Community Hubs and Partnerships · The Community Hubs and Partnerships (CHaPs) team facilitates a collaborative approach to the delivery of social infrastructure with stakeholders

FINAL - V2.9

19.04.17

Community Hubs and PartnershipsStrategic Review 2016 and Next Steps

A Concise Snapshot of Activity to Date and Future Strategic Direction

Project 60533668

Issue Final V2.9

Date 19 April 2017

Contact Alastair Leighton [email protected]

Approved Mike Gillen

12

2.1

2.2

2.3

2.4

33.1

3.2

44.1

4.2

4.3

5

EXECUTIVE SUMMARYINTRODUCTION AND PURPOSESETTING THE SCENE

PRESSURE: POPULATION GROWTH AND SERVICE DEMANDS

A DIFFERENT APPROACH

THE CHAPS FRAMEWORK

COMMUNITY HUB BENCHMARKS

ACTIVITY REVIEWCOMMUNITY HUBS AND PARTNERSHIPS 2016

SUMMARY OF PROJECT-BASED COMMENTARY

FINDINGSFOUNDATIONS FOR FUTURE DELIVERY

COMMUNITY HUBS ‘STICKY FRAMEWORK’

VALUABLE EARLY THINKING

NEXT STEPS

TABLE OF CONTENTS

Strategy for Social Infrastructure

SEQ Regional Plan

State Infrastructure Plan

EXECUTIVE SUMMARY

FACILITATING CHANGEThe Community Hubs and Partnerships (CHaPs) program supports economic growth, jobs and liveability across Queensland by providing facilitation and coordination services across agencies.

The 2016 Year in Review of the CHaPs program provides a retrospective analysis of the program’s past 12 months of activity and identifies the next steps.

The review was supported by interviews with selected project stakeholders and the CHaPs team. It was also based on national research and benchmarked against international leading practice in the delivery of community hub projects, derived from an earlier study commissioned by CHaPs in 2015 1.

Policy EnvironmentThe existing Queensland Government model of social infrastructure service delivery is an asset-based model of site ownership and operation, delivered by discrete departmental groups. This model of delivery is resource intensive and is limited in its value and flexibility for responding to population demands and changing needs in growing communities. CHaPs provides a platform for transition to a collaborative and integrated approach to social infrastructure planning and delivery, to enhance services for Queensland communities and improve efficiency.

Activity ReviewThe review included ten CHaPs projects undertaken in 2016, considering the primary drivers for involvement, project aims and stakeholders involved. From this review it is evident that most value can be added by CHaPs at the initial project stage, when project scope is flexible for adaptation to a range of community service demands and agency requirements. By contrast, less value can be added when key decisions have been made in advance of CHaPs engagement.

A clear strategy is required to support the shift to a more proactive role. The ‘sticky framework’ approach to community hub development expresses the significant potential of a strategic approach to integrated social infrastructure and service provision as a catalyst for formulation of vibrant, liveable communities.

CONTEXT FOR STRATEGIC ROLE

CHaPs Team and RoleThe CHaPs team continued to evolve in the past 12 months with a permanent new funding arrangement for eight full time equivalent (FTE) employees. The team has established significant credentials as a facilitator of relationships between government, non-government organisations and the private sector to enhance the delivery of social infrastructure in Queensland’s communities, with an increasing focus on Priority Development Areas (PDAs).

Further development of this role will be supported by advocacy and planning project involvement that optimises the value of the CHaPs program.

Next StepsProposed next steps can be summarised as follows:

• Build on existing mandate to strengthen CHaPs activity, based on a strategic and integrated framework for program delivery supported by government departments

• Greater alignment with the strategic development activity of government and informed by an appropriate understanding of challenges, risks and opportunities

• Focus on early engagement with partners and projects where the most value can be added to the strategic planning and delivery process

• Further develop CHaPs facilitation and coordination role between government, non-government and private entities to promote integrated models for service delivery.

1 Community Hubs International Research Project, AECOM, 2015

CHaPs facilitates collaborative social service and infrastructure planning to maximise investment

and improve the accessibility of services for Queensland communities

A community hub is a collection of facilities clustered together on the same or adjoining sites to form a focal point for activities. Community hubs can provide a focal point for facilities and services supporting:

sport and recreation

health and well being

education and learning

community services

cultural amenities

commercial spaces and offerings

open spaces

public and active transport

nodes

Page 3

1 INTRODUCTION AND PURPOSE

CHAPS ROLE AND PURPOSEThe Community Hubs and Partnerships (CHaPs) team facilitates a collaborative approach to the delivery of social infrastructure with stakeholders including government agencies, councils, non-governmental organisations and the private sector in Queensland. This provides the opportunity for strong strategic leadership on behalf of the Queensland Government to deliver a powerful framework championing functional, liveable communities across Queensland through collaborative planning and investment. CHaPs is at the forefront of this developing approach.

The 2016 Year in Review provides a summary of CHaPs’ second year of operation, focusing on the operational environment, activities undertaken, achievements and next steps for enhancing CHaPs’ strategic approach. Interviews were conducted with selected project stakeholders and the CHaPs team to provide an understanding of the opportunities, challenges and successes of the program in 2016. Findings have been summarised within the document and used to inform the strategy and vision for the next steps.

Better Value

Better Intelligence

Better Service

There are a number of critical challenges common to numerous agencies

– whole of government challenges including growth in service demand,

optimising service delivery and adequately addressing the social determinants

for health such as housing, nutrition and education. We need to start looking

at ways to address social needs from a broader perspective than individual

agencies.

CARP Group Discussion, 2015 Review

‘NEED’CHaPs

CHAPS PROGRAM BENEFITS

CAPACITY CHALLENGE: STRENGTHENING STRATEGIC FOCUS

A clear decision-making

framework is required for

CHaPs activity to ensure that

limited resources are allocated

for maximum strategic benefit.

The pressure upon services requires

innovative and collaborative delivery

between agencies on behalf of

government to achieve the twin goals

of enhanced service delivery and

greater efficiency.

Page 4

2 SETTING THE SCENE

2.1 PRESSURE: POPULATION GROWTH AND SERVICE DEMANDSThe State Infrastructure Plan (2016) makes clear the significant and increasing demand for the full range of services delivered by government.

Managing these demands within individual departments limits the scope for response. The broad objective of the CHaPs team is to respond to these policy challenges by identifying outcomes that deliver better value, whilst also enhancing the delivery of better services.

Existing social infrastructure delivery is based on a ‘business as usual’ asset-focused model of site ownership, with the service planning and delivery undertaken in discrete departmental units. This model of service delivery is land, resource and funding intensive and is challenged by land supply costs and funding pressures for the delivery of social infrastructure within Queensland.

Greater Brisbane

+51%

20142,274,560

20363,441,127

+22yrs+1,166,567

+50%

20144,722,447

20367,095,179

+22yrs+2,372,732

Queensland

Strategic Context: Building Queensland Communities

POPULATION GROWTH EXPECTATIONSSOURCE: State Infrastructure Plan, 2016

INFRASTRUCTURE DEMANDSource: State Infrastructure Plan, 2016

GROWTH CHARACTERISTICS

Population growth is a gradual process, not sudden,

and is already happening. (PDAs & Infill development)

Investment decisions taken today will

determine the future legacy dividend for

communities.

Page 5

2 SETTING THE SCENE

2.2 A DIFFERENT APPROACH The community hub approach is an emerging response to the economic and social challenges of delivering cost-effective and responsive services and social infrastructure in Queensland communities.

CHaPs is leading a different approach that is based on more collaborative partnerships – embracing the public and private sectors within a strategic process guided by a valuable response to the challenges.

+ =Existing place Single focus Modest change Existing place

+

Shared ambition and coordinated intent

=

Real potential for transformation

The focus is on the individual to seek out services which are not connected

The focus is on agencies delivering integrated services to individuals

BUSINESS AS USUAL

COMMUNITY HUB MODEL

Education & Training Health

Hospital Services &

Outpatients

Adult Learning & Skills Training

Housing & Public

Works

Communities, Child Safety & Disability

Services

Community Services &

Support

Social Housing Services

Education & Training Health

Housing & Public

Works


Services

Page 6

2.3 THE CHAPS FRAMEWORKThe Community Hubs and Partnerships (CHaPs) program supports economic growth, jobs and liveability across Queensland by providing facilitation and coordination services across agencies.

CHaPs has experienced significant evolution in the past twelve months, with a new funding mechanism established between four departments to underpin the activity of eight full time equivalent (FTE) employees. The activity is guided by the cross-agency remit of the project board. Current opportunities, demands and challenges are extensive for the CHaPs team. A clear decision-making framework is under development to manage the focus and activity of the team over the next five years.

JOINT FUNDING

State Development

Education Health

Communities

CHaPs

8FTECHaPs

Employees • Clear strategic priorities

• Value optimisation

GOVERNANCE

CHaPs

CHaPs Board

Cross Agency

Advisory Panel

2 SETTING THE SCENE

BENEFITS OF THE CHAPS PROGRAM

CHAPS SERVICES

Identifying opportunities

Better Value

Better Intelligence

Better Service

Greater business intelligenceImproved sharing of and access to information

Improved value for moneyGreater accessibility to streamlined and integrated services

Enhanced service deliveryMaximised investment and optimised use of government resources

• Facilitate the sharing of information and expertise between agencies

• Identify opportunities for placed-based multi-agency social service planning and infrastructure projects

Facilitating project outcomes• Lead cross-government/sector partnerships to collaborate, plan and provide

timely integrated social infrastructure projects

• Conduct cross-government service needs analysis and facilitate co-location, shared facilities or other collaborative infrastructure and service agreements

• Engage and manage consultancies to support project development and delivery

Bringing the right people to the table • Navigate complex organisational structures

to identify decision-makers and bring them to the table

• Act as single point of contact for project proponents in dealing with Government agencies

Page 7

2 SETTING THE SCENE

2.4 COMMUNITY HUB BENCHMARKS A review of national and international leading practice examples related to the delivery of community hubs was undertaken early in the life of the CHaPs team. This revealed a number of distinctive features related to service synergies, governance, funding and delivery.

The CHaPs team continue to research and develop case studies to guide future work and advocate for the benefits of a collaborative approach. These provide continued guidance to assist in establishing leading practice within Queensland.

WESTER HAILES HEALTHY LIVING CENTRE

National Health Service

Family Services

Allied Health

General Practice

Local Council Health Services

Community

Health Providers

Functions

“Both NHS Lothian and City of Edinburgh Council are seeking to rationalise their estates portfolio whilst at the same time create an effective platform for the planning and delivery of services at a neighbourhood level”.

(Wester Hailes Healthy Living Centre Business Case, 2009)

HEART OF HOUNSLOW POLYCLINIC

TIDEMILL ACADEMY & DEPTFORD LOUNGE

Functions Functions

Affordable Housing

Community Meeting Rooms

Staff Rooms

Community Dental Care

Mental Health Clinic

Outpatient Services

Cafe

Top Floor

Second Floor

First Floor

Ground Floor

2 Form Entry Primary School

Resolution Studios

Deptford Lounge

Library Services

Griffin Square

“Our school has become a central focus in the local community. We are clear about our responsibility and the contribution we can make in building community cohesion and developing social capital”.

(https://www.tes.co.uk/Upload/Attachments/TES/3076877/informationforapplicants.pdf)

“Polyclinics are designed to make it easier for people to receive better health and social care where and when they need it. Offering routine access to a GP for 12 hours every day of the year at a town centre location should reduce the need for patients to use hospital accident and emergency departments.”

(NHS Hounslow Chief Executive, Nick Relph)

Community Services

4 General PracticesFirst Floor

Childrens’ Services &

NurseryGround

Floor

Family Planning

Page 8

AURAPROJECT OVERVIEW

The Aura Community Hub project was initiated in late 2014, building on consultation between the Department of Education, Sunshine Coast Regional Council (SCRC) and Stockland. The aim of the project was to provide an integrated hub including primary school, multipurpose hall, community accessible music and science/technology spaces, neighbourhood sports park, car parking and council community centre.

PRIMARY DRIVERS:• Pre-empting and planning the future social

infrastructure needs of the Aura community• Pressure on education infrastructure• Achieving land use efficiencies• Achieving fiscal efficiencies through integrated,

multi-use hub

PROJECT OUTCOMES:• Contribution of $1.5 million from Stockland for the

delivery of the multipurpose hall and community centre

• Shared sports field with exclusive school hours use by school delivered at nil cost to DET

• Co design of multipurpose hall and community centre to ensure spaces between the two facilities are complementary not duplicated

• Co-located car parking for school and sports field

STAKEHOLDERS:

CHaPs Status: Completed August 2016

Aura

Caboolture

Coomera

3 ACTIVITY REVIEW

3.1 COMMUNITY HUBS AND PARTNERSHIPS 2016This section provides a concise snapshot of the range of projects undertaken by CHaPs in 2016. A project description summarises the context and explains project intent. This is followed by a list of the key drivers underpinning CHaPs involvement. Project outcomes are summarised to make clear the value proposition, the innovations and synergies.

District Sports

Park

Primary School

Community Facility

StocklandDepartment of Education

& Training(DET)

CABOOLTUREPROJECT OVERVIEW

The Strategic Agency Review process identified that the Queensland Police Service (QPS), Queensland Health (QH) and the Queensland Fire and Emergency Service (QFES) required additional operational space in Caboolture. The use of Caboolture State High School (adjacent to Caboolture Hospital) was identified as a site able to accommodate the growth of these services.

PRIMARY DRIVERS:• Responding to an escalation of demand for emergency

and health services in the area• Ambulance access impacted by previous flooding

PROJECT OUTCOMES:• Re-purposing of existing government assets removed

the need for purchase of additional land• Contract negotiation finalised between QH and DET

for the sale/purchase of 1.4 ha of DET land• Avoidance of a new hospital construction and

duplication of hospital services and infrastructure including car parking on an alternative site

• Improved central access to services hub and provision of enhanced community service

STAKEHOLDERS:

CHaPs Status: Completed April 2016

Queensland Police

Service(QPS)

Queensland Fire and

Emergency Service (QFES)

QueenslandHealth

(QH)

Use of existing Queensland Government land for efficient

multi-agency expansion

COOMERAPROJECT OVERVIEW

Coomera is experiencing a significant amount of growth which is projected to continue, with the development of a Westfield shopping centre. There is an anticipated need for increased government and community services and facilities in the area. This presents an opportunity for state Government agencies and local government to collaborate on a coordinated service plan for Coomera.

PRIMARY DRIVERS:• Evolving Coomera community town centre would benefit

from facilitating and planning for a wide range of higher level services

PROJECT OUTCOMES (TO DATE):• Coordination of relevant state and local agencies and

identification of opportunities for co-located State Government and council services, land and other infrastructure

STAKEHOLDERS:

CHaPs Status: In Progress

Collaborative Services Plan for coordinated Queensland

Government and Council delivery

Department of Education

& Training(DET)

Sunshine Coast

Regional Council (SCRC)

Economic Development Queensland

(EDQ)TAFE

City of Gold Coast

Council(CGC)

Dept. of Transport & Main Roads

(DTMR)

Queensland Rail(QR)

Dept. of State

Development(DSD)


& Training(DET)

QueenslandHealth

(QH)

(DCCSDS)

Dept. of Communities, Child Safety & Disability

Services

Page 9

LOGAN DEVELOPMENT AREASPROJECT OVERVIEW

CHaPs is progressing partnerships with all levels of government, industry and non-government sectors for collaborative planning and service delivery in Logan Priority Development Areas (PDA’s) of Yarrabilba and Greater Flagstone.

PRIMARY DRIVERS:• Responding to significant population growth in the greenfield growth PDA’s of

Yarrabilba (50,000 people) and Greater Flagstone (110.000 People)• Coordinated approach to planning and delivering social infrastructure and

services• Facilitating consideration of appropriate allocation of resources and land for

social infrastructure.

PROJECT OUTCOMES (TO DATE):• Planning of social infrastructure and service delivery supports the emerging

communities of Yarrabilba and Greater Flagstone to be healthy, connected, cohesive and economically sustainable now and in the future.

• A collaborative cross government Working Group established, reflecting the interests of key planning, decision-making and social infrastructure entities will:• Test new ways of ‘place’ planning and co-ordinated cross government delivery of

social infrastructure and services in development areas

• Document learnings from the coordination of planning, funding and timely

delivery of community services and social infrastructure to inform the

development of activities in other greenfield PDAs.

STAKEHOLDERS:


INALAPROJECT OVERVIEW

DCCSDS requested CHaPs facilitation to progress the development of an integrated services community hub project. The project, including determination of NGOs to operate from the hub and services to be delivered, was undertaken by developing a wider precinct plan for service system enhancement in Inala.

PRIMARY DRIVERS:• Promoting integrated community hubs to enhance place

based, responsive service delivery • Using the addition of an integrated services hub in Inala to

demonstrate opportunities for wider service system reform.

PROJECT OUTCOMES:• Facilitated targeted stakeholder input and managed

negotiations between DCCSDS, BCC, DCCSDS funded NGOs, DET, Catholic Education and other state agencies on hub tenancy and service provision

• Developed a precinct plan to build support for the extent of policy reform required to deliver service system reform in Inala.

STAKEHOLDERS:

CHaPs Status: Completed February 2017

Primary Health

Network

Yarrabilba

Logan Development Areas

Inala

Hervey Bay

3 ACTIVITY REVIEW

HERVEY BAYPROJECT OVERVIEW

Fraser Coast Regional Council (FCRC) and Wide Bay Burnett Regional Economic Development (RED) sought CHaPs assistance to facilitate targeted stakeholder discussions to progress the establishment of the proposed education precinct and medical precinct, long championed by FCRC.CHaPs engaged with State Government agencies and other stakeholders from October 2016 to scope service delivery and infrastructure needs in relation to the education and medical precincts.

PRIMARY DRIVERS:• Achieving land-use efficiencies• Optimising asset utilisation to support improved services• Identifiable precincts and place-based planning.

PROJECT OUTCOMES (TO DATE):• Provided a coordinated, State Government agencies’ response to

FCRC proposed establishment of education and medical precincts in Hervey Bay

• Draft agencies partnership strategy developed• CHaPs will continue to work with EDQ, Wide Bay Burnett Regional

Economic Development, QH, DET and USC to build on momentum from stakeholder engagement to lead project implementation activities.

STAKEHOLDERS:


St Stephen’s Hospital

Integrated Education and Medical Hub, as

Regeneration Catalyst

District Sports

Park

Health Hub

Primary School

SecondarySchool

Integrated Services Community Hub

Project

Peter Smith, EDQ

“Initially I did not see a distinctive role for CHaPs beyond their presence as another Government entity at the table. I thought they had a role aligned with Education.

Their role in the facilitation of the multi-agency workshop at Logan was nothing short of an epiphany for me!

This was CHaPs providing leadership and authority through their distinctive role and the extensive skills of the team; which immediately commanded respect on behalf of Government.”

Peter Smith, EDQ

Fraser Coast

Regional Council (FCRC)


& Training(DET)

QueenslandHealth

(QH)

(DCCSDS)


Services

University of the Sunshine

Coast(USC)

Dept. of Housing &

Public Works

(DHPW)

Police Citizens

Youth Clubs(PCYC)

(DCCSDS)

QueenslandHealth

(QH)


& Training(DET)

Brisbane City

Council(BCC)


ServicesQueensland Catholic

Education Commission

Dept. of Housing &

Public Works

(DHPW)

Community Groups

(DCCSDS)

Logan Together


& Training(DET)

LoganCity

Council(LCC)


Services

NGOsLendlease

Queensland Police

Service(QPS)

Dept. of Natural

Resources & Mining(DNRM)

I(DILGP)

Dept. of Infrastructure Local Govt. &

Planning

Community Facility

Page 10

MOUNT ISAPROJECT OVERVIEW

The Mount Isa geographical area was identified as a high priority through the 2015 Strategic Agency Review process. The project aimed to establish a collaborative analysis of needs, considering population forecasts and an opportunity scan on possible innovative strategies to respond to changing community and industry profiles.

PRIMARY DRIVERS:• Optimising asset utilisation to support improved services

PROJECT OUTCOMES:• Opportunity scan undertaken, work completed by DHPW

was complemented and a further ‘body of knowledge’ was provided to highlight current and forecast demographic trends, service need and gaps and potential opportunities to address identified gaps

• Created shared purpose and understanding across agencies of current service needs and opportunity to explore co-location and relocation.

STAKEHOLDERS:

CHaPs Status: Completed December 2016

MORANBAHPROJECT OVERVIEW

DCCSDS requested CHaPs involvement to facilitate agreement with BHP Billiton Mitsubishi Alliance (BMA) for joint investment in the Moranbah Youth and Community Centre as a response to community needs arising from changing economic and social conditions in Queensland’s resource communities. CHaPs’ project facilitation aimed to maximise the use of government and non-government resources to ensure hub visiting and permanent services complemented those already provided in Moranbah and the wider Isaac Regional Council area.

PRIMARY DRIVERS:• Responding to the changing profile of the Moranbah

community and it’s social infrastructure needs• Facilitating the relationship between the state and local

governments and private sector for the provision of social infrastructure

PROJECT OUTCOMES:• Consultation determined a vision for the youth and

community centre and a program of actions to deliver the centre, including the development of a governance framework for hub operations.

• $5.2M in private sector investment from BMA for construction and operation of youth and community centre

• DCCSDS contribution of $3M in kind, consisting of land, NGO funding allocations and ongoing responsibility for facility maintenance

STAKEHOLDERS:

CHaPs Status: Completed June 2016

Youth Services

Community Facility

BHP Billiton

Mitsubishi Alliance

Moranbah

Mount Isa

Maryborough

3 ACTIVITY REVIEW

MARYBOROUGHPROJECT OVERVIEW

The Strategic Agency Review process identified the need for additional operational space for QPS and QFES in Maryborough. The vacant TAFE site located on Nagel St was identified as a repurposing opportunity for an emergency services hub.

PRIMARY DRIVERS:• Growing demand for emergency services in the

Maryborough area• Achieving land-use efficiencies.

PROJECT OUTCOMES:• Comprehensive scoping of site for suitability of

buildings for emergency services needs• Issues such as recurrent maintenance costs, security

enhancements and isolation at the edge of town were all identified as issues that lead QPS and QFES to determine there was limited ability to utilise the facility and the site was deemed unsuitable.

STAKEHOLDERS:

CHaPs Status: Completed April 2016

Effective use of existing Queensland Government land

for emergency services hub

Queensland Police

Service(QPS)


& Training(DET)

Queensland Fire and

Emergency Service(QFES)

QueenslandAmbulance

Service(QAS)

Fraser Coast

Regional Council(FCRC)


& Training(DET)

Queensland Health

(QH)

Mount Isa Regional Council (MIRC)

Dept. of State

Development

Queensland Police

Service (QPS)

Dept. of Housing &

Public Works

(DHPW)

Mount Isa Social Infrastructure

Needs Analysis


(EDQ)

(DCCSDS)


Services

(DCCSDS)


Services

(DATSIP)

Dept. of Aboriginal & Torres Strait

Islander Partnerships

Page 11

RIPLEYPROJECT OVERVIEW

Ipswich City Council and EDQ requested CHaPs support in facilitating the process to address potential innovation for service delivery for health, education and council services in the greenfield community of Ripley.

PRIMARY DRIVERS:• Effective, innovative service delivery• Achieving land-use efficiencies• Proactive planning for community hubs

PROJECT OUTCOMES (TO DATE):• Inter-agency/ jurisdictional agreement on efficient and

innovative land allocation and service delivery between developer (AMEX), DET, Health, DCCSDS and Ipswich City Council.

STAKEHOLDERS:


WESTERN DOWNSPROJECT OVERVIEW

Resource sector companies initiated engagement with DSD to address issues and opportunities within the Surat Basin. CHaPs and Regional Economic Development (RED) engaged with resource companies, Western Downs Regional Council and State Government agencies to identify opportunities to address complex local challenges.

PRIMARY DRIVERS:• Responding to the changing profile of the Western Downs

Region• Facilitating the relationship between the community and

government agencies • Forward thinking for social infrastructure provision

PROJECT OUTCOMES:• Workshop bringing together agency portfolio experts and

community representatives identifying complex local challenges, potential opportunities and responses.

• Western Downs Partnership Action Plan informed by workshop outcomes to provide greater coordination of services and integrated responses to issues in the region

STAKEHOLDERS:

CHaPs Status: Completed August 2016

RedcliffeRipley

Western Downs

3 ACTIVITY REVIEWREDCLIFFEPROJECT OVERVIEW

A range of state and local government agencies identified the need and benefits of CHaPs facilitating cross government planning for a Redcliffe peninsula-wide strategy to:• Leverage investment from the Moreton Bay Rail Project (MBRP)• Meet service demand projections• Collectively make best use of government-owned land in the area

PRIMARY DRIVERS:• Leveraging investment from the MBRP• Achieving land-use efficiencies• Responding to the changing profile of the Redcliffe community and

it’s social infrastructure needs.

PROJECT OUTCOMES (TO DATE):• Formation of a cross-agency working group for the provision of social

infrastructure responding to the needs of the Redcliffe community • Commission the Redcliffe Peninsula Futures Strategy Report to

outline key economic development, job creation and liveability opportunities to strengthen the community.

STAKEHOLDERS:


Integrated Queensland Government strategy for

collaborative approach to sub-regional renewal

Queensland Health

(QH)

Moreton Bay Regional

Council(MBRC)

Dept. of State

Development(DSD)

Queensland Police

Service (QPS)


(EDQ)

Dept. of Housing &

Public Works

(DHPW)Dept. of

Justice & Attorney General(DJAG)

Integrated Education, Health and Council

Services Hub

AMEX

Dept. of National

Parks Sport & Racing (DNPSR)

Ipswich City

Council(ICC)

Queensland Health

(QH)


(EDQ)

Queensland Police

Service (QPS)

Dept. of Infrastructure Local Govt.&

Planning (DILGP)

Western Downs

Regional Council

Dept. of Agriculture &

Fisheries

Dept. of Housing &

Public Works

(DHPW)

NGOs

Michael Khan, AMEX

“We recognise the importance of social infrastructure early in the life of the development and have a full time community development officer at Ripley, supported by a community development manager. We need Government to see things differently and move away from the constraints of business as usual.”

NON-GOVERNMENT EDUCATION SECTOR PARTNERSHIP PROJECTPROJECT OVERVIEW

CHaPs is facilitating partnership opportunities between the State and non-government education sectors and other State government agencies, particularly DET and Queensland Treasury.

PRIMARY DRIVERS:• Achieving land-use efficiencies• Timely provision of education services for communities• Optimising asset utilisation to support improved services.

PROJECT OUTCOMES (TO DATE):• Influencing related strategic policy settings relevant to schools

planning by the non-government education sectors• Analysing opportunities for co-location, facilities sharing and

construction partnerships• Supporting land use efficiency through developing standard school

site requirements.

STAKEHOLDERS:


Independent Schools

Queensland


& Training (DET)

Queensland Treasury

(QT)

Partnership approach to

Education Delivery

Youth Services

Community Facility

Queensland Catholic

Education Commission

(DCCSDS)Dept. of


Services


& Training (DET) I(DILGP)

Dept. of Infrastructure Local Govt. &

Planning


& Training (DET)


& Training (DET)

Queensland Health

(QH)

Queensland Police

Service (QPS)

(DCCSDS)


Services

Queensland Fire and

Emergency Service (QFES)

Page 12

3 ACTIVITY REVIEW

• Adrian Allen, Stockland - Aura

• Luke Baker, Logan City Council - Yarrabilba

• Michael Khan, AMEX - Ripley

• Rob Moore, Lend Lease - Yarrabilba

• Peter Smith, Economic Development Queensland - PDAs

• Bronwyn Nardi, Queensland Health.

‘Contributing to the economic competitiveness

of the State.’

‘An ‘epiphany’ to see CHaPs at work to

drive coordination and collaboration across

agencies.’

Considerable frustration at the slow pace of change.

‘Need to understand this is about the value

proposition for this state in the face of Global

competition. The focus is the community and

economics.’

‘CHaPs team has a good commercial focus.’

Conflict with business as usual policy ‘like hitting

a brick wall’.

Leadership on behalf of Queensland Government and broader community

objectives.There is significant

concern related to the impact of business as usual at Yarrabilba.

‘Cannot slow it down - delivery needs

to be responsive to development

timescales.’

‘CHaPs an important voice on behalf of government

to broker partnerships and foster collaboration

between agencies.’

From Challenge...

‘Frustration at the lack of continuity over time -

before CHaPs.’

...to Opportunity

In summary: The private sector considers the CHaPs team to be integral to unlocking critical challenges with business as usual.

Stockland

AMEX

All

All

Stockland

AMEX

LCC

Lendlease

Lendlease

AMEX/Lendlease

EDQ

EDQ

Consultation with key external stakeholders to CHaPs projects highlights the continuing challenge for developers and Councils in dealing with multiple government agencies on place based projects and interests. Stakeholders discussions confirmed a consistent view that a more integrated approach to Government infrastructure and service planning is still developing, with sustained effort required to challenge and change the ‘business as usual’ approach to agency planning and delivery.

Stakeholder views and project achievements highlight the distinctive role for the CHaPs team, to continue to provide a single entry point for discussions with Government agencies and, through collaboration, deliver innovative infrastructure and service solutions in Queensland communities.

STAKEHOLDERSThe following stakeholders were consulted as part of the 2016 Year in Review and a brief summary of key points has been captured on this page:

3.2 SUMMARY OF PROJECT-BASED COMMENTARY

Page 13

4.1 FOUNDATIONS FOR FUTURE DELIVERYThe Year in Review process has identified a notable shift in activity over a period of two years, based on the development of a robust strategic needs analysis and prioritisation methodology to guide the CHaPs program and project activity. As a consequence, the period also reveals a transition from an early reactive mode to a more selective approach to project facilitation. This has been driven in part by a pragmatic requirement to identify the most appropriate allocation of the available team resources to deliver maximum value and benefits.

There are two significant drivers for the continued operation of the CHaPs program:

• The extent of unmet and future community opportunity and demand associated with social infrastructure services; and

• The absence of a coordinated whole of government approach to social infrastructure, in interactions with Councils, the private sector and a wide range of not-for-profit entities – for whom a collaborative approach within government is an expectation.

4 FINDINGS

CHaPs needs to be the single voice for the coordinated government vision of social infrastructure delivery for Queensland communities. The Department of Infrastructure, Local Government and Planning’s new Strategy for Social Infrastructure provides a powerful driver and further evidence of the benefits of integrated services.

CHaPs projects undertaken during 2016 reveal a range of valuable benefits associated with more effective partnerships facilitated by the team to create innovative solutions to complex problems. Some activity has been reactive, and some has been undertaken in the formative stages of the process, where more strategically aligned outcomes have been and continue to be achieved.

The experience of the team, combined with an integrated approach to the delivery of social services, provides the mandate for CHaPs to consolidate past activity and define an ambitious and valuable trajectory for future project delivery - powerfully aligned with areas of strategic opportunity and greatest need.

PARTNERSHIP RESPONSE TO CHALLENGES AND OPPORTUNITIES

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4.2 COMMUNITY HUBS ‘STICKY FRAMEWORK’The concept of a ‘sticky framework’ relates to the significant catalyst potential of the CHaPs strategic approach. A new community hub with a clear strategic plan can generate significant critical mass as an economic and social focus for the community, realising the benefit of aggregation.

Strategically integrated investment generates significant gravitational pull - where other additional opportunities are harnessed. This model has additional community-building value and is essentially what we know and love as the exceptional town centres at the heart of vibrant communities.

4 FINDINGS

Separate land allocations with separate ownership - standard model for asset ownership and delivery

• Land for primary school• Land for secondary school• Land for community uses• Land for recreation• Land for social services delivery• Land for health and allied services

Bus Station

Community Park

Town Centre

7haPrimary School

12haSecondary

School

8haCommunity Recreation

Swimming Pool

2haCommunity

Uses

Swimming Pool

2haCommunity

Uses

3haHealth

Governance, policy and strategy to enable a powerful legacy dividend to be delivered through investment in integrated, ambitious community infrastructure

• Land and facilities aggregated as part of a vibrant civic hub for community functions

• The role of the Queensland Government as a strategic catalyst

• Job creation and economics• Community capacity-building and resilience

Bus Station

Town Centre 8ha

Community Recreation

Swimming Pool

Integrated Community

Uses

5haPrimary School

9haSecondary

School

Local Child Care

Business Incubator

Productive Landscape Collective

Local Market

Public Transport

Hub

Community Transport

Car Pooling

Adult Education

Community Gardens

Economics: A Variety of Inward

Investment Opportunities

Cycleway

Economic Participation - Older People

Council

Health Services

Preventative Health Focus

BUSINESS AS USUAL

COMMUNITY HUB

Community Park

Community Park

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4.3 VALUABLE EARLY THINKINGThe early Community Hubs and Partnerships projects were highly reactive, with development decisions often determined. This resulted in projects where the ability to unlock significant additional value was compromised. Earlier engagement in the planning and partnering process provides opportunities for greater value add, through a collaborative and forward thinking approach.

The review process has considered recent project activity and has also defined a number of high level objectives, as part of the strategic framework for future project prioritisation.

Clear strategic direction and early engagement is required to enable the team to purposefully and proactively address priorities on behalf of government.

The value graph illustrates the relationship between earlier engagement and value. This demonstrates the need to consider project governance and objectives before intentions related to assets, locations or potential partnerships are fixed.

SWEET SPOT FOR CHAPS ACTIVITY - VALUE TARGET

DELIVERY INFORMED BY EARLIER

THINKING

LEGACY POTENTIAL DETERMINED BY VALUE OF EARLIER THINKING

PROJECT GOVERNANCE

FORMED

THINKINGVALUE ADDED

FIX DELIVERY LEGACY

TARGET

HIGH VALUE

LOW COST

‘WHAT ARE WE SEEKING TO ACHIEVE?’

DE

CI

SI

ON

S

MA

DE

VALUE OF DELIVERYCOST OF

DELIVERY

COST

4 FINDINGS

Better Value

Better Intelligence

Better Service

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EMBEDDING A STRATEGIC APPROACHThe next phase of CHaPs activity should be characterised by greater alignment with strategic priorities and drivers. This offers the potential to add measurable value, based on the established role and purpose of the team.

The activity of the CHaPs team (and by natural extension the performance of government departments within the context of partnership projects) should be evaluated on the basis of partnerships and outcomes. Partnerships are the foundation for more collaborative and higher-performing service delivery outcomes that are needed in the current economic and social environment. Outcomes should be measured against established case studies and benchmarks.

The steps to achieve this shift for the CHaPs team include:

• Build on existing mandate to strengthen CHaPs activity, based on a strategic and integrated framework for program delivery supported by government departments

• Greater alignment with the strategic development activity of government and informed by an appropriate understanding of challenges, risks and opportunities

• Focus on early engagement with partners and projects where the most value can be added to the strategic planning and delivery process

• Further develop CHaPs facilitation and coordination role between government, non-government and private entities to promote integrated models for service delivery.

5 NEXT STEPS

CHaPs ‘CLOCK RESET’

15% Reactive Support

85%Strategic

Intent

YR 1

Early ‘nebulous’ phase of activity - a response to clearly identified need (and risks) associated with integrated Community Hubs and Partnerships - driven by external conditions and poor interaction between different departments of Queensland Government to respond to challenges and opportunities.

This phase characterised by a reactive process in response to a variety of diverse requests for support over a wide range of different projects and places.

‘NEED’

20172015 2016 2018 2019 2020 2021

YR 2 YR 3 YR 4 YR 5

YEAR IN REVIEW

#1

YEAR IN REVIEW

#2

CONTINUE TO UNLOCK INNOVATIVE SOLUTIONS

INFLUENCE

THREE YEAR

CYCLE

FOR PROGRAM

EVALUATION

Strategic Advocacy

STRATEGIC AUTHORITY:Priorities defined through strategic review

ENABLING:Vehicle for integrated delivery

INFLUENCE & AUTHORITY:Vehicle for integrated delivery

YARRABILBA PDA

Defined and distinctive role and purpose within Queensland Government Strategy for Social Infrastructure

Influence to modify planning for PDAs and other developments to underpin delivery of integrated community hub infrastructure

GREATER FLAGSTONE, AURA AND RIPLEY PDA

- Social Infrastructure Services Plan

Staged delivery of new best practice community hub social infrastructure

benchmarks in Queensland

EARLY PROJECT ACTIVITY & EVALUATION FRAMEWORK

UNDERTAKING RESEARCH + STRENGTHENING EVIDENCE BASE

OBJECTIVE

DRAFT FRAMEWORK:BUILDING INFLUENCE AND AUTHORITY THREE YEAR

CYCLE

FOR PROGRAM

EVALUATION

Page 17

Documents

Community Hubs and Partnerships · The Community Hubs and Partnerships (CHaPs) team facilitates a collaborative approach to the delivery of social infrastructure with stakeholders