supported by preventing urban encroachment, providing good transport access, providing skills and labour and addressing site specific issues.

Major population growth areas. These areas need • strong links to employment and economic centres.

The consistent themes that need to be addressed to support growth in Ipswich Economic Activity Centres are:

Clear messages about the type of development and • industry mix suitable for the Centre.

Clear development sequence priorities.•

Transport access – vehicle and industry transport • access, public transport (to and from employment areas).

Infrastructure to support growth. •

Protecting industry and employment areas and • major sites from urban (residential) encroachment.

The City of Activity Centres approach links with industry sector priorities to create a range of economic growth priorities across the City.

The priorities for centre development are summarised in Table 4.2 – City of Centres Focus for Economic Development. This summary is not exhaustive and should be used as a high level guide rather than as a detailed analysis of all Centre opportunities.

4.3 Industry Sector Growth StrategiesIpswich City’s economy is diverse and sector growth strategies play a vital role in achieving balanced economic growth.

Some industry sectors are well established and will continue to operate without much assistance. Other industry sectors require support – capacity building, infrastructure support, building critical mass or other types of support.

20

Ipswich City needs to work with all of these industry sectors to ensure that they are retained in the City and grow – creating new jobs and economic value into the future.

The EDP gives a summary of these sector strategies under two main groupings:

Manufacturing IndustriesDefence aerospace.•

Rail – a long term sector in the Ipswich economy.•

Food processing.•

Advanced manufacturing.•

Automotive and support businesses (motorsports).•

Building products manufacturing.•

Broad mix of established manufacturing businesses.•

Emerging/Catalytic IndustriesInformation and communications technology • (covered in section 3).

Knowledge based sectors – business services, • technical services and transport and distribution businesses.

Sustainable industries (covered in section 3).•

Education and training (covered in section 5).•

Health and human services.•

Rural industries and the equine industry.•

Home based businesses.•

Light industry and services industries.•

Retail and hospitality.•

Rather than ‘pick winners’, the EDP seeks to highlight the importance of all of these industry sectors and identify the priorities that can help to retain these sectors as a vital part of the City’s economy.

The consistent themes that need to be addressed to support sector growth in Ipswich City are:

Providing suitable locations for industry and • providing required infrastructure to make Ipswich City an attractive destination for industry investment.

Supporting growth in existing businesses and • attracting new investment that builds critical mass in high value and export focused businesses.

Providing effective and clearly understood industry • training and employment pathways into industry.

4.4 Industry Capacity Building – Supporting GrowthIn an increasingly complex and competitive world market, businesses face a wide range of challenges. While some firms have the capacity to meet these challenges and successfully secure markets locally, nationally and internationally, others need help to support growth. There are a number of strategies that can build the capacity of the economic base in Ipswich City – improving competitiveness and strengthening the structure of the economy.

These strategies are very much aligned with growth businesses. Growth businesses see the importance of these approaches and actively seek out these opportunities:

Communication with Industry Leaders. •

Forums for industry leaders provide regular opportunities to seek their views on priorities and opportunities for growth. Ipswich City needs to build active business networks to ensure that changing conditions, new opportunities and emerging challenges are identified and addressed effectively.

21

Small – Medium Enterprises and Home Based • Business Sector Growth. A dynamic sector of any economy is the small business and home based business sector. These companies are flexible, innovative and provide high value solutions to their customers.

Creating a supportive environment for home based businesses supports new industry start up and innovation.

Small businesses and home based business people access information differently – they want to exchange knowledge, experiences and ideas with other business people. Supporting the small business incubator and creating a vibrant small business community in the City is important for this sector and for the economy as a whole.

Local Supply Chains. Major businesses move to a • region for many reasons. However, they want to be sure that they have access to labour and skills and have an effective and competitive network of local suppliers.

A targeted program to build high quality local supply chains is a vital one for Ipswich City.

Reduced travel times for inputs and being able to access competitive local services all contribute to creating an attractive investment environment.

Developing supply chain capability skills, creating clusters and networks that supply particular industry sectors and an effective skills and labour supply chain are priorities.

Technology Uptake. While technology is a key and • visible part of manufacturing industries, many small businesses often do not see technology uptake as relevant. However, use of available technology and ICT tools can improve competitiveness, productivity and reduce operating costs in any business.

A targeted focus on technology diffusion across all sectors contributes to long term competitiveness.

In the manufacturing industry particularly, new investment in technology is vital. Firms that have invested in new technology and competitive manufacturing skills (lean manufacturing, six sigma and others) are currently weathering the global financial crisis much more effectively than those that have not made this investment.

Global competitiveness needs to be the focus for industry capacity building.

4.5 City Growth Action PlansThe following pages summarise the action plans on City Growth. This covers:

Lead projects for growth.•

City of Activity Centres focus for economic growth.•

Industry sector growth priorities. •

Development priorities for the City Centre are based on and link closely to the Ipswich Regional Centre Strategy. The 17 catalytic projects in this Strategy are outlined in the following table. Ipswich City Council and its partners are reviewing the potential to implement these important projects.

22

17 Catalytic Projects – Ipswich Regional Centre StrategyManagement

1) Develop an implementation mechanism for the Ipswich Regional Centre Strategy which includes catalytic projects and all identified actions;

5) Develop a master plan that outlines the strategic framework and overarching principles for the Ipswich Regional Centre, including pedestrian connectivity, green space networks and view corridors. This includes a detailed masterplan, streetscape design manual (including a Boulevard/Main Street Network) and public art strategy for the Ipswich Regional Centre;

Revitalisation and Development 13) Explore delivery mechanisms with joint State and ICC representation to identify; amalgamate, consolidate and purchase key land parcels; administer and facilitate development in joint public private partnerships; and administer /determine applications for development on existing underutilised or strategically positioned key revitalisation sites;

14) Recognise the combined Ipswich City Square site and Ellenborough Street site (QR land) as a key revitalisation and priority development site that should be facilitated for redevelopment;

15) Develop a detailed precinct plan exploring potential and compatible options for the North Ipswich Railway yards, including Queensland Rail, Leda and Queensland Museum lands;

16) Secure the future of the Ipswich Public Hospital and proposed Health Hubs in the Ipswich Regional Centre and their relationship to the existing CBD medical services precinct;

17) Develop a multi-purpose Performing Arts Complex incorporating a public square to celebrate significant occasions. Uses could also include conventions, exhibitions, multicultural events.

Transport and Access 2) Implement improved regional road connections within the Western Corridor and particularly between Brisbane and Ipswich;

3) Build the Riverlink pedestrian/cycle link bridge;

4) Build a North Ipswich to Brassall Pedestrian and Cycle Bridge and associated pathway network;

7) Implementation of necessary rail infrastructure to enable provision of a high frequency express rail service between Ipswich and Brisbane CBD;

8) Commitment to further investigate and make recommendations to Governments on Bremer River crossing (all modes) (for example Norman Street) and associated inter-regional connections to the major road network and inter-neighbourhood connector road network. The aim is to increase connectivity and circulation within the Ipswich Centre and redirect through traffic movements out of the Centre core;

9) Convert Brisbane Street and Limestone Street to two way streets;

10) Initiate a regular, continuous north south public transport service along a transit axis/spine from the future University rail station to the North Ipswich Railway Workshops, through the traditional centre core and bus/rail interchange. In the shorter term, this should coordinate with a radial bus service (this may require bus priority treatment at congested intersections);

11) Redevelop the existing transit centre and Ipswich rail station as an integrated development site to deliver superior rail facilities and a civic plaza (creating a signature/land mark building and public space). The current bus interchange facility in Bell Street is to be relocated to East Street and integrated as part of the rail/civic plaza redevelopment. Consideration will need to be given to the location of an interchange facility for long distance buses. The redevelopment will improve the railway station and bus interchange function and visibility; improve its access, permeability and legibility; and improve its relationship to the Ipswich core and River;

Employment6) Development of a strategy to locate appropriate State and Federal Government administrative functions in the Ipswich CBD as a catalyst for private sector retail and commercial office space development;

Housing 12) Facilitate joint ventures between developers and Defence Housing on key revitalisation sites (to establish defence housing presence within the centre and to cater for Defence Housing requirements in Ipswich);

23

‘Old cities make great new cities’

Lead Projects for City GrowthTABLE 4.1 – LEAD PROJECTS FOR CITY GROWTH

Focus and Partners Lead Projects for City Growth - Actions Outcomes, KPIs and Timing1. Ipswich City – Major Growth ZonePartners:

Developers and major • investors in Ipswich City

Industry and industry • peak bodies

Ipswich Office • of Economic Development

Brisbane and Logan • Cities

Surrounding regional • councils

Chambers of • Commerce

Implement an active investment attraction program for Ipswich City. This covers:•

– Creating a strong partnership with industrial and commercial land developers to attract investment in the City’s 20 economic activity centres.– Effective communication and collaboration with developers and existing businesses to continually identify new opportunities and potential target firms.– Partner with Brisbane City, Logan City and other regional councils to attract new investment.– Target these industry sectors for investment attraction:

Manufacturing – large and leading manufacturers, advanced technology manufacturers (aerospace, • automotive and precision engineering), food processing, net exporters from the region.

ICT and knowledge industries.•

Professional and technical services – building Ipswich as the base for technical and specialist services • supporting Surat Basin expansion.

Supply chain partners for major existing firms and industries.•

High growth firms.•

– Create investment profiles for target sectors – outlining the benefits and advantages that Ipswich City offers.

Maintain a list of target sectors that qualify for major investment pathway support – streamlined processes to • secure preferred new investment and firms.

Prepare a preferred development sequence for major industrial and commercial sites.•

Identify infrastructure investment priorities to bring new industry precincts to market.•

Investigate approaches and options that can reduce financial barriers for new developments.•

Identify opportunities to establish a creative industry sector.•

Prepare a ‘Go West’ infrastructure priority list to support investment attraction and job creation targets.•

OutcomesIpswich City regarded as a top 5 investment • site for new manufacturing investment in Australia and the lead site in South East Queensland.Investment attraction partnership between • Ipswich City and the private sector regarded as a leading model.Ipswich City creates 80,000 new jobs over • the period to 2026.Job creation leads population growth.• Active partnering with other cities and • councils supports investment attraction to Ipswich City.

Key Performance Indicators Quality investment attraction support • material developed.Value of investment attracted.• Manufacturing investment represents at • least 35% of new investment attracted.Existing major businesses retained.• Employment and export growth in target • industry sectors.

TimingOED partnering approach with developers • – commence 2009.Target sector list – by June 2010.• Go West Support Package – discussions • commence by June 2010.

24

Focus and Partners Lead Projects for City Growth - Actions Outcomes, KPIs and Timing2. Competitive PracticesPartners:

Manufacturing Skills • Queensland

Private Providers•

Ipswich Education and • Training Network


Encourage uptake of competitive manufacturing skills to improve manufacturing efficiency, competitiveness • and costs profiles.

Competitive manufacturing skills training delivered in Ipswich City.•

Competitive manufacturing skills embedded into industry training programs in Ipswich City.•

OutcomesThe manufacturing industry in Ipswich City • is more competitive.

Increased out of region exports.•

Key Performance Indicators Number of firms participating in skills • development.Case study results of benefits from • competitive manufacturing skills.

TimingCommence in 2010.•

3. Business Visitation ProgramPartners:

Top 50 firms in • Ipswich City


Implement an industry retention program to work with and retain major businesses and key sectors of the • economy.

Identify the top 50 firms (by employment size and value) in Ipswich City and commence a contact program • with these firms to identify industry sector issues, challenges and opportunities.

Feed information from these firms into EDP and Council business activities to support firm retention in Ipswich • City.

Enhance and expand information networks that support the establishment of new businesses and • development of existing business activities.

OutcomesBusiness retention plan proactively • identifies actions to support growth at major sites and in key industries.Top employing and earning firms in the • Ipswich City economy retained.Regular feedback on industry and firm • issues informs economic development initiatives.

Key Performance IndicatorsAnnual phone or face to face contact with • firms.

Timing Commence by October 2009.•

25

Focus and Partners Lead Projects for City Growth - Actions Outcomes, KPIs and Timing4. Small – Medium Enterprise and Home Based Business Sector Growth PlanPartners:

Logan and Brisbane • City Councils


Business Enterprise • Centre Ipswich Region Inc (BECIR)

Education and Training • Network


Work with the Business Enterprise Centre Ipswich Region Inc (BECIR) on a home based business development • plan covering:

– Lively information sharing and networking events and activities that engage and involve home based and small businesses.– Business skills development.– Product and service innovation.– Business expansion strategies for growth firms.– Infrastructure support such as service and ICT hubs.

Use the City’s InfoCity Plan to create new opportunities for small – medium enterprises and home based • businesses to market their services, share information and build a strong community.

Encourage mentoring support linking new businesses with established businesses.•

Continue to provide a supportive regulatory environment for the establishment and operation of home based • businesses.

Continue to support the BECIR small business programs and Small Business Incubator.•

OutcomesIpswich City positioned as a leading, quality • destination for small – medium enterprises and home based businesses.Effective support available for the growth • and development of small and home based businesses.

Key Performance Indicators Number of small – medium enterprises and • home based businesses participating in events and programs.

Reduced business failures.•

TimingCommence in 2010.•

5. Building Effective Local Supply ChainsPartners:

DEEDI•


QMI Solutions•

Private service • providers


Implement a supply chain improvement program that:•

– Operates across a range of industry supply chains.– Assesses the strength of local supply chains and identifies gaps and capacity improvements to deliver long term, sustainable growth.– Shares information and case studies.– Targets high growth sectors such as manufacturing and building and construction – creating local supply opportunities. – Identifies supply chain priorities for emerging industry sectors e.g. ICT and sustainable industries. – Creates a supply chain focus in the local Ipswich economy.

OutcomesCompetitive local supply chains create • a sustainable competitive advantage for Ipswich City.Reduced cost profiles for major firms • locating in Ipswich City e.g. reduced transports costs for inputs, greater flexibility in accessing goods and services.

Key Performance Indicators Local firms increase their share of local • industry spend.Sector supply chain improvement • strategies implemented.

TimingCommence program in 2010.•

26

Focus and Partners Lead Projects for City Growth - Actions Outcomes, KPIs and Timing6. Technology Uptake and DiffusionPartners:

QMI Solutions•

DEEDI •

Industry peak bodies•

Chambers of • Commerce


Commence a technology uptake program to:•

–Raise awareness of the value and benefits that ICT and other technologies can deliver to business productivity and profitability.– Work with technology suppliers and QMI Solutions to deliver a 2 year program of technology uptake events and activities.

Implement a targeted program for manufacturing industry technology uptake covering direct digital • manufacturing, advanced design, automation and new technology investment.

Identify technology champions in the business community who can promote the program and encourage • participation.

Develop case studies for different business types showing the value of technology investment to home based • businesses through to large scale firms in the City.

Profile ICT case studies and technology leaders in Ipswich City – providing a broad range of models and case • studies that firms can consider and adopt.

Build a network of firms involved in leading technologies – precision manufacturing, nanotechnology, • neutraceutical and other technologies – to continue investment in technology as a regional competitive advantage.

OutcomesTechnology uptake becomes a competitive • advantage for the City.Local case studies and champions • encourage other businesses to act.Ipswich City creates a community of • interest in technology uptake.

Key Performance Indicators Leading program on technology uptake • launched in Ipswich City.Participation in the program across a wide • range of sectors and business types.

TimingCommence program in 2010.•

27

City of Activity Centres for Economic Development TABLE 4.2 – CITY OF ACTIVITY CENTRES FOCUS FOR ECONOMIC DEVELOPMENT

Centres City of Activity Centres - Economic Growth Drivers Priorities1. Ipswich City Centre Redevelopment of Ipswich City Square – a signature new investment project sending an •

important signal about the City’s contemporary, growth focused outlook. Includes high density residential, diverse retail (vintage retail through to high end), entertainment, cafes and restaurants. Provides a mix of activities and zones in the City Centre. Revitalisation and development of parcels and key areas in the City Centre covering retail, • entertainment, health precinct, residential and employment.Base for government, business services and knowledge industries.• Implement the Ipswich Regional Centre Strategy projects including attracting government • workers (local, state and federal) to the City Centre as a key economic driver for growth.

High employment growth

Secure the transfer of government employees to the City • Centre by 2012.Market Ipswich City Centre as a business services base • including technical and support services for the Surat Basin. Work with peak bodies, lead firms and developers to attract new firms.Strengthen the health precinct and attract additional health • services to the City Centre. Evaluate options that support expansion of health services and facilities including a possible new health research facility at UQ.Establish a knowledge precinct between UQ and the City • Centre based on a fibre optic link up.Rail link from Springfield to UQ to the Ipswich transit centre.•

28

Ipswich City Centre

Centres City of Activity Centres - Economic Growth Drivers Priorities2. Springfield Major new community with a focus on information and communications technology, health •

and education precincts, sustainable industries and clean industries, and professional services.Orion Shopping Centre is a major draw for residents in and near Springfield.• Polaris Data Centre and Springfield Tower are lead projects in the attraction and • development of clean and technology industries and business services to Springfield.This leading master planned community is a major destination for new workers – offering • a range of accommodation options and a quality lifestyle. Green spaces and ‘places for celebration’ (Springfield Central Parkland) make Springfield a major hub for new investment and population growth.


Marketing Springfield as a lead centre for ICT, sustainable • industries, clean industries, health, education and business services.Collaboration on economic development and investment • attraction initiatives

3. Ripley Valley Major new urban area with its own town centre (urban core) and two major secondary • centres plus a network of neighbourhood and local centres.Major base for population growth – providing workers to a range of employment centres in • the City. Identified as a Regional Development Area (residential and employment) under the SEQ • Regional Plan.

High employment growth (service jobs)

Establish high quality transport links to employment zones.• Support a range of accommodation options and offer a high • quality environment to attract a wide range of workers to the City.

29

Springfield Ripley Valley

Centres City of Activity Centres - Economic Growth Drivers Priorities4. Carole Park Established industrial area with a strong mix of existing businesses.•

Substantially developed and tenanted.• Maintaining a diverse industry mix (manufacturing and light industry).•

Mid range employment growth (job retention focus)

Provide high quality industry transport access to the area.• Provide improved transport access for employees.• Continue to attract a mix of industries.•

5. Redbank Potential for a high quality business park and knowledge industry precinct at Redbank • Peninsula.Redbank Plaza is a major retail and service centre. Continued business growth at Redbank • Plaza.Industrial development growth at Redbank.•

Mid range employment growth

Support a new knowledge precinct on the river to attract • business and technical services as well as firms with a significant reliance on ICT and/or other knowledge industries. Support industrial development at Redbank.• Need transport access to support development.• Continued growth of Redbank Plaza as a major retail and • service hub in the City.

6. Redbank Plains Residential growth zone.• Supported by commercial growth in nearby areas.•


Continued growth as a residential area•

7. Karalee Industrial and commercial development commencing.• Residential growth zone.•


Support industrial and commercial growth.• Potential for strong economic growth in this area.• Need to improve transport access.•

8. Bundamba/ Riverview

Citiswich – leading industrial development attracting manufacturing and distribution • businesses. Mix of retail, light industry and manufacturing.• Bremer TAFE – key City training provider. •


Support the development and marketing of Citiswich as a • lead industrial estate in the City. Suitable for manufacturing and distribution businesses.

9. Goodna Vital and major centre for business services, retail and professional services.• Banking centre for Wacol and Carole Park. Also a base for government services and lead • retail brands. Child care, aged care and medical services attract people to this hub.Goodna Technology Park – attracting knowledge industry firms.• Centrally located with good road access to Ipswich City, Gold Coast, Sunshine Coast and • public transport access to rail.Future growth of Goodna as an important service, business and medical centre and high • density residential precinct at the eastern side of the City.Mix of services and growth is continuing to attract new residents/businesses.•


Continued retail, commercial and business growth in this • important hub.Potential for high density residential development.•

30

Centres City of Activity Centres - Economic Growth Drivers Priorities10. Swanbank/ New Chum

Swanbank Industrial Park – leading industry precinct. Ideal for very large footprint sites. • Capacity to attract major manufacturing and sustainable industry investment – net exporters that require significant supply chains.New Chum is an area for industry expansion. Destination for mixed industry and supply • chain support firms.


Priority industry precinct.• Active investment attraction targeting large and brand • manufacturers and sustainable industries. Destination for supply chain partner firms.•

11. Booval Major retail and service centre. • Can further develop the Station Road precinct to create a distinctive destination (similar to • Park Road at Milton in Brisbane).


Continued growth as a retail hub and service centre.• Potential for high density residential development.•

12. Brassall Retail and service centre providing services to surrounding suburbs. •

Low employment growth

Continued growth as a retail hub and service centre.• Potential for high density residential development.•

13. Yamanto Major industrial and services hub at the junction of key highways.• Attracting a mix of retail, commercial and industrial activities. Continued growth of Yamanto • as a major centre with the connection of the Centenary Highway.


Light industry, retail and commercial business zone.• High growth zone based on major highway access links to • Yamanto.Potential for high density residential development.•

14. Wulkuraka and Karrabin

Important, long established industrial precincts. Potential expansion for major employers. • Located near population growth areas.• Can be expanded.•


Need to retain major businesses established in this zone.• Preserve industrial areas from urban encroachment as • residential growth occurs along the rail link to Rosewood.

15. Walloon Service base for a growing community. Retail and services centre that will grow as • population increases.

Affordable housing and the rail link will support population growth in the area.•


Expansion in line with population growth.•

16. Rosewood Base for rural industries.• Employment and service centre for surrounding residential areas.• Hub for equine industries – showground and cluster of equine activities. • Strong outlook for growth as population along the rail line to Rosewood increases. Focus on • affordable housing.


Space for rural industries and manufacturing. • Support investment in equine facilities and equine industry • activities, businesses and services.Growth in retail and services in line with population growth.•

31

Centres City of Activity Centres - Economic Growth Drivers Priorities17. Amberley RAAF Base

Major RAAF defence base at Amberley with at least another 50 years life.• Second stage of redevelopment underway.• Base for Australian Army and Air Force activities.• New aircraft to be based at Amberley.• Major economic driver in the region – bringing population and jobs to the region.• Potential for increased defence activities at the Base.•


Need to retain and support this key asset – protecting from • urban residential encroachment. Proactive support for the Base and an ongoing partnering approach from the City.Retain buffers – focus on industrial development and • limiting residential development near the base.Ongoing collaboration on key issues such as transport links, • housing for staff (including decentralised housing and high density housing in the City Centre for single staff) and issues as they arise.Improve public transport services to the base and expand • the road access corridor to support future growth.

18. Aerospace and Defence Support Centre - Amberley (ADSC-A)

New aerospace and advanced manufacturing precinct with long term growth potential.• Range of specialist capabilities available at the base that are relevant to advanced • manufacturing and other industry clients e.g. testing, repair, painting, structural.Major advanced manufacturing precinct in the City. •


Support the establishment of the ADSC-A and attraction of • major and other tenants.Collaboration between the ADSC-A and the Ipswich • Motorsports Precinct on opportunities for advanced manufacturing capabilities, skills development and transport access.

19. Ebenezer and Willowbank

Major industrial zone for large footprint industrial development.• Major industry development area in the future - identifies as a Regional Development Area • under the SEQ Regional Plan.Potential site for an inland port – creating a major transport and logistics hub.• Ipswich Motorsport Precinct – a nationally significant motorsports precinct with the • potential for growth and a base for automotive businesses.


Establish an inland port as a leading transport and logistics • hub for South East Queensland.Support expansion and development of the Ipswich • Motorsports Precinct – creating an internationally competitive motorsports and automotive industry base.Develop a high quality industry park for brand companies • near the inland Port. Develop space for light and mixed industry and supply chain • firms. Retain buffers to support long term industry growth.

20. Marburg Mix of retail and service businesses and a support base for rural industries.• Equestrian precinct – racing and pony clubs.•


Space for rural industries and equine activities. • Some growth in retail and services in line with population • growth.

32

Industry Sector Growth Priorities TABLE 4.3 – INDUSTRY SECTOR GROWTH PRIORITIES

Sectors Industry Sector Growth Priorities - Projects and Tasks Outcomes and Timing1. Advanced ManufacturingPartners:

Developers and major investors in • Ipswich City

DEEDI•

QMI•

Industry•


Attract and retain a diverse range of advanced manufacturing capabilities in the City – design, • product and equipment manufacturing.

Build industry competitiveness through:•

- Uptake of technology and new technology investment – automation, robotics, new leading technologies.- Increased use of computerised design capabilities and digital manufacturing.- High level of uptake of competitive manufacturing skills (lean manufacturing and other tools).- Market diversification – strengthening opportunities for Ipswich firms.

Create an Advanced Manufacturing Network – creating a hub for information exchange, • collaboration and market development.

Development of supply chain linkages – strengthening support capabilities for this key • advanced manufacturing sector.

Identify collaboration opportunities – targeting new markets including supply into the Surat • Basin, resources, manufacturing and infrastructure sectors.

Target the industry for new investment assistance.•

OutcomesLead industry for Ipswich City.•

Capabilities support a wide range of • manufacturing activities.

Increased high value exports from • Ipswich City.

TimingInvestment attraction – ongoing • collaboration with developers and investors.

2. Aerospace and Precision Manufacturing Partners:


DEEDI•

DIP•

Amberley RAAF Base•

Aerospace industry •


Establish the Aerospace and Defence Support Centre - Amberley.•

Attract and retain aerospace manufacturers including lead tenants.•

Build capabilities at the ADSC-A covering precision manufacturing, testing and other advanced • capabilities.

Establish a brand for the ADSC-A and market its capabilities to attract a diverse range of • customers.

Strong partnering plan with Amberley RAAF Base to respond to changing and emerging • opportunities for aerospace manufacturing, support and services. Aim to build high level capabilities at the ADSC-A.

Link to the Advanced Manufacturing Network.•

Target industry for new investment assistance.•

OutcomesStrong aerospace industry cluster • develops at the ADSC-A.

Industry cluster expands opportunities • and markets to service a wider industry base in South East Queensland.

TimingTiming to be determined based on • further planning to mitigate impacts on sensitive surrounding land uses and infrastructure delivery

Partnering with Amberley RAAF Base – • ongoing.

33

Sectors Industry Sector Growth Priorities - Projects and Tasks Outcomes and Timing3. Motorsports and AutomotivePartners:

IMP tenants•

State Government•



Automotive industry•

Support the further development of the Ipswich Motorsport Precinct (IMP) through:•

- Seeking funding for facility expansion of the IMP – targeting world class facility standards.- Support the establishment of an automotive industry cluster at the IMP. - Provide development approval support – for automotive businesses that meet precinct requirements.- Support for new major motorsports events at the IMP.- Improved road and transport access to the IMP to cater for increasing visitor numbers.- Create a more visible entry for the IMP.

Continue to work with IMP businesses to raise the profile and market the IMP as a major • motorsports precinct in Australia.

Industry attraction – seeking to attract automotive businesses (sales, development and • precision manufacturing) to the precinct.


Support development of complementary activities and recreational facilities near the IMP. • This includes expanded motorsports activities e.g. off road and driver training.

Maintain buffers to preclude residential uses around the IMP to support long term growth and • retention.

OutcomesMajor motorsport precinct continues to • develop in Ipswich City – a major catalyst for attracting visitors to the region.

Supports a cluster of precision • engineering businesses at the IMP and the ADSC-A.

TimingIMP funding and development proposal • – 2009/10.

Ongoing collaboration with IMP.•

4. Rail Manufacturing Partners:

Rail industry•

DEEDI•


Ipswich City has a significant rail heritage – Railway Workshops, two major locomotive and • rolling stock manufacturing and repair facilities, and a range of smaller manufacturers.

Work to retain rail activities through: •

- Supporting the development of a tourist precinct and conference centre at the North Ipswich Railway Workshops.- Skills strategies to support and retain rail industry activities.- Competitive local supply chain development.

Regular contact with major firms to identify priorities.•

OutcomesRail sector supported and strengthened • in Ipswich City.

TimingFeasibility study for the convention • centre – 2009/10.

Ongoing collaboration.•

34

Sectors Industry Sector Growth Priorities - Projects and Tasks Outcomes and Timing5. Food ManufacturingPartners:

Food industry•

DEEDI•


Ipswich City is a base for major food processing facilities.•

Support growth in smaller food manufacturers – developing a food and wine trail to link with • the City’s expanding tourism activities.

Provide a supportive environment to retain food manufacturing.•

Regional skills and labour access strategies for food processing.•

Support new investment in food manufacturing with a focus on niche products and export • markets.

Regular contact with major firms to identify priorities.•


OutcomesFood sector retained and expanded in • Ipswich City.

TimingRegular contact with major firms • through the Business Visitation Program – commenced by November 2009.

Skilling Ipswich Program - commenced • by November 2009.

Food and wine trail – 2009/10.•

Investment attraction – ongoing.•

6. Sustainable IndustriesPartners:

Springfield Land Corporation•

Australian Institute for • Commercialisation


Developers and investors in Ipswich City•

Cluster established at Springfield.•

Education and training institute for sustainable industries established at Springfield.•

Partnerships established with lead agencies involved in the development of sustainable • industries e.g. Australian Institute for Commercialisation.


OutcomesIpswich and Springfield established as • centres for sustainable industries.

TimingCluster commenced – 2009/10.•

Partnerships established – 2009.•

7. Technical and Professional ServicesPartners:

Industry peak bodies•

Professional services industry •




Establish Ipswich as a base for technical and professional services. This includes positioning • Ipswich as a base for services to the expanding Surat Basin and Central Queensland region.

Attract engineering and technical professional services to Ipswich City based on:•

- High quality broadband services and infrastructure.- High quality business precincts that can provide a mix of positive working environments close to high quality living options.- The central location of Ipswich City in the major western growth corridor.

Work with professional services bodies to profile the City’s capabilities, developing areas and • business opportunities.


OutcomesThe City attracts knowledge industry • businesses and workers.

TimingInvestment attraction activities • commenced in 2009.

35

Sectors Industry Sector Growth Priorities - Projects and Tasks Outcomes and Timing8. Transport LogisticsPartners:

Transport industry •

DIP•



Establish an inland port – a major transport and logistics hub precinct providing links to major • highways and rail (standard and narrow gauge).

Ensure the port has good access levels, sufficient space for expansion and operates as a major • distribution hub in South East Queensland.

Develop an industry skills and training plan to support attraction of transport logistics • investment to the City.


OutcomesMajor transport logistics hub established • in the region.

TimingTiming of development to be • determined with DIP.

Skilling Ipswich Program - commenced • by November 2009.

9. HealthPartners:

Hospitals and health services sector•

University of Queensland•

Queensland Health•



Support expansion of health facilities and services in the Ipswich City Centre and at • Springfield.

Support the growth of health education and training in the City.•

Support investment in new health research and specialist facilities in the City. •

Evaluate options that support expansion of health services and facilities including a possible • new health research facility at UQ.

Seek proactive investment by State and the private sector to ensure that health services and • facilities in the City keep pace with population growth.

Develop more complex and advanced health and complementary services to support a high • growth population in Ipswich City and in the region.

Provide health precincts with good public transport access and local parking.•

Support the City’s focus on developing skills and capabilities in health and human services.•

OutcomesIpswich City has leading health services • and capabilities.

Secure the future of the Ipswich Public • Hospital

TimingTiming to be determined by partners.•

Investment attraction activities • commenced in 2009.

10. Rural IndustriesPartners:

Department of Primary Industries and • Fisheries

Rural industries•

DEEDI•


Invest West•

SEQ West•

Establish the outer lying areas of Ipswich City as a growth rural industries precinct.•

Undertake an assessment of available agricultural land to determine the crops and rural • industries that are most suited to different available areas.

Work with rural industry investors, DEEDI and peak agricultural bodies to attract new • investment.

Encourage the development of niche, high value rural production and rural/tourism • developments.

Support development of economic activities on rural properties – small scale manufacturing, • retail, recreational and tourism.

OutcomesSustainable and vibrant rural industries • and projects initiated in Ipswich City.

TimingAssessment of agricultural land – • 2009/10.

Investment attraction – commencing • 2010.

36

Sectors Industry Sector Growth Priorities - Projects and Tasks Outcomes and Timing11. Equine Industry and RacingPartners:

Equine industry clusters in Scenic Rim, • Gold Coast, Lockyer Valley, Toowoomba and BrisbaneIpswich City Council•

Loss of space for equestrian activities in South East Queensland is creating demand for new • facilities and hubs.Ipswich Racecourse and adjoining stables residential precinct are an important resource for • the equine industry in the City. Establish Rosewood as an equine industry hub – development of an equestrian facility at the • showgrounds. Marburg is also an equestrian hub (pacing and pony clubs).Support investment in a major indoor facility.• Encourage equine industry services and businesses to locate near this new facility.• Work with equine industry groups and facilities in Lockyer Valley, Scenic Rim, Gold Coast and • Toowoomba to develop a strong regional network of equine facilities and events.

OutcomesDevelop an equine industry plan to • guide future growth.

Growth in equine industry facilities and • a regional equine industry cluster.

TimingDevelopment of an equine industry plan • to be determined by the industry.

12. Hospitality Partners:

Hospitality industry• Ipswich Tourism • Ipswich City Council• Developers and investors in Ipswich City•

Encourage investment by high quality cafes and restaurants in the City to match City Centre • and employment precinct growth. Encourage dining precincts in the City.• Assess options for expanded entertainment and recreational facilities in the City. Some • options are already identified in the Ipswich Regional Centre Strategy.Ensure the City has ‘places to celebrate’ – locating open spaces that bring the community • together and maintains a strong sense of community.

OutcomesHigh quality dining and entertainment • options support economic and population growth in the City.

TimingInvestment attraction commences in • 2010.

Identify new facilities and ‘places to • celebrate’ – 2009/10.

13. Retail IndustryPartners:

Retail industry, retail networks and • Chambers of Commerce Developers and investors in Ipswich City•

Ipswich City Council •

Priorities for development of the retail sector include:• New development at Ipswich City Square to attract high quality and a diverse retail mix.• Work with ‘top of town’ retailers to develop a unique retail precinct (with a West End or • Fortitude Valley feel) - providing diversity and interest in the City.- Growth in retail precincts throughout the City to provide diversity of retail options – maximising the retail spend retained in the City.Work actively with retail networks to retain and grow this key sector of the economy.•

OutcomesIncreased retail spend retained in • Ipswich City.

Quality of retail options meets • community expectations and supports economic and community growth.

TimingProject to redevelop Ipswich City Centre • commenced.

Industry collaboration – ongoing.•

14. Building and ConstructionPartners:

Developers and investors in Ipswich City• Building and construction industry peak • bodiesBuilding and construction industry• Ipswich City Council•

Long term investment in new housing and new industrial and commercial facilities will • occur in Ipswich City over the coming decades. Providing opportunities for local firms and suppliers will support growth in the economy and build the City’s skills base in building and construction.Work with major developers, investors and local building and construction firms to maximise • local supply and employment opportunities.Expand skills development to provide employment opportunities for local people.•

OutcomesLocal supplier and employment • opportunities in building and construction.

TimingCommence discussions with industry on • local supply opportunities – 2010.

37

Building competitiveness in the City is vital for long term sustainable growth.

Ipswich City must compete in a complex and difficult market. The City needs to be successful in attracting a broad range of investment as well as investment in key industries.

To ensure that growth is achieved, a program of building the City’s competitiveness has been included in the EDP.

5.1 Pathways for InvestmentIpswich City already has a strong reputation for welcoming new investment.

The City needs to build on this positioning and create competitive pathways for investment that help the City compete effectively in the market with other destinations.

Efficient planning and development approval processes are a vital support to investment attraction activities.

To ensure that the City creates a diverse economy, maintain a project team across Council to streamline the development approval process.

By reducing time and complexity, industry clients benefit through greater certainty and reduced costs, supporting new investment in these industry sectors:

Large scale and recognised brand manufacturers – • those organisations that will create value in their own right, attract associated supply chain partners or add to the mix of investment in the region.

Businesses that complement and build on existing • areas of key focus for the City:

- Aerospace and defence support services.- Automotive (linked to the Ipswich Motorsport Precinct).- Advanced manufacturing.Knowledge based industries – high value adding • operations covering business services, technical and engineering services, information and

communications technology, and other knowledge based businesses.

Sustainable industries and clean technology.•

Education and training ventures. Expansion of this • sector is a key focus for the City.

Transport and logistics to support the • establishment of an inland port.

5.2 Trade and Export Strengthening exports from the City and attracting net exporters to establish in the City are priorities for economic growth in the future.

Development of export and trade links (through trade networks and Sister City links) and building export skills and capabilities will also support long term competitiveness in the economy. An export and trade program can leverage off the work that City has done in creating international links and make sure that City firms have access to the skills and support they need for successful export development.

Working with migrant businesses and the City’s multicultural community can also support new trade and export opportunities.

5.3 Transport for Industry, Employees and CommunityFor Ipswich City to be a competitive region, businesses must be able to move product and inputs to and from sites efficiently, workers must be able to get to work within reasonable timeframes and business people need to be able to move around the region without significant traffic delays.

Major investment has been occurring on the Ipswich and Logan Motorways and the opening of the Centenary Highway - between Springfield and Yamanto will improve traffic flow.


City Competitiveness05

39

However, due to the significant growth that will occur in the future, proactive ‘Olympic style’ investment is needed in transport infrastructure. This covers:

Implementing the rail link between Springfield, the • University of Queensland and the Ipswich transit centre as a priority.

Partnering with the Department of Transport and • Main Roads on the establishment of access roads and links into industrial and commercial precincts earmarked for development.

Continuing to review traffic volumes and plan • proactively for expansion in transport links to ensure:

- Long term competitiveness in access to the Port of Brisbane and Brisbane airport.- Competitive transport times between Ipswich City commercial/industrial areas and other industrial/commercial areas in Brisbane City and surrounding areas.

As Ipswich City grows, there will be increasing demand for better air transport access. Ipswich City supports the establishment of a secondary airport west of the City to provide passenger and freight services.

5.4 Leading Education and Training City Developing competitive skills in Ipswich City is a major program to support growth.

The City has a network of education and training providers that collaborate well and focus on working closely with local industry sectors.

Strengthening the education ‘brand’ of the City, attracting new education and training investment to the City and proactively developing major new skill strategies are part of the EDP.

Key components of this Skilling Ipswich Program include:

Developing and marketing the education and • training brand of Ipswich City.

Industry sector skills plans that respond to industry • growth. This covers a broad range of training and education – pre employment, vocational education and training through to tertiary level. This integrated skills program is a leading model designed to respond to high growth.

A community skilling program to provide • opportunities for community members to improve their qualifications profile and learn new information and skills. Creating a learning community is a vital support to long term economic growth and regional competitiveness.

Access to community skilling services is closely linked with the InfoCity Plan.

Develop excellence in education and training in • Ipswich City in:

- Health, aged care and human services.- Sustainable industries and clean technology.- Information and communication technology.- Business.- Construction.- Engineering and advanced manufacturing skills (including aerospace and defence support).

Establishing an employment pathway project that • creates a one stop contact point for industry and people in the community – creating clear pathways into employment and training across a wide range of industries.

A separate Education and Skills Plan (Skilling Ipswich Program) has also been developed covering these actions in greater detail.

40

5.5 Indigenous Employment and Business Growth Plan Working with the indigenous community on employment and new business opportunities is a priority for the EDP. The City’s partnership with the indigenous community is a central priority for the City.

The EDP will support this partnership and encourage improvements in indigenous participation in economic, employment and growth outcomes.

5.6 Liveability, Lifestyle and Ipswich City as a DestinationIpswich City’s livability has been recognised internationally – in 2007 Ipswich received an award as the most liveable mid-size city in the world (International Awards for Liveable Communities). Springfield and Ripley Valley are helping to create a City with a wide range of lifestyle choices.

While new investment is occurring all the time in the City (Riverlink, Ipswich City Centre project), the vision for the liveability of the City is a vital component of economic development. Liveability is important to the wider community, businesses and tourists and helps attract skilled workers to the City of Ipswich.

The City needs to ensure that it remains competitive as a liveable destination.

Ipswich City offers a less busy environment than capital City living, it is about an hour by car to the Gold Coast and the Sunshine Coast and is close to rural and hinterland areas.

New investment in the City’s entertainment, retail, recreational and services sectors will provide access to the services locally that residents expect.

41

Creating a ‘Welcome to Ipswich’ campaign, which provides information and updates to City residents about the growth, positive developments and achievements in Ipswich City and also provides positive information to welcome new employees and businesses interested in investing in Ipswich City.

An active program of attracting a wide range of events to the City is also vital to support economic growth – sporting events, shows and business events all bring new visitors to the City and generate demand for local accommodation, restaurants and retail sales.

5.7 City Competitiveness Action PlansThe following pages summarise the action plans on City Competitiveness covering:

Pathways for investment.•

Trade and export program.•

Transport.•

Education and training.•

Indigenous employment and business growth plan.•

Liveability.•

City Competitiveness Projects TABLE 5.1 – CITY COMPETITIVENESS PROJECTS

Focus and Partners City Competitiveness Projects - Actions Outcomes and Timing1. Pathways for InvestmentPartners:


Developers and • investors in Ipswich City

Maintain a project team across Council to support development approvals for new investment in target • industries:

– ICT and knowledge industries; sustainable industries– Advanced manufacturing, aerospace and automotive/motorsports; large and brand manufacturers; anchor transport and logistics tenants in a new inland port.– Education and training.– Growth businesses and firms that will add significantly to the mix of industry capabilities in the City.

Ipswich OED can act as the facilitator.•

Proactively invest in infrastructure that can reduce time to market for lead industry development areas e.g. • water and sewerage, power (gas and electricity), telecommunications.

Investigate approaches and options that can reduce financial barriers for new developments.•

Support streamlined development approval for ‘like industries’ e.g. aerospace at the Aerospace and Defence • Support Centre - Amberley, automotive and motorsports at the Ipswich Motorsports Precinct, sustainable and knowledge industries at designated parks/clusters.

Create competitive advantage information on Ipswich City as a destination for investment.•

OutcomesLeading, competitive approach to • investment attraction.Secures the mix of investment to create a • balanced economy in Ipswich City.

Key Performance Indicator Increase in major investment projects • attracted to Ipswich City.Ipswich City viewed as a leading, • competitive destination for new investment.

TimingEstablished by end of 2009 so Ipswich • City prepared for improved economic conditions in 2010.

2. Trade and Export ProgramPartners:


Sister Cities•

Austrade•

DEEDI•

Work with Sister Cities to develop export and import links that support the development of the City’s • economy. This includes building on already strong relationships with growth economies such as Singapore, Taiwan and other.

Use international links to support growth in key target industries – IT and knowledge industries, • manufacturing and sustainable industries.

Consult with industry to identify target markets and focus Sister City efforts on these priorities.•

Work with DEEDI, Austrade and other export partners to deliver an export capability development program • for Ipswich City firms – current and potential exporters.

Support migrant businesses moving to the City and work with the City’s multicultural groups to develop trade • and export linked based on the community’s international links.

Facilitate international employee exchange programs within local businesses.•

OutcomeTargeted Sister City links deliver export and • import links that support growth in the Ipswich City economy.Increased number of firms exporting.• Better access to competitive imports.•

Key Performance Indicator Increase in new exporters.• Increase in trade (export and import) • outcomes directly linked to Sister City activities.Participation in exporter development • programs and use of services.Participation of multicultural groups in • export links.

TimingCommence the export capability • development program in 2010.Sister City program – ongoing.•

42

Focus and Partners City Competitiveness Projects - Actions Outcomes and Timing3. Transport and Access Plan Partners:


DIP•

Department of • Transport and Main Roads

Lockyer Valley • Regional Council

Encourage the proposed rail link from Springfield to the University of Queensland and the Ipswich transit • centre as a key priority – this is a major catalyst for employment connectivity in the City.

Facilitate Ipswich Regional Centre Strategy transport projects covering roads, river bridges and rail upgrades.•

Identify transport access requirements for all City employment centres and the required transport • investment to meet current and future needs. Prepare a priority list for inclusion in the ‘Go West’ support package. This covers road and rail access for industry and public transport access to and from employment centres.

Encourage development of public transport solutions to support growth corridors and connect key growth • areas.

Review current and expected volumes using transport routes in the City and identify proactive investment • that ensures that transport and travel times (industry, workers and community) remain within acceptable (and competitive) limits.

Support the establishment of a regional airport west of Ipswich to respond to the population and business • growth in the Western Corridor.

OutcomesProactive approach to investing in • transport infrastructure to support employment growth.Effective monitoring to identify early • signals that new transport investment is required to support growth.

Key Performance Indicator Transport and Access Plan developed.• New transport solutions and investment • prioritised.Transport access (road, rail and bus) • improved.

TimingIn line with Ipswich Regional Centre • Strategy actions.Transport Plan – 2009/10.• Regional airport – commence preliminary • assessment in 2009/10.

43

Focus and Partners City Competitiveness Projects - Actions Outcomes and Timing4. Skilling Ipswich Program Partners:

Education and training • organisations in Ipswich City

Department of • Education and Training

DEEDI•


Establish and strongly market an education brand for Ipswich City – communicating the high quality • education options available in the City.

Attract additional investment and new education and training capabilities to the City.•

Establish an Education and Training Network – supporting sector collaboration and communication.•

Initiate a ‘Skilling the Community’ program, which provides access to recognition of prior learning, gap • training and training and employment pathways for the community.

Establish a one stop shop that provides effective pathways into training and employment across the economy • and provides equity of access to training and employment in the community.

Establish an industry training partnering program with targeted industries to respond to growth in: •

– ICT and knowledge based industries.– Manufacturing (broad range of sectors).– Sustainable industries.– Health, aged care and human services.– Transport and logistics.– Business.– Construction.

Focus on local delivery of training to respond to growth and build skills and training capacity in the City.•

Develop an industry response model that creates a skills and training advantage for the City.•

Provide equity of access to employment for all groups in the community.•

Development of employment and training pathway initiatives for culturally and linguistically diverse groups in • the community.

OutcomesComprehensive skilling program for • the City supports positive employment outcomes and creates the skills sets needed to support strong industry growth.High level of coordination and • collaboration in the sector.

Key Performance Indicator Network formalised.• Industry training partnering program • initiated.Industry participation in the program.• Skilling the Community program developed • and initiated.One stop contact for training and • employment pathways created.New training places and new jobs created.• Employment opportunities for lower • socioeconomic groups and culturally and linguistically diverse groups.

TimingBrand and network established in 2009.• Industry training partnering program • commence in 2010.Skilling Ipswich Program commenced by • 2009.One stop contact point established 2010.•

44

Focus and Partners City Competitiveness Projects - Actions Outcomes and Timing5. Indigenous Employment and Business Growth Plan Partners:

Indigenous • community - Jagera, Yuggera and Ugarapul peoples and Torres Strait Islander people

Indigenous • Coordination Centre


Employment network•

BEC•

Work with the indigenous community to identify industry sectors for employment growth, training and • employment pathways and new business opportunities.

Develop an employment and skilling plan with the indigenous community that provides access to a range of • industry sectors. Create industry partnerships to support and implement this plan.

Outcomes Targeted plan developed and implemented • to provide better access to employment and business opportunities for the indigenous community.

Key Performance Indicator Plan developed.• Increased number of indigenous people in • training and employment.Number of new businesses commenced.•

Timing Plan commenced by end of 2009.•

6. Ipswich– Leading DestinationPartners:


Ipswich Tourism•

Industry partners•

Create a ‘Welcome to Ipswich’ campaign that:•

– Communicates the growth, opportunities and benefits of Ipswich City to residents.– Sends clear consistent messages to prospective investors, prospective residents and partners about the growth, development and positive achievements occurring in Ipswich City.

Establish a convention centre and retail and accommodation precinct at the Railway Workshop site • (already identified in the Ipswich Regional Centre Strategy and Brisbane Regional Tourism Investment and Infrastructure Plan).

Continue to attract second tier, leading and international sporting events, business conferences, industry • events and other key events to the City which helps to:

– Showcase the City, its capabilities, a lifestyle and employment opportunities.– Creates the critical mass to support growth in retail, support services, cafes and restaurants.– Build’s the City’s reputation as a ‘sports city’.

Continue to attract film production and related activity to showcase the city to a wider audience.•

Continue an active program of strengthening the City’s liveability. •

Continue to encourage local businesses to foster and support local community groups and activities.•

Continue to develop sporting fields, parkland, open spaces and the River to maintain and build on the City’s • liveability reputation.

OutcomesIpswich City is seen as a positive • destination for business, employment and events.Increased visitor activity supports growth • in business, retail and hospitality support services in the City.

Key Performance IndicatorsIpswich City’s participation in regional • leadership and tourism initiatives.

TimingCampaign developed in 2009/10 in • association with destination management planning for Ipswich City.Feasibility study for the convention centre • – 2009/10.Events attraction – ongoing.• Liveability initiatives – ongoing.•

45

6.1 City ApproachIpswich City’s current open and welcoming approach to new investment and population growth is an enormously valuable asset. The Mayor’s active leadership in this area is an invaluable asset for the City.

This approach sends a positive signal to the market and encourages businesses, developers and individuals to consider Ipswich as a destination – for investment and employment.

The Mayor’s active marketing of the City builds on this open approach and sends important signals to the wider marketplace. People wonder ‘what’s going on in Ipswich?’ – they know that growth is occurring and many want to be part of that growth.

This entrepreneurial phase of the City’s development has been vital in achieving many outcomes.

The entrepreneurial flair to marketing the City needs to continue. It also needs to be supported by a range of strategies which provide the follow through, stability and consistency of approach to ensure that inquiries are qualified, supported (or perhaps not) and delivered into new investment.

Council’s support (at elected member and at staff level) for economic growth differentiates Ipswich City Council from many others. Council plays a key role as facilitator of growth.

6.2 Council’s Business Alignment with the Economic Development PlanAligning Council’s business activities with the focus and priorities of the EDP (which in turn aligns with key council strategies) is a vital driver for long term success.

Ipswich City Council has already identified this vital success factor. By aligning Council business activities with the EDP, potential barriers are avoided and Ipswich City will maintain an important competitive advantage compared with other investment destinations.

6.3 Go West Support - Infrastructure InvestmentA lagging investment approach in key infrastructure will result in the City being less competitive – less attractive for workers and to industry investment.

While many regions can accommodate a lagging infrastructure investment, Ipswich City’s cannot accept this approach and still deliver on major population and job creation growth in the next two decades.

While some infrastructure investment has already been discussed in the plan (particularly transport), there are some other key areas of infrastructure investment that are vital to future growth.

The most important of these is ICT infrastructure.

Facilitating and encouraging investment in ICT infrastructure will create high connectivity nodes and zones within the City and improve the quality of internet and broadband access to the community.

Adequate access to power (electricity and gas) and water are essential to support growth.


Enabling Initiatives06

47

Infrastructure investment for Ipswich City needs to align with expected growth in industrial and commercial zones. Active partnering and support from state and federal governments is essential. A ‘Go West’ support package from local, state and federal governments is recommended in this EDP – a package that will deliver infrastructure proactively and support the pace of growth forecast for the City and the Western Corridor.

Sending clear signals to the market about this proactive investment is also important.

6.4 Partnering Plan The EDP is wide ranging, yet Council will not be the lead agency on all of these tasks.

A proactive partnering and relationship building plan is needed to:

Clearly communicate priorities and the help • required from partners.

The Go West support package is an important example of this ‘packaged information’ that clearly outlines support needed for growth.

Keep key partners and stakeholders informed of • Ipswich City’s current progress on growth and future outlook.

Regular briefings on progress. Ipswich City Council • and the City’s Mayor already provide these updates. A continued communication program on growth, achievements and new investment in the City remains a priority.

6.5 Welcome to Ipswich CampaignCreating a ‘Welcome to Ipswich’ campaign can build the image of the City – providing updates to City residents about the growth, positive developments and achievements in Ipswich City and positive information to welcome new employees and businesses interested in investing in Ipswich City.

6.6 Office of Economic Development’s Role The Mayor’s continued leadership in marketing the City is very important for successful economic development outcomes.

This leadership needs to be supported by active facilitation of economic development projects. These two complementary roles can help the City achieve its growth aspirations.

The Office of Economic Development will play a key role in facilitating EDP projects.

In some projects, there will be a very active, driving role for the Office of Economic Development. In other projects, OED will be a catalyst – a no less important role.

The Office of Economic Development has a significant resource in capabilities and knowledge. Bringing this knowledge to project implementation will be of great benefit to the City.

The Office of Economic Development will play a key role in creating partnerships, working with industry and taking forward a varied and wide ranging agenda in the EDP.

48

A successful EDP is…

Understandable

Provides a clear vision to 2031 to align with the SEQ • Regional Plan and the SEQ Infrastructure Plan.

Outlines economic development values for the • business and general community.

Is written in plain English with regular updates on • progress.

Engaging

A leading plan – not lagging.•

Businesses and partners are interested in being a • part of it.

Businesses, partners and the community see how • the focus will achieve results.

The EDP creates lasting value. •

Action Focused

The EDP includes specific projects. •

There is a focus on working with partners – • collaboration and support is essential.

The EDP focuses on the top priorities for success.•

There are visible events and actions.•

The Office of Economic Development is the lead agency within Ipswich City Council to drive the implementation of the EDP.

Good communication on the EDP is very important and this covers:

Continuing the Mayor’s Economic Update – a vital • communication giving information about new investment and economic growth in the City.

Annual updates on progress with EDP projects. For • this update provide available performance data for key EDP performance indicators including:

- Percentage of people working and living in Ipswich.- Value of new investment attracted.- Qualifications profile in the City (only available every 5 years from the Census).- Diversity and mix of industry investment.- Employment levels.- Project based KPIs. Six monthly review meetings with key Council • managers to identify areas of alignment, issues or other information that needs to be exchanged about economic development and how it aligns with council business activities.

KPIs for the EDP are summarised in the following table.

49

Key Performance Indicators TABLE 6.1 - KEY PERFORMANCE INDICATORS FOR THE EDP

EDP KPIs MeasureEmployment City Centre Development - employment in the City Centre.•

Ipswich City – Major Growth Zone - employment growth in target industry sectors.•

Monthly ABS Labour Force statistics – • Ipswich City. (Source: ABS 6291.0.55.003 – Labour Force Australia, Detailed, Quarterly, May 2009. RQ1_nov07 data cube) Report six monthly.

Employment numbers for major employers • in the City Centre. (Source: major employers moving into the City Centre) Report annually.

Investment Ipswich City – Major Growth Zone - manufacturing investment represents at least 35% of new investment • attracted; overall value of investment attracted.

City Centre Development - value and quality of investment and new business attracted to the City Centre.•

InfoCity Plan - value of new ICT and knowledge industry investment attracted to the City.•

Sustainable Industries Program - value of investment in sustainable industries attracted. •

Annual information from developers on • new investment in the City – City Centre, main industrial precincts, manufacturing, sustainable industries, IT and knowledge industries, other industries. (Source: developers) Report annually.

Retaining Business Business Visitation Program - existing major businesses retained; annual phone or face to face contact with • firms.

Supply Chain Program - local firms increase their share of local industry spend; sector supply chain • improvement strategies implemented.

Small – Medium Sized Enterprise and Home Based Business Sector Growth Plan - reduced business failures.•

No businesses in the top 50 lost through • voluntary relocation.

Firm feedback from the Supply Chain • Program. (Source: contact with firms) Report annually.

Firm feedback from the Supply Chain • Program. (Source: program information) Report annually.

50

EDP KPIs MeasureSkills Skilling Ipswich Program - new training places and new jobs created; network formalised; industry training •

partnering program initiated; industry participation in the program.

Skilling the Community program developed and initiated; one stop contact for training and employment • pathways created.

Technology Uptake and Diffusion – number of firms participating in the technology uptake program across a • wide range of sectors and business types.

Small – Medium Sized Enterprise and Home Based Business Sector Growth Plan - number of small – medium • enterprises and home based businesses participating in events and programs.

Competitive Practices - case study results of benefits from competitive manufacturing skills. •

Indigenous Employment and Business Growth Plan - Plan developed; increased number of indigenous people • in training and employment; number of new businesses commenced.

Qualifications profile. (Source: ABS Census • data. Every five years. Next Census – 2011). Report when Census data are available.

Annual information on participation in skills • programs from training providers. (Source: training providers in Ipswich) Report annually.

Case studies on benefits from programs • produced and circulated. (Source: program information) Report annually.

New training places reported by training • providers – indigenous and non indigenous. (Source: training providers in Ipswich) Report annually.

New jobs created based on ABS data • on employment growth. (Source: ABS 6291.0.55.003 – Labour Force Australia, Detailed, Quarterly, May 2009. RQ1_nov07 data cube) Report six monthly.

Increase in indigenous employment • reported by partner employers. (Source: employers participating in employment programs) Report annually.

Number of new indigenous businesses • established – reported by Plan partners. (Source: program information) Report annually.

Positioning City Centre Development - number of visitors to the City Centre.•

Regional Leadership - Ipswich City maintains strong regional leadership role; clear messages to partners.•

Welcome to Ipswich Campaign - campaign developed and integrated with destination management and • tourism marketing for the City; image of the City continues to improve – monitor regularly through surveys of key target markets.

Visitor numbers estimated by City Centre • retailers. (Source – major retailers) Report anecdotally on peak trading times e.g. Christmas. Report annually.

Participation in regional leadership • initiatives. (Source: program information) Report annually.

City image and positioning survey regularly • (integrate with tourism marketing monitoring).

51

EDP KPIs MeasurePrograms Initiated InfoCity - City brand as a digital innovation community established; infrastructure and communities initiated; •

Ipswich Digital Innovation Awards established.

Ipswich City – Major Growth Zone - quality investment attraction support material developed.•

City Centre Development – catalytic projects implemented. •

Sustainable Industries Plan - number of firms making changes to prepare for climate change impacts on • industry.

Trade and Export Program – increase in new exporters; increase in trade (export and import) outcomes • directly linked to Sister City activities, participation in exporter development programs and use of services. Participation of multicultural groups in export links.

Council’s Approach to Economic Development - continued leadership role in economic development by • Council and the City’s Mayor; strengthened investment support services from Ipswich Office of Economic Development.

Go West Support Package - Go West Support Package developed and negotiated and support secured.•

Partnering Plan - key partners identified; partner communications plan developed; regular contact with • partners and events to encourage dialogue; strong and ongoing support from partners.

Office of Economic Development’s Role - EDP programs and plans implemented; regular updates on progress; • new economic development issues identified and addressed.

Project initiatives commenced • and progresses. (Source: program information) Report regularly on development and outcomes from plans and programs.

52

Enabling Initiatives for the Economic Development PlanTABLE 6.2 – ENABLING INITIATIVES FOR THE ECONOMIC DEVELOPMENT PLAN

Focus and Partners Enabling Initiatives - Actions Outcomes and Timing1. Council Approach to Economic DevelopmentPartners:



Developers and • investors.

Continue the City’s strong, entrepreneurial focus in marketing the City, its capabilities and the City’s suitability • for new investment.

Align Ipswich City Council’s business activities with the focus of the EDP.•

Put in place support mechanisms to ensure that new investment inquiries have a clear pathway through • the Office of Economic Development and Council – providing a consistent, high quality investment support service.

Raise the Office of Economic Development profile throughout Council - educate internally about what they • do.

Outcomes Ipswich City recognised as a professional, • attractive and supportive destination for growth and investment.

Key Performance Indicator Continued leadership role in economic • development by Council and the City’s Mayor.Strengthened investment support • services from Ipswich Office of Economic Development.

TimingAlignment of the EDP with Council business • activities – 2009/10.Support mechanisms for investors – by • November 2009.

2. Go West Support Package Partners:


Lockyer Valley, • Somerset and Scenic Rim Regional Councils

Logan City Council•

DIP•

State and Federal • Governments

Develop a Go West Support Package of infrastructure and other assistance to support the planned growth in • Ipswich City and in the Western Corridor.

Work with local, state and federal agencies and the private sector to secure this necessary support and • investment.

Outcomes Vital support for the ‘Go West’ growth • initiative secured.Growth targets supported.•

Key Performance Indicator Go West Support Package developed and • negotiated and support secured.

TimingDiscussions commence on the Support • Package by June 2010.

53

Focus and Partners Enabling Initiatives - Actions Outcomes and Timing3. Partnering PlanPartners:

Industry and sector • stakeholders

Leading firms in • Ipswich City

Local industry and • sector networks

Peak bodies•

Local, State and • Federal Government

Establish a City partnering plan which covers:•

– Building relationships with key partners for EDP implementation activities and support of Western Corridor growth.– Undertake partner briefings to ensure that partners are informed of key developments and are aware of new priorities as they arise.

Profile the importance of key partners’ involvement in key City activities and build relationships.•

Foster business networks that increase the exchange the knowledge and encourage partnerships between • businesses.

Outcomes Proactive relationship building with • partners.Strong partner support for EDP projects.•

Key Performance Indicator Key partners identified.• Partner communications plan developed.• Regular contact with partners and events • to encourage dialogue.Strong and ongoing support from partners.•

TimingPartnering Plan in place by February 2010.•

4. Office of Economic Development’s RolePartners:



Initiate a project implementation focus in the Office of Economic Development to support the • implementation of the EDP. Adjust resources to support this change.

Undertake lead and support roles on EDP project implementation.•

Monitor performance of the EDP against key performance indicators.•

Provide regular communication and updates on progress with the EDP to City Councillors, Council managers, • stakeholders and partners.

Outcomes Effective implementation of the EDP.• Improved support for project • implementation to support growth. Good communication on EDP progress and • key issues that need to be addressed.

Key Performance Indicator EDP programs and plans implemented.• Six monthly updates on progress.• New economic development issues • identified and addressed.

TimingCommence by June 2010.•

54

Focus and Partners Enabling Initiatives - Actions Outcomes and Timing5. Welcome to Ipswich CampaignPartners:


Tourism Ipswich •

Develop a ‘Welcome to Ipswich’ campaign that communicates the growth in the City, the benefits the City • offers, the liveability and lifestyle benefits and business options available. This includes website information to support investment attraction.

Continue to inform residents about growth, new developments and Ipswich City’s positive achievements.•

Outcomes Clear and positive messages to the Ipswich • community and the wider market about the exciting growth story and opportunities in Ipswich City.

Key Performance Indicator Campaign developed and integrated with • destination management and tourism marketing for the City.Image of the City continues to improve – • monitor regularly through surveys of key target markets.

TimingDevelopment of the campaign aligned • with destination management planning for Ipswich – 2009/2010.

55

Your Mayor, Councillors and CEO

Mayor Paul PisasaleOffice: (07) 3810 6201Email: ppisasale@ ipswich.qld.gov.au

Chairperson:

Economic Development and • Sustainability CommitteeCity Management and Finance • CommitteeSpecific Purposes Committee•

Cr Victor AttwoodDeputy Mayor (Div 3)

Office: (07) 3288 5899Email: vattwood@ ipswich.qld.gov.au

Cr David MorrisonDivision 1

Office: (07) 3818 3100Email: dmorrison@ ipswich.qld.gov.au

Chairperson:

Parks, Sport and Recreation • Committee

Cr Paul TullyDivision 2

Office: (07) 3818 6900Email: [email protected]

Chairperson:

Planning and Development Committee• Heritage Consultative Committee•

Cr Trevor NardiDivision 4

Office: (07) 3816 2444Email: tnardi@ipswich. qld.gov.au

Chairperson:

City Works Committee• Audit Committee•

Cr Heather MorrowDivision 5

Office: (07) 3281 8700Email: hmorrow@ ipswich.qld.gov.au

Chairperson:

Community Engagement Committee•

Cr Cheryl BromageDivision 6

Office: (07) 3810 6556Email: cbromage@ ipswich.qld.gov.au

Chairperson:

Environment and Conservation • Committee

Cr Andrew AntoniolliDivision 7

Office: (07) 3810 6224Email: aantoniolli@ ipswich.qld.gov.au

Chairperson:

Health and Regulation Committee•

Cr Charlie PisasaleDivision 8

Office: (07) 3282 9600Email: cpisasale@ipswich. qld.gov.au

Chairperson:

Arts, Community and Cultural Services • Committee

Cr Sheila IrelandDivision 9

Office: (07) 3810 6231Email: sireland@ipswich. qld.gov.au

Chairperson:

Youth and Seniors Committee•

Cr David PahlkeDivision 10

Office: (07) 3810 7888Email: dpahlke@ipswich. qld.gov.au

Chairperson:

Tourism and Libraries Committee•

Carl WulffChief Executive Officer

Office: (07) 3810 6203Email: cwulff@ipswich. qld.gov.au

56

“Remember the future is not just a place we are going, but one that we are creating in Partnership with People”

Mayor Paul PisasaleCity of Ipswich

www.ipswich.qld.gov.au

Ipswich City Council Office of Economic Development

Phone (07) 3810 6938Fax (07) 3810 6644Email [email protected]

PO Box 19145 Roderick StreetIpswich QLD 4305Australia

economic development plan for ipswich city 2009-2031 · pdf fileestablish springfield...

Documents