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50 years in business is a long time and everyone at Urbis is enormously proud of achieving this significant milestone.
While taking the time to celebrate and reflect, I believe strongly that the best is yet to come for Urbis as we continue to grow our capability in bringing our clients the services they need to succeed in their endeavours.
Longevity provides experience, insight and expertise, and that is what Urbis has built its reputation on. The environments our clients operate in have and continue to rapidly change. Now more than ever we are focussed on ensuring our clients have access to the depth of experience and capability available from the many specialist consultants in our firm. We are deeply proud and grateful for the longstanding and deep relationships we have forged with our clients and we remain committed to ensuring that Urbis quality continues to add value to everything our clients do.
This yearbook provides a snapshot of just some of the many projects we have undertaken with our clients in recent times. They show we continue to be true to our company mission to be ‘Australia’s leading advisers in the use, development, investment, design and governance of property cities and communities’. The projects in the yearbook demonstrate the breadth and depth of expertise across all parts of our firm which are applied in a wide range of industry sectors throughout all parts of Australia as well as off shore.
Our 50th anniversary and this yearbook are both testament also to the amazing talent, ability, creativity and aspiration of the many outstanding people who make up Urbis.
The many present and past staff have all contributed to the long term success of the firm and the definitive Urbis culture founded on the key values of ‘honest and ethical behaviour; professionalism and accountability for performance; independent advice serving the client interest; achievement through teamwork, collaboration and a one firm approach; celebrating our achievements; and providing an inclusive and balanced workplace giving everyone the opportunity to progress and succeed.’ We remain highly focussed on ensuring we provide everyone who works at Urbis with the opportunities and environment enabling them to achieve their very best.
Urbis is a great company with an exceptional track record, a strong culture of innovation, a passion for client success, and the talent to deliver results. Our ability to anticipate and respond to both challenges and opportunities is a fundamental part of our character and we are excited about continuing to apply these capabilities for our clients going forward.
To our clients, our people, our partners, our friends and our families – thank you all. I look forward to you being part of our continuing journey.
John Wynne
Managing Director
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As the National Director of Valuation and Advisory I am proud to lead a business that has been part of Urbis since the beginning. Over the last 50 years our valuers have witnessed a remarkable evolution in the role real estate plays in our economy. 50 years ago real estate was what we lived in, worked in, or visited as part of our daily activities. Today it is our profession, an investment vehicle, our retirement fund and an integral part of our modern economy.
If we look back over the last 50 years there have been a number of transformational moments that have created the modern real estate sector that we operate in today.
It was only in 1956 that air conditioning technology advanced enough for the first climate controlled mall in the USA to be built. One year later the first enclosed centres were built in Australia – the Top Ryde Centre in Ryde and Chermside in Brisbane’s north. The first centre in Melbourne was built at Chadstone, in 1960.
After that, the development of suburban shopping centres exploded and have since evolved to be some of the largest and most valuable single assets in Australia.
In the late 1800’s a number of significant tall buildings were constructed across Australia, leveraging the gold rush. Then it stopped. …until the 60’s when suddenly skyscrapers were popping up everywhere, especially in Melbourne and Sydney.
Major buildings such as 433 Collins Street and Australia Square Tower led the way. The enormous increase in floor space refocussed white-collar employment back into the CBD, and increased productivity by concentrating activity into the central city. Prime CBD office towers remain the treasured trophies for institutional investors and the quality of Australian buildings has brought many overseas investors to our shores.
From a structural perspective the concept of financial engineering and real estate simply didn’t exist 50 years ago. Financiers provided loans, everyone did deals, but ‘the process of converting a pool of illiquid assets into tradeable securities’ was a foreign concept. It added liquidity to a range of assets and fuelled financial activity. Securitisation has been the bedrock on which our largest and most successful clients have built their empires and the Australian listed sector has lead the world in developing a professional real estate investment industry.
Over the last 50 years real estate has functioned on a return on capital equation that has primarily been based on what a tenant is prepared to pay for their piece of floor space. But as our economy and society changes, how might returns and value be created in the next 50 years?
Whilst I am sure that we will still have shopping centres in 50 years’ time, I suspect that the way owners will generate their returns will be vastly different to today. The hard line between retailer and landlord will certainly change as both move together to enhance the performance of their interrelated enterprises.
Despite the cyclical ups and downs of our office markets the need for human interaction in the workplace will continue to drive the need for collective workspaces. Large firms will still require large floor spaces but small to medium enterprises are already changing the way many people work.
Short to medium term working hubs, drop in commerce centres and incubators will blur the lines between formal and informal work environments that will derive their income from credit card swipes rather than long term leases.
When we look forward to the next 50 years it can be easy to fear the risks and value erosion that may occur through the changes that we will no doubt be faced with. At Urbis, we prefer to look forward to the value creation and great opportunities that only change can provide.
Over the last 50 years our valuers have witnessed a remarkable evolution in the role that real estate plays in our economy.
Matthew Cleary
National Director
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Political and economic uncertainty, consumer prudence, the Australian Dollar, coupled with online shopping and overseas travel, have all resulted in a challenging retail environment in Australia over the past few years.
As a consequence there has been a dearth of development activity and an upswing in delving into industry issues and positioning for the future.
Urbis’ unique multidisciplinary team of retail property specialists has continued to focus on thought leadership, such as the impact of online retailing, and income sustainability; helping clients to maximise the market opportunity available to centres; and providing practical, consumer and market led advice, to improve the performance, income potential and value of assets.
Ian Shimmin
DIRECTOR
Amidst extreme variations in commentary about online retailing in Australia, Urbis embarked on an in-depth study to assess and report on the true impact online competition is having on the Australian retail industry.
Using actual internet and sales data, paired with detailed primary research and knowledge of consumer attitudes and behaviours, Urbis compiled a report that delivered some important insights and findings about the state of online retailing in Australia.
“This was a complex report to compile, but it was really rewarding to deliver something that clarified many of the misconceptions about the true effect of online retailing in Australia,” said Simon Rumbold, Director of Economic and Market Research.
The Urbis report identified a number of results that contradicted the findings of other, less robust studies.
“Other reports focus on the threat online retailing poses and make bold predictions of future doom and gloom for Australian retailers, but our study has revealed more balanced results,” said Simon.
Urbis revealed that while online retailing is growing, it only represents 3.9% of retail sales in Australia (2010). The report also disproved the common misconception that international retailers are dominating the online space, instead identifying that over half of all online purchases are actually being made on Australian domestic websites.
“We anticipate that online retailing will continue to grow rapidly over the next decade. In the context of a growing national retail market and with the influence of retailer clawback through stores, online retail is expected to blunt future growth in the shopping centre sector. We believe online retailing will lead to changes for retailers and shopping centres, who will adjust to this changing market over time,” said Princess Ventura, Director of Economic and Market Research.
Chadstone is an institution in Melbourne, and when one thinks of retail centres it invariably comes to mind as Australia’s largest and best performing shopping centre; recognised in the top 10 in the world.
Chadstone was established in the early 1960s and has continuously raised the retail bar over the last 50 years.
The latest scheme will involve the redevelopment of the northern portion of the retail centre. It introduces a high quality hotel and office building which will continue the journey of reinvention and rejuvenation, as Chadstone broadens its mix of uses as well as its retail offer. When this latest development is complete there will not be one element of the centre that has not been redeveloped over the history of this unique centre.
“Urbis has now been working on Chadstone for 25 years and I have always been impressed by the owners’ vision and foresight in keeping Chadstone at the leading edge of retail,” said Brendan Rogers, Director of Planning.
The advice provided to Chadstone over the years extends across the breadth of Urbis’ expertise. “Our economic and consumer research team had conducted extensive research, including surveys and focus groups, ongoing advice on the trade area, market analysis and turnover forecasts to inform development, leasing and marketing strategies. We have also provided detailed planning advice on the strategy and approach to facilitating the various stages of development that has allowed the centre to do what it does it does best,” says Brendan.
Chadstone is a great asset for Melbourne that continues to broaden its offer. Customers vote with their feet, with over 20 million visitors a year, including 400,000 interstate and 200,000 international visitors.
Marrickville is an inner west suburb of Sydney on the rise. Expansion of the Marrickville Shopping Centre will contribute to the further gentrification of this suburb.
This story begins in 2004 when AMP Capital (AMPC) purchased the existing 24 year old shopping centre together with a large adjacent parcel of land zoned for Industrial use. AMPC had a vision for the betterment and expansion of the centre but unfortunately the local council didn’t share this vision. Urbis was engaged early in the process as AMPC’s planning advisors to assist and bring this opportunity to life.
“Urbis has assisted AMPC throughout this process including early engagement with Council and its local planning strategy, working with the Department of Planning in respect to the Draft South Sub Regional Strategy and ultimately the designation as a Major Project under the Major Development SEPP,” said Tim Blythe, Regional Director.
“Urbis has also assisted AMPC in navigating through the Part 3A process including negotiations with the Department of Planning and ultimately resolution of issues and conditions with the Planning Assessment Commission,” said Tim.
The NSW Planning Assessment Commission (PAC) has approved plans to redevelop Marrickville Metro shopping centre. The result is a major project approval that will allow the centre to be expanded in two stages, commencing with the development of a two storey retail building opposite the existing centre on the south side of Smidmore Street. AMPC is now progressing stage one towards design development and has recently further refined its plans to develop a unique retail offer aligning with the local communiy’s needs and aspirations.
This ugly duckling now begins its transformation into the graceful swan it had the potential to become.
Gulf Related is a joint venture between the Abu Dhabi-based Gulf Capital and US-based retail developer Related Companies. it plans to
build a 184,000 sq.m centre that will set a new standard for retail malls in Abu Dhabi.
The retail is being developed in two phases, The Galleria at Sowwah Square opened in August 2013 whilst Sowwah Central is planned to open in 2017. Both retail phases will be well connected through a series of bridges and concourse connections.
Sowwah Central is proposed to be anchored by two first to market department stores in addition to around 300 fashion retailers, 80 cafes and restaurants, a cinema, a health club, a hotel, and serviced apartments. The Galleria is a luxury mall containing key brands such as Louis Vuitton, Gucci, Prada and Burberry.
Urbis was commissioned by Gulf Related to assess the sales and income potential for the proposed retail phases.
“This was a complex project due to its huge scale. Urbis had to provide an overview of the Abu Dhabi retail market and the relevant competition to the proposed centre, assess the appropriateness of the subject site for the scheme given the surrounding competition, population and infrastructure connections and provide the sales and sustainable rental potential of the mall,” said Peter Holland, Director of International Property Economics.
“We look forward to the final opening of the complex, so that we can all see our hard work come to fruition and the setting of a new benchmark for retail development in Abu Dhabi,” said Peter.
Urbis has long been synonymous with retail in Australia, a position that has been cemented by preparation of the Retail Averages over the last 22 years.
“The principal mission of the Urbis Retail Averages is to offer a detailed set of benchmarks each year that industry professionals can use to compare the performance of individual shopping centres and retail establishments with those of the broader market,” said Rhys Quick, Director of Economics and Market Research.
The benchmarks also give practitioners valuable input into decision-making on a variety of questions. For example, shopping centre operators can gain insights that help them better allocate shopping centre space over tenant categories, and retailers can come to a more sophisticated understanding about which kinds of centres best support their concepts.
In all, four comprehensive reports are compiled on a yearly basis covering Regional Centres, Sub-Regional Centres, CBD Centres and Supermarket Centres.
What makes it such a unique product is the trust all the major shopping centre owners show in Urbis by providing highly sensitive data which then allows Urbis to provide an independent and accurate benchmarking tool for the industry.
“The Urbis Retail Averages has become a key performance tool for the industry. The presentations and reports we provide to the key contributors are always highly sought after and well attended. It fills me with great pride to know that the information we compile and our in depth analysis of the results is a critical tool in the decision making process of the management and boards of some of Australia’s best known and respected companies,” said Rhys.
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A new federal government, productivity pressures and a continued focus on fiscal restraint bring new opportunities and challenges for our cities and communities.
Key urban, social and economic issues are emerging in response to global pressures, economic shifts, and social and urban infrastructure growth requirements. It’s a complex operating environment that requires evidencebased strategy and decision-making. Our advice and analysis ensures that governments have the information they need to ensure policy and investment are appropriately targeted and efficiently delivered for maximum return and value, across a range of key productivity, health and urban infrastructure portfolios.
Susan Rudland
Director
With a projected population growth of over 200,000 people by 2031 in the western corridor of South East Queensland, the physical quality and economic success of the Ipswich Regional Centre and the City Centre itself will be fundamental to the sustainability and future of the region.
In response to this growth, in 2007 the Queensland Government and Ipswich City Council embarked on the preparation of a whole of centre revitalisation strategy for the City of Ipswich.
Urbis, on the basis of their multidisciplinary in-house expertise in planning, economics, public policy and design, were appointed to lead this important yearlong project.
“The master plan provides a coherent and exciting vision that sets out a strategy for the evolution of the Ipswich Centre. The vision sees Ipswich transform into a city that is recognised nationally for its prosperity and its high level of distinction for both its residents and its visitors,” says James Tuma, Director of Design.
It’s now been six years since the commencement of the project and it is inspiring to see the traction that the master plan and the strategy have generated. Immediately following the completion of the project, Ipswich City Council translated and adopted the master plan into their Planning Scheme thus driving the form and nature of development for the whole of the city.
“Despite two floods and the GFC, the momentum and confidence in Ipswich as a centre remains strong. Just this year, the first multistorey commercial tower in the centre tenanted by State Government has been completed with a second one approved for construction. The longevity and success of Urbis’ work on this project will continue to be evident as the city continues to strive to realise the actions set forth in the plan,” says James.
“The vision sees Ipswich transform into a city that is recognised nationally for its prosperity and its high level of distinction for both its residents and its visitors.”
Slow, forgetful, a hazard to our roads and mostly technologically challenged, these are just some of the negative stereotypes older people face in today’s media.
Inaccurate and very inappropriate, it’s time for Australia to banish these stereotypes, recognise the role the media plays in creating perceptions and assist the growing number of older Australians reach their full potential in workplaces and the community.
In response to these negative stereotypes and misconceptions about older people, Urbis was commissioned by the Australian Human Rights Commission to undertake research to understand the impact of the media on age related stereotypes in Australia.
“Urbis is delighted to have played a part in this ground-breaking study – the first of its kind undertaken in Australia, indeed internationally. We need to turn around these negative stereotypes not only for the well-being of older Australians, but to address workforce shortages and ensure the productivity of the nation,” says Alison Wallace, National Director of Public Policy.
The research involved a national survey of over 2,000 Australians and 500 business decision-makers to measure attitudes and behaviours towards older people in a monthlong scan of TV, print and digital media.
The research yielded some challenging results. It found an under-representation of older people in the media and a relatively high prevalence of negative stereotypes. Media portrayals were an important influence on the perceptions of the younger generations and impacted negatively on the way older people view themselves. Most importantly, as many as one in ten employers indicated they would not recruit anyone over the age of 50. The research report Fact or Fiction, Stereotypes of Older Australians and its findings are being used to influence media, advertisers and corporate Australia to present older Australians in a more accurate, balanced and diverse manner. The aim is to reflect the value, capability and experience of older Australians.
The devastating bushfires experienced in Victoria in early 2009 were unprecedented in Australia’s history. Given the wide spread destruction caused by the fire, the Victorian department of human services implemented a case management service to help those affected.
Due to the enormous scale of the project, Urbis was asked to evaluate the implementation and the impact. “Our work afforded the unique opportunity to influence future recovery responses. Considering there is little real evidence to guide governments and policy makers in what is considered an effective recovery strategy, this evaluation strengthened that evidence base,” says Claire Grealy, Director of Public Policy.
Urbis’ response to the challenges of evaluating a service in such a raw and complex environment involved careful planning, with the team and with the client.
“Urbis regularly works with academics to bring specific expertise to the design and delivery of projects. We gained ethics approval for our approach and received endorsement of our methodology and overall approach.
We drew on the skills of our own staff, as well as external experts in the management and evaluation of disaster response services,” says Claire. The evaluation activity included an extensive review of the literature on disaster responses, engagement through focus groups with people from affected communities, a survey of the 5000, or so families who used the service and interviews with people delivering and managing the service. Urbis was awarded the prestigious Best Evaluation Study Award for this project. The Award recognised the project as a great example of Urbis’ Public Policy work, describing it as having made a ‘valuable contribution to the literature about successful strategies for supporting people after a high impact emergency.’ It provides a sound basis for other Australian and international jurisdictions to establish, implement and operate an effective and efficient recovery case management service.
“With a substantial practice in Indigenous program and policy evaluation and research, Urbis is proud to have enduring relationships with many aboriginal colleagues that inform our Indigenous portfolio,” says Claire Grealy, Director of Public Policy.
2011 saw Urbis win a competitive tender from the Department of Education, Employment and Workplace Relations (DEEWR) to evaluate the Indigenous Early Childhood Development National Partnership Agreement. The Agreement was established in 2009 and aims to close the gap on education and health outcomes for Indigenous children in their early years.
“Indigenous children are the most vulnerable group of children in Australia and disparities with non-Indigenous children in some outcomes continue to widen. Projects like these are so valuable because they allow us to work closely with community, program providers and policy makers to provide advice on what’s working, where and why. Bridging the gap between community experience and government investment is a critical role; it’s about ensuring the best advice so the best outcome is achieved,” says Claire.
This evaluation is currently assessing the extent to which the outcomes under the National Partnership are being achieved. For example, the evaluation seeks to find out whether access to early childhood services is increasing through the 38 new Children and Family Centres being developed across the country; whether women have better access to culturally safe maternal child health services through the expansion of health services across Australia; and whether the ways in which the states and territories are implementing the Agreement is delivering value.
The evaluation of the National Partnership is expected to be complete by mid-2014. Upon completion Urbis will form conclusions about what has been achieved, thereby contributing to the evidence base that informs future investment.
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Nationally we have seen residential property markets moving at different points in the cycle with several in the early stages of sustained recovery.
Apartment markets have been firm to strong in a number of the major cities with greenfield residential turning the corner in several markets.
The recovery from the Global Financial Crisis for residential markets has been slow and challenging as was expected given the role residential investment played in facilitating the crisis. Urbis is confident Australia has moved through the worst of this and is on the rise.
Malcolm Aikman
DIRECTOR
When Leighton wanted to build a development in hope of transforming the north-western corner of a 17 hectare Ashmore industrial estate precinct into a residential community, they sought out Urbis to help them from the very start.
“The site is a key part in the planned urban renewal in the Ashmore Precinct and will become a catalyst for further redevelopment to achieve Council’s long desired vision for the area. To secure development approval required careful navigation and negotiation through a complex set of physical site constraints, in the context of a policy framework transitioning to a new set of controls and an active local community concerned about the impacts of development,” said Stephen White, Director of Planning.
Erko is the first project in the Ashmore precinct to be approved under the state government’s new planning framework. When complete, it will be a 1.61 hectare site which includes 302 apartments and 16 terrace houses as well as new roads, cycle paths and footpaths to improve accessibility linking nearby Erskineville village and the railway station.
The first stage of the development comprised of 263 apartments in three buildings that encircled a landscaped central community park. The initial sales for this stage proved to be very successful and in March 2013 Leighton launched the second stage of the residential development with the third building in the development containing 88 apartments.
This project commenced when Urbis was appointed by CSIRO to determine the highest and best use for their surplus facility in Indooroopilly, facilitating sale to market.
After purchasing the site Shayher developments appointed Urbis to assist with master planning the desired development, the delivery of a successful town planning strategy, and approval of the plan. This included landscape architecture and community consultation in a potentially controversial project setting. Urbis approached the development of the master plan from a first principles basis to ensure the proposal captured and maximised the opportunities that exist for this riverfront site. This included a residential community consisting of freehold allotments, town houses and multi-unit dwellings.
The resulting master plan delivered a green, well-linked, sensitively designed outcome that reflects the uniqueness of the site whilst offering housing choice within the established residential area of Long Pocket, Brisbane. “The biggest challenge with this project was the potential for community concern. The site presented excellent opportunity for residential density, while community expectations were strongly focussed on low density solutions. A rigorous and robust community engagement program successfully promoted the benefits of the project to the existing residents. In the end the project achieved approval without a single appeal” said Ben Slack, Director of Planning.
Demolition of the old site has been completed and construction is expected to begin before the end of the year. “This is a project I am particularly proud to have been involved in. The site faced numerous challenges including community opposition to development, flooding constraints, traffic and river corridor considerations, balanced with Shayher’s laudable desire to retain large swaths of green space and significant trees. Urbis was able to balance and resolve these challenges, successfully negotiating approval for an exciting residential development.” said Ben.
St Kilda is one of Melbourne’s most eclectic suburbs. It is a melting pot of people, cultures and the truly unique.
Urbis were engaged at the due diligence stage when the client, Arno Corporation, wanted to know what was possible on this key parcel of St Kilda land. The site forms part of the Acland Street Activity Centre and was governed by height controls minimising the potential value of the site.
Urbis worked closely with the local council and the project team to deliver the client’s vision for a unique building design while satisfying height requirements and heritage issues.
“Urbis managed to achieve a review of the height restrictions allowing a fourth floor to be built and maximising the return on the client’s investment,” said Peter Small, Regional Director.
“The building was designed as an abstract, ornate object, standing as a sculptural element in the ‘plaza’ of the Carlisle-Acland Streets intersection, which helped offset the heritage issues,” said Peter.
The four-storey building is as unique as its location in the dynamic heart of St Kilda, and engages directly with its bustling community. Expansive living areas open onto terraces, connecting to the cosmopolitan street life below and the beach beyond. The building offers spectacular views across Luna Park to the bay and city, with restaurant and retail spaces activating the street level.
A $17 million Sydney penthouse was recently bought by a wealthy Chinese investor for his University student son. Unfortunately, not all of us are quite that lucky. Student accommodation is a big factor in prospective students’ university selection and Urbis has been assisting the industry for the last ten years.
“Traditionally student accommodation was in the form of colleges and halls. Over the past 10 to 15 years the student accommodation market has broadened to attract significant interest from the private sector, as developers and investors realised the potential to deliver a new product to the market in the form of specialised apartments which catered for the rapidly increasing international student market,” said Clinton Ostwald, Director of Economics and Market Research.
Urbis has discovered that student accommodation is an important part of the package of services offered to international and domestic students. In fact, there appears to be a strong correlation between the supply of student accommodation and international student enrolments. The core market for student accommodation facilities are students who live beyond commuting distance to the university, prior to enrolment.
Key student segments include international students and regionally located students.
Urbis has significant experience in student accommodation demand assessments, having provided advice on the development of student accommodation at more than 20 Universities and over 30 campuses located across New South Wales, Victoria, Queensland, Western Australia, the Australian Capital Territory and New Zealand.
“Our project experience has enabled us to develop strong in-house modelling techniques and dependable forecasts. We’ve conducted survey work on the provision of student accommodation at Universities across Australia, enabling us to establish important benchmarking for the sector,” said Clinton.
What once began as an inspiring story is now a reality and promises to become Melbourne’s most prestigious residential address.
This was a very exciting project as it isn’t often you get to work on a building that is going to be a new city landmark,” said Lloyd Elliott, Director of Planning.
Cbus Property purchased the site and engaged Urbis as project consultants. This was a unique project which tested traditional planning norms in central Melbourne. Sitting on the edge of the Hoodle grid and adjacent historic Treasury Gardens, 35 Spring Street is to become a luxury residential development with never to be built out views.
Urbis Planning built a case around the prime location and with the help of Bates Smart Architects’ quality architecture, the project was approved by the Minister for Planning.
“It is rare that a building sits right up against the street but as the site is opposite the Treasury Gardens and was always going to be in full view, we ensured that appropriate setbacks, which would increase incrementally as the tower rose, did not impede on the neighbourhoods’ access to sunlight and space while also conveying the numerous benefits this building would bring to the city,” said Lloyd.
Standing approximately 166 metres high and facing the picturesque Treasury Gardens, the $350 million, 43 storey development designed by Bates Smart Architects will provide for 270 apartments as well as a ground floor restaurant and parking for 299 cars. If the initial pre sales achieved by Cbus Property are anything to go by, the general public believe this building will be as iconic as we do.
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Urbis continues to perform strongly in the Resources Sector despite a resources slowdown over the last year.
Our specialist design, planning, social planning and property economics experience and expertise enables Urbis to tailor its services to meet the diverse needs of the sector as it moves into differing stages of project activities. This diverse and experienced skill set has Urbis well positioned for further growth in this vital part of the Australian economy.
Ben Slack
DIRECTOR
Urbis was originally engaged by project managers LandCorp to do the planning and design of a new boat marina but this quickly expanded into a town site revitalisation project.
“This was a particularly delicate project with the town residents looking to be highly involved in the future development of their small town,” said Ray Haeren, Regional Director. Urbis developed a town vision and successfully engaged the local community through a series of sessions with specific focus groups and the broader community.
“The need for collaboration between the planning, design and economic and research business units cannot be underestimated. It is one of the key reasons this project has been so successful,” said Ray.
The delivery of this project will also ensure that existing strong local identity and community values are maintained to ensure the Dampier Port and processing facilities can continue to operate efficiently.
In line with Pilbara Cities objectives, this project creates a vision for Dampier that will cater for an expanded community and provide improved opportunities for recreation and interaction which are at the heart of any vibrant successful community.
Like many Australian towns Weipa has seen significant growth over the last 40 years. From its European origins as a mission settlement, through its establishment as a mining community in the 1950s, the town’s resident and working populations have fluctuated significantly.
Weipa has been experiencing a prolonged period of housing stress due to a shortage of appropriate and affordable housing. With the prospect of ongoing workforce growth and evolving accommodation needs, Rio Tinto Alcan Weipa (RTAW) recognised the need to ensure the development was truly market responsive to ensure a successful housing product. RTAW engaged Urbis to undertake a process of analysis and guidance for delivery of the residential product and its development mechanisms.
The overall project comprised three parts. The first body of work involved a detailed assessment of the region and town’s demographic, employment and workforce profile to determine likely housing and accommodation demand.
Urbis completed a parallel assessment of market conditions in the face of a uniquely constrained capacity for land development, and secured development approval for one of two remaining parcels of land in Weipa. The Duyfken Crescent subdivision embraced new housing typologies, enabled a guided delivery to market of desired product, and ensured integration of the Duyfken site and its additional density with surrounding established residential character and attractions.
Overarching both these components, the Urbis team provided ongoing advice regarding the process of taking the project to market, which provided a clear delivery pathway guiding the type of product, and a bespoke and financially viable approach for RTAW to take the development to market. “This was a fascinating project on so many levels. Balancing the delivery of new product types, in a remote setting and in a market so strongly influenced by regional economic conditions and global commodity fluctuations is a rare and satisfying challenge.” said Peter Gill, Director of Planning.
Several years ago Coal and Allied (C&A) approached Urbis to help them identify and develop approximately 4,000 hectares of their surplus mining land in the Lower Hunter.
Using GIS data, regional context analysis and ground truthing, Urbis played a key role in the identification of 800 hectares of land for potential residential and employment uses. This investigation also identified suitable lands for environmental protection and enhancement.
“We had this fantastic blank canvas to work with. Having identified the opportunities, we then took on a key role of assisting Coal & Allied to negotiate with the NSW Government, to ensure the Lower Hunter Region Strategy included all the surplus C&A land to assist in meeting the Region’s needs for both urban and conservation purposes. This was a great result for both our client and the NSW Government.” said Sarah Horsfield (Gray), Associate Director of Planning.
Urbis was also engaged to facilitate the State Significant planning process. Over 800 hectares of land has been rezoned for urban purposes and Concept Plans approved for four major residential estates. C&A transferred around 3,000 hectares of land to the NSW Government for permanent conservation as offsets for the proposed development. This is an outstanding outcome for the biodiversity and conservation values of the region.
One of the major challenges for any outlying mining operation is being able to attract the best people for the job. Increasingly, the supply of high quality and readily available housing has become a key element in establishing a ‘point of difference’ between resource operators. Bandanna Energy recognised the need to provide a bespoke and outstanding accommodation village to accommodate their workforce at the Springsure Creek Coal Project and appointed Urbis to assist in the planning and delivery.
The proposed village will be on a 53 hectare lot and will service Bandanna’s proposed, in excess of $1.0 billion, Springsure Creek thermal coal project. The site is situated 9km south of the Emerald Airport, just off the Gregory Highway. This location is within close proximity to both Emerald township and the Emerald Airport and importantly, is within the identified ‘worker fatigue management zone’ of the mine site, a key locational aspect of such developments.
The project was a multi-disciplinary process. The Urbis planning team devised the planning strategy for the project while the design business unit formulated the overall concept plan for the site. The village has been designed to accommodate 300 dwellings.
“With up to three quarters of the workforce estimated as being fly in fly out it was critical the site was within close proximity to the Emerald airport, as was outlined in the development application” said Ben Slack, Director of Planning.
The village has been designed to provide a high level of amenity and is planned to fit within the existing landscape, maintaining and enhancing key environmental features such as a dam, existing trees, and a fruit tree orchard area.
The Central Highlands Regional Council recently approved the development with Springsure Creek Coal agreeing to pay $1.4 million in infrastructure charges, contributing benefit to both the development and the township.
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Over the past few years we have seen planning processes for the development of new communities across australia demanding increasing sophistication, with a complex range of environmental, regulatory, and infrastructure demands and consumer expectations at play.
Urbis has built a team of growth area specialists, with on the ground knowledge and capability in all growth corridors and regions. Our strength in this sector lies in helping clients navigate the regulatory environment ahead of the competition, while building ‘distinctiveness’ into the design of new communities to meet the aspirations of a more discerning market.
Sarah Emons
Director
“When and how do you judge whether an urban renewal project of the scale and challenges of Melbourne Docklands is a success so early in its urban lifecycle?
What are the matters to be judged – the speed of delivery, the standard of the architecture, the quality of the public realm, how well it caters for its community, the presence of the community spirit, how well it integrates with the existing urban environment it adjoins, or a combination of the above? Clearly it is the latter.
In my view, history will show that Melbourne Docklands will be a success,” says Brendan Rogers, Director of Planning.
While Docklands does not have the parkland areas of East Melbourne, St Kilda Road or Parkville, those areas do not have 7km of waterfront. The urban framework that was put in place early on in the planning process provides great structure around which future development can evolve.
Already there are a series of nodes within the Docklands precinct that are starting to create a critical mass, with some major employment sectors being well represented such as banking and finance. These nodes will come together over time to form a seamless extension of Melbourne’s capital city. Already, the Docklands area accommodates almost 32,500 employees and over 6,500 residents. Eventually development will extend across the rail corridor and Wurundjeri Way, and Melbourne Docklands will form a vibrant west end and waterfront of Victoria’s capital city. Social fabric and community only come with density of population (worker, visitor and residents),
Let’s not underestimate what has been achieved in Docklands over a relatively short period of time with a development that has relied primarily on private sector investment.
“The Lockerbie project is an opportunity for Stockland to deliver on the Victorian government’s goal to create liveable, sustainable and wellconnected communities throughout Victoria’s growth areas” says Breton Fleming, director of planning.
“The 1,120 hectare Lockerbie site will deliver this vision on a dramatic scale and will set a new benchmark in growth area planning” said Breton.
Urbis has been working with Stockland to see the development of this exciting new community. Contributing both Planning and Property Economics expertise, Urbis has assisted at every stage from the due diligence process, through to growth corridor plan submissions and has more recently secured the permit for the first stages of development.
The development of the site brings a number of challenges and Urbis is working with Stockland to address its many complexities including; the need to provide grade separated intersections on the Hume freeway, delivery of a new train station on an existing train line, the need to sensitively address numerous biodiversity and flora and fauna issues and managing the fact that the site straddles three Municipalities.
Key to delivering an exemplary development is innovation, both in terms of the approvals process and in terms of the built form outcomes. Once such innovation is the opportunity to deliver a full diamond interchange both to access the site, and enable the development of the wider growth corridor. Stockland is presently working with Government to explore ways for how this major piece of state infrastructure can be delivered as works in kind, in lieu of Growth Area Infrastructure Charge payments.
The development process is expected to take up to 30 years, but once complete the site will house approximately 30,000 residents and will provide them with an 85 hectare civic centre that will offer a shopping centre, retirement living, schools, health care and child care services.
The Urbis planning team got straight to work and the Stage 1 Application comprised the redevelopment of the 1.36 hectare former UNSW land at Little Bay. The application sought approval for subdivision and civil works, site rehabilitation and remediation and open space areas. It also included a site specific Stage 1 Plan to guide the future redevelopment of the land to accommodate approximately 450 dwellings.
Following a decision making stalemate from Council, the applicant appealed the deemed refusal of the application to the NSW Land and Environment Court. Urbis provided expert witness evidence on the strong planning merits of the proposal which assisted the applicant to win the case on all grounds.
Urbis has continued to assist in securing the detailed building approvals for the first stages of residential construction on the “Super Lots” which include a range of 5 storey apartments and 2-3 storey rowhousing.
“The site is considered one of the last prime coastal sites available on Sydney’s eastern coastline and has been an amazing project to work on. Once completed it will be a new benchmark for architectural design and integrated master planning for coastal communities and developments around Australia,” said John Wynne, Managing Director.
The property is located at 1406-1408 Anzac Parade in Little Bay at the southern end of Sydney’s eastern suburb peninsula. The site has an area of approximately 11.42 hectares, and is situated just 14 kilometres from the Sydney CBD and features sweeping views of the Pacific Ocean, Botany Bay and prestigious golf courses.
When you’re dealing with sydney’s fourth best-performing suburb for capital growth, you want to make sure you get the very best consultants helping you. So after charter hall opportunity fund no.5 (chof5) secured a large, premier residential development site in sydney’s eastern suburbs at little bay, they contacted urbis.
Caloundra South will be one of Australia’s largest greenfield master planned communities once completed and as with any project of this scale, it is all about experience and attention to detail.
It is simply critical that you get the master planning right to ensure that the residents get the quality of life one would expect with a Stockland development. Stockland commissioned Urbis to be part of its project team, to help bring their vision for the new community to life.
Located on Queensland’s Sunshine Coast, this project will ultimately be home to more than 50,000 residents across 20,000 dwellings and offer more than 20,000 jobs across a 2,310 hectare site. With more than 440 hectare of land committed to supporting the biodiversity of the region, Caloundra South will also deliver more than 200km of cycling, walking and running paths.
Urbis’s design, property economics and planning work provided a robust framework for the creation of this new community and helped set a new standard for Australian mixed use development.
“Some of the leading edge features associated with Caloundra South include a retail centre that is a ‘next generation’ hybrid centre comprising both streets and enclosed spaces; a major investment in amenity in a ‘People’s Place’ which includes a regionally scaled aquatic facility and a university campus.
Having the right transport infrastructure is the lifeblood of any community and as such the rail will be integrated with both the city centre and a major new open space known as ‘Central Park’ which comprises stadium and potentially velodrome facilities,” said James Tuma, National Director of Design.
The master plan was approved by the Queensland Government in June 2012 and the plan of development and supporting reports are now with the Economic Development Queensland awaiting final approval.
This project will ultimately be home to more than 50,000 residents across 20,000 dwellings and offer more than 20,000 jobs across a 2,310 hectare site.
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In recent years, mixed use development in activity centres has been increasingly gaining strength, particularly in those centres that are well serviced by public transport.
Planning policy is supportive of this approach and as always the tension between development and policy is the extent of change in those activity centres.
It is anticipated that this tension will continue to occur as more and more mixed use development will be directed in activity centres of all sizes given the introduction of the new residential zones within Melbourne.
Jamie Govenlock
DIRECTOR
No matter which way you look at it, Melbourne’s Yarra River North Wharf area needs a facelift, and fast! Revitalising brown infill areas has long been a key consideration for local government and as Docklands continues to grow into an integral part of Melbourne’s CBD, this much needed $90 million transformation will revitalise the space for public use.
In July 2013, the Minister for Planning Matthew Guy approved a comprehensive redevelopment of the western end of the North Wharf precinct. This includes the refurbishment of a heritage-listed Goods Shed and mechanical crane, the construction of a new urban park called ‘Seafarers Rest’ as well as a new multi-level commercial building.
North Wharf developer, Asset1, commissioned Urbis to act as a key advisor on the project and negotiate with the City of Melbourne, State Government and the Minister for Planning’s office to ensure final sign off was given on the proposed development.
“The Urbis planning team was heavily involved in the proposed development; initially managing the rezoning of the land and then overseeing the subsequent planning approval process,” said Daniel O’Keeffe, Associate Director of Planning.
Due to the complex nature of the project, its significance, and the fact that it was to take place on public land, the application was one of the first privately funded projects to go before the Victorian Design Review Panel (VDRP). Urbis played a key role throughout the entire VDRP process.
As was expected, the project encountered a number of challenges along the way. The site is very small and suffers from considerable constraints because it’s flanked by a major road, river, park and a heritage listed building.
Urbis is pleased with the result it delivered for Asset1 and looks forward to the final piece of the Docklands puzzle being completed.
Brisbane is quickly becoming one of the fastest growing ‘mature’ cities in the world. In fact, it is proving to be such a popular place to live and work that the local economy is expected to double over the next 20 years.
Most would agree that a vibrant city centre is fundamental for the success of any economy and culture. Given this importance, Brisbane City Council commissioned Urbis to develop a revised master plan and subsequent implementation strategy for the area.
“The master plan will help attract and guide investment in the city centre to effectively position Brisbane as a destination of choice within the regional, national and global economy. The projects, strategies and initiatives identified during the master planning process are essential for prioritising and directing investment so that the city centre is able to reinforce the city’s emerging global position,” says Madonna Locke, Associate Director of Design.
In terms of community and industry involvement, the master plan is very unique.
A three week long ‘Ideas Fiesta’ invited community members to explore the future of the city through a series of workshops, community events and industry forums. The program attracted over 1.2 million views on social media and has set a new benchmark for community engagement.
“One such event, showcasing a transformative design idea for the city centre, was the Albert Street picnic which involved the closure of an entire street in the Brisbane CBD over three consecutive weekday lunchtimes. Residents, visitors and businesses were all invited to share their ideas for imagining the future of our city centre,” says Madonna.
Urbis is thrilled to have played such an important role in revitalising such an integral part of the CBD contributing to the city’s well-earned reputation as an energised global city.
Perched on an iconic headland on Sydney’s Northern Beaches, the Harbord Diggers Club (MOUNTIES GROUP) has sweeping coastal views across the Tasman Sea. It arguably boasts one of the finest metropolitan locations in Australia.
Founded during the Great Depression by a small group of local ex-servicemen, today, the Club boasts over 25,000 members but its facilities are in desperate need of renewal.In 2010 Urbis was approached by the Club to help it plan the redevelopment of this important community asset. “We were involved in setting the approval strategy for what will be the largest development of its kind ever undertaken by the club industry in NSW.
We executed effectively by providing expert planning advice and community consultation throughout the entire process,” said David Hoy, Director of Planning. After securing a Site Compatibility Certificate from State Government it positioned the Club to advance into the local planning approval stages.
The staged development approval approach, focussing on building envelopes and complementary community oriented uses, was a key risk management measure due to past failed development proposals for the site. Susan Rudland, Director of Public Policy commented that “there was strong community opposition to previous applications based on bulk, scale and proposed uses. The Club therefore wanted to work closely with the community in developing the new proposal.
Urbis consulted with key groups and a broad cross-section of the community throughout the planning process and documented all feedback”. Urbis also had a role in providing heritage advice due to an adjacent monument that celebrates the birth place of surfing in Australia. Through a well thought out strategy, Urbis has helped achieve what no one else could.
This was recognised by the unanimous support for the project by the Sydney East Joint Regional Planning Panel in September. The Club can now move forward and prepare a Development Application for detailed design with certainty.
Originally a sleepy Perth coastal town, Mandurah has been awakened from its slumber by a recent growth in demand for property.
On a 15 hectare site located next to Mandurah train station, Mandurah Junction is set to become a high quality residential development for up to 2,000 people.
The project, which is managed by Landcorp, includes the construction of 950 homes and 9500sq.m of retail and commercial space. The recent growth in the area can be attributed to the abundance of affordable housing and the development of the railway station, which provides a crucial link between Mandurah and the Perth CBD. In 2010, Urbis was commissioned by Landcorp to help transition the site from a traditionally suburban context to one that includes higher density living. “Urbis worked with the project team to create a masterplan that would not only meet the current and future needs of the community but also respond to the significant environmental constraints on the site.
The ensuing plan provides for high quality amenities which include a parkland, community gardens and public art,” says Marion Fredriksson, Director of Design. Urbis was engaged to develop the landscape design for the area paying close attention to retaining existing vegetation and creating innovative public parks. Urbis was also commissioned to design and deliver the public art for the project, which reflects the community’s need for a space where locals can come together and relax.
Landscaping works for Stage One of the project have now been completed and three new parks opened to the public. Planning for Stage Two of the project is underway and is expected to commence in mid-2014.
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Whilst the sector has experienced a challenging few years, primarily due to the high Australian dollar, global economic slowdown, and rising construction costs, a number of major projects have moved forward.
Urbis has provided planning, economic and design advice to the sector, and is proud to be involved in a number of state significant projects such as the Perth Arena, Park Hyatt, Star City and Gladstone Shores. We are confident that these projects will provide ongoing value to the state and the communities in which they are located for a considerable time.
DIRECTOR
Urbis has had a long and successful relationship with this glitzy five star casino. In one of our most recent projects Ian Cady, Urbis’ Sydney Associate Director Planning and Design took on an urban design analysis of the casino complex.
“Urbis was bought in to significantly expand and improve the existing casino facility and reposition it as a world class tourist destination,” says Ian. “Resultant projects included an integrated brand new 300 room, 13-storey hotel and retail arcade, infill of the existing grand stairs to create a new four-storey active waterfront façade and the creation of a new 4,000 seat capacity multi-use entertainment facility on the podium roof which opened late in 2012.”
The Urbis team has been continuously involved in a wide range of projects on the Darling Harbour casino since 2004, ranging from minor refurbishments to major special purpose expansions. Most of these projects are now approved and the team are currently undertaking ongoing work including external signage rebranding, fit out and use approvals for various signature restaurants/bars.
While the hotel, new waterfront building and multi-use entertainment facility are now open, Urbis continues to work with Echo Entertainment to ensure the Star remains more than just a casino.
In the mid ‘90’s construction of a casino was a brash move to initiate the transformation of an abandoned industrial precinct. As Pyrmont has matured, Urbis has facilitated the transformation of the formerly inward looking facility into an externally engaged and genuinely mixed use integrated tourist resort – The Star.
Since 1914, the Gladstone Ports Corporation has played an essential role in managing the transportation of natural resources and products out of Queensland.
The port continues to remain a key piece of infrastructure supporting the current Queensland mining boom.
In early 2011, the Ports Corporation demonstrated their commitment to driving change and providing public infrastructure to the Gladstone community by channelling $45 million from the coal industry and the state government to fund a two stage rejuvenation of the Gladstone waterfront precinct.
“The Gladstone Ports Corporation wanted to create a word class space for the people of Gladstone to enjoy. They had a vision that would see the foreshore transformed into a vibrant, family friendly precinct” commented Paul Hardyman, Director Design.
Urbis were lead consultants for stage one of the project which involved the master planning, landscape design and documentation of extensive parklands, a water play park, community attractions and an interpretive centre that will showcase the historical significance of the Gladstone Port. The implementation of Stage 1 of this work will be completed by mid-2014.
Phase two of the project involves the master planning and development of a mixed use precinct along the southern end of the waterfront.
“Urbis is once again taking a lead role in the master planning for phase two of the project. We have been able to apply our understanding of communities, the property market and urban environments to help create a master plan that will provide an exciting new
Location, location, location. It is the catch cry of every real estate agent around the globe and Park Hyatt Sydney has it in spades.
Overlooking the Opera House and sitting underneath the Sydney Harbour Bridge, Park Hyatt Sydney is an iconic Sydney landmark. When they wanted to make changes to a building literally shrinkwrapped in planning controls, Daisho Developments Sydney turned to Urbis.
Urbis were initially engaged to help during the due diligence stage of the purchase of the building. Once purchased, the client sought further advice on how they could potentially maximise their financial investment. The Sydney market is jam packed with 5-star hotel accommodation but Park Hyatt Sydney were looking to expand their offering and build four penthouse style suites without compromising any existing floor space. These suites were intended to be the best and most salubrious in Sydney and are today ranked in the top ten most expensive hotel rooms in the world.
“Achieving this outcome was no easy task with the building being subject to very prescriptive planning controls, not allowing any built form extensions or changes. Over a five-year period Urbis assisted the client to strategically position and negotiate with the State Government to amend the planning controls and eventually approve the plans for the hotels refurbishment and rooftop extension,” said Tim Blythe, Regional Director.
Visual considerations and architectural design were key planning considerations. The proposed extensions had to ensure that the design quality of the original building by Anchor Mortlock Woolley was not diminished and aligned with original design philosophies. The extension and refurbishment have been an outstanding success since reopening in February 2012 and Park Hyatt Sydney once again sits atop the Sydney hotel landscape as the destination of choice for dignitaries and celebrities.
Perth arena’s design is bold, imaginative, unique and unmistakeable. The arena holds large internal spaces and thoroughfares, designed to excite and engage patrons from the moment they see the stadium.
The Perth Arena is an entertainment and sporting arena in the city centre of Perth, Western Australia and it one of the most complex steel building constructions in Australia.
Urbis was engaged as the Landscape Architecture consultant, responsible for the design and delivery of the external public areas of the Perth Arena on behalf of ARM Architecture & Cameron Chisholm Nicol. With its design based on the Eternity puzzle, the venue holds close to 16,000 spectators for a range of regular events including the tennis, basketball and concerts. The Arena was officially opened on the 10th of November 2012.
“The design intent for the public space was to create a safe, inviting and attractive space that would function well with crowds of visitors as well as providing a pleasurable city refuge in quiet times. The forecourt design has been integrated with the architecture, including custom cut triangulated granite pavers reflective of the building form. It has been planted with local native trees and flowering shrubs, providing a truly Western Australia setting” said Belinda Foster, Associate Director of Landscape Architecture.
The Perth Arena is an iconic building which creates a new urban destination and a catalyst for renewal in an under-valued part of central Perth. The building design is conceived to look different from every angle. In a practical sense, this helps to visually break down the scale of the structure and assist in orientation around the building. The public realm reflects this through provision of varied and flexible spaces designed to enable diversity of experience both during and outside of event mode.
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The major commercial and industrial markets throughout Australia continue to benefit from the historically low interest rate environment and strong acquisition appetite of local REIT’s, wholesale and foreign investors resulting in prime yields in both sectors almost reaching their pre GFC levels.
The local tenant demand environment however remains soft and speculative development and back fill resulting from major pre-commitments coupled with continued pressure on Australia’s manufacturers is resulting in increases in Vacancy Rates. Market forces aren’t operating in parallel. Urbis has and continues to invest heavily in growing its expertise in the commercial and industrial markets with four senior appointments concluded since mid 2012.
Shane Robb
Director
Nestled in brisbane’s golden triangle precinct on the banks of the Brisbane River sits One One One Eagle Street, possibly one of Australia’s most environmentally friendly office buildings. “This project really sets a new benchmark in office sustainability,” says Ben Slack, Director of Planning.
Ben and the team managed the development approval for the GPT group. The proposal involved a 56-storey tower which included approximately 80,000sq.m of office gross floor area, ground floor restaurant and extensive open space plaza areas.
“The planning approval was a challenging process that required significant stakeholder and government officer negotiation, says Ben. The size of the site, the close proximity to significant buildings, local traffic conditions and the relationship between the facade of the building to the street, were all things that needed to be resolved” continues Ben.
The 6-star green star commercial tower designed by Cox Rayner is most notable because it was inspired by an algorithm based on the way plants grow towards light. Other initiatives include the use of high efficiency air-conditioning, performance glazing, efficient light fittings and maximisation of daylight penetration. The use of gas-powered generator for onsite power generation will further reduce CO2 emissions which is good news for Mother Earth.
Since the opening of the building over a year ago, One One One Eagle Street has developed into a Brisbane CBD landmark, particularly at night, with the led displays located on the structural membrane. The standard of finishes in the building have also clearly set a new benchmark in the CBD for premium a grade office tower developments. The activation of the ground plane with fine dining and the location of lifts and café on the first floor further differentiate the building in the Brisbane context.
With the acquisition of three industrial properties worth an estimated $60.2 million, Growthpoint Properties Australia sought an industrial valuations expert to provide advice on the proposed acquisition.
Growthpoint sought the expertise of the Urbis Melbourne valuation and advisory team to undertake the project in a timely manner and in strict confidence.
Growthpoint Properties Australia is a publically traded ASX listed company that specialises in the ownership and management of quality investment property. The company owns interests in a diversified portfolio valued at over $1.8 billion and has an investment mandate to invest in the office, industrial and retail property sectors.
“Urbis was delighted to work on the project and provide valuations advice. The biggest challenge throughout the project was acquiring all the relevant market evidence whilst ensuring the project remained strictly confidential,” said Shane Robb, Director Valuation & Advisory.
“In a competitive market constrained for quality investment stock and with a diverse range of eager buyers made up of local REIT’s, Superannuation Funds, International buyers, local privates and syndicators, maintaining confidentiality was a key element to our appointment” continued Shane.
The project saw Growthpoint acquire from Australand three large industrial properties located in prime industrial markets; two located in Keysborough, Victoria and the third in Altona, Victoria. The assets provided an excellent investment opportunity for Growthpoint and will increase its investment weighting to the industrial property sector.
Urbis worked on the project between June and July 2013 with growthpoint announcing their acquisition in late July.
Melbourne industrial vacancy study the first of its kind amidst uncertainty in the Melbourne market around accurate vacancy rates, 2013 saw urbis embark on the first of its kind, a vacancy rate benchmark for Melbourne’s industrial market.
The study was developed by the Melbourne team to further reinforce their status as Melbourne’s pre-eminent Industrial Valuations & Advisory group.
“We saw a need in the market for an industrial vacancy rate because, at the time, there was no such benchmark. Our clients value the insight our study provides because it is independent and research based and showcases trends and analyses information in the market place that they would not ordinarily have access to,” said Shane Robb, Director of Valuation & Advisory.
The information is very valuable to those operating within the industrial space because it helps owners and occupiers make informed decisions about further developing their portfolios and, subsequently guides them with acquisition and disposal planning.
“Our study is released bi-annually and focuses on buildings strictly located within Metropolitan Melbourne of 10,000sq.m or more in size and is aimed at identifying total supply and subsequently, vacancy by size, region and quality,” said Shane. “It is specifically targeted to our major clients, the owners of large format industrial real estate”.
In the study, Urbis grades each building according to the following categories: prime, modern, secondary or tertiary to ensure the vacancy rate is interrogated in great detail.
Due to client demand, Urbis is looking to create a similar study for both the Sydney and Brisbane markets.
It is widely anticipated that by 2031 Sydney’s population will grow by an expected 1.34 million and that Western Sydney will be home to more than half of Sydneysiders.
In response to this, the NSW Government is supporting the growth of the Western Sydney Employment Area (WSEA) to allow more people in Western Sydney to have employment opportunities closer to home. June 2013 saw the release of the Draft Structure Plan by the NSW State Government which seeks to investigate the expansion of up to 10,000 hectares of new employment lands in Western Sydney.
Urbis’ Planning, Economics and Market Research teams have played a key role in the project, having been engaged by the Department of Planning and Infrastructure (DPI) to prepare the ‘Economic Issues and Drivers Study’ that informed the Structure Plan.
Specifically, Urbis examined the employment land supply and demand in the region, provided quantitative and qualitative analysis on the robustness of the Structure Plan and made recommendations on the quantum and typologies of land uses.
Urbis further investigated the staging and implementation of the Structure Plan and considered potential opportunities to drive greater job diversity in the area.
“This study builds on the extensive research, project work and industry engagement that Urbis has actively been involved with in Western Sydney. Notably, Urbis prepared an industry paper ‘Jobs in Western Sydney: Redressing the Balance – August 2012’ on behalf of the Urban Taskforce Australia, which established ideas and strategies around key issues impacting on the economic growth and development of Western Sydney,” said Clinton Ostwald, Director of Economics and Market Research.
Since the release of the Draft Structure Plan, reaction by the public has been generally positive, with most concerns focusing on the provision of infrastructure and the ongoing debate around the need for a second Sydney Airport.
“This study builds on the extensive research, project work and industry engagement that Urbis has actively been involved with in Western Sydney.”
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Historically government has funded and managed economic and social infrastructure, but infrastructure capable of providing long term stable cash-flows is increasingly of interest to the investment community allowing government to direct scarce capital to other community needs.
Urbis’s property advisory teams regularly provide assistance to existing and potential infrastructure asset owners and users, particularly those involved in ports, intermodals and airports.
Russell McKinnon
Director
Imagine carrying around a phone the size of a brick in your bag and thinking yourself the epitome of cool. No doubt many people still vividly remember this time like it was yesterday.
Thankfully, the mobile communications landscape has seen significant advances over the last few decades.
The humble car phone was launched in the early 1980s and would become the catalyst for the mobile phone industry that we know today. In 1987, the first mobile analog handsets were introduced running on what we would now call 1G. 2G (and call privacy) followed shortly thereafter and gave us the text message.
Stepping into the 21st Century, 3G opened the door to allow mobile phones to become much more than just a calling device. The ability to make video calls, access emails and surf the web, all using our phones, meant that it was becoming a multi-functional tool.
Web access via the mobile phone is so popular that carriers constantly need to upgrade their networks to keep up with growing demand. Australia alone has in excess of 30 million mobile services.
“Urbis is proud to have been part of the ongoing growth and improvement of telecommunications networks within Australia. Urbis will continue to support telecommunications carriers and provide integrated site acquisition, town planning and design solutions that deliver speed to market,” says John Walter, Director of Telco. “We are now upgrading networks to 4G.”
So what’s next on the landscape? Our networks will continue to improve, driven both by demand and technology. Access to the web will be even more commonplace. The internet will change from being a carrier of news and entertainment, to the ‘internet of everything’.
50 years ago we had no mobile devices. Tomorrow’s devices and use will make today’s use look like the ‘bricks’ of yesteryear.
Offering pristine beaches, scenic city and bay views, easy access to arterial roads and a central Melbourne location, it’s not hard to see why the Port of Melbourne is a popular place to live and work.
Recently however, this popular pocket of real estate has seen increasing competition between the demand for residential space and the reality of industry requirements.
Given these competing demands, Urbis, in partnership with SKM, was engaged by the Port of Melbourne Corporation to determine whether Melbourne has enough port related employment land to support future trade demands. Despite the volume and variety of information available on industrial land in terms of location, size, volume, take-up and vacancy rates, little information exists on how much of this land is used for port related activities. As such, a key focus of the project was estimating the current size of port related employment land and the future demand for it. “A number of port customers were interviewed during the study, questioning the drivers behind their decision to locate in specific areas.
The series of one-on-one and telephone interviews were aimed at determining why certain areas are preferred over others,” said Princess Ventura, Director of Economics and Market Research. At the conclusion of the project Urbis was able to successfully forecast the quantum of demand for port related employment land in the different regions in Melbourne. Technological change, intensifying land utilisation and increased outsourcing to integrated third party logistics providers will facilitate operational efficiencies and allow the growing Port of Melbourne trade to be handled within existing and proposed Melbourne employment land holdings. The findings from the report produced by Urbis are currently being used by the Port of Melbourne Corporation to inform their own internal strategic planning and decision making and will inform the future development plans for the Port of Melbourne.
The highly publicised Regional Rail Link will provide a new, dedicated rail line for regional trains travelling between Southern Cross Station and Western Victoria.
The project will provide increased capacity and allow for faster, more reliable train services to the region; however these improvements do come at a cost.
A number of land owners have had their land compulsorily acquired to make way for the project. “There are few things more daunting than the prospect of losing your home or property, so it was deeply rewarding to be able to provide these land owners with the advice they needed to ensure fair and reasonable compensation was being provided,” commented Nicholas Moore, Associate Director of Valuation & Advisory.
Urbis has been engaged by a number of law firms and property owners to act on behalf of close to 90 clients affected by the project. “What has made this project so interesting is the large variety of properties affected. From factories and shops, to private homes and greenfield sites earmarked for development. Some properties have had only a portion of the land acquired and we have had to assess how the acquisition would affect the remaining land, considering severance issues like changes to access and increased noise,” says Andrew Kinnaird, Director of Valuation & Advisory.“
By providing claimants with independent advice on the market value of their properties, Urbis ensures that owners will be fairly compensated. Urbis has already assisted many of the claimants finalise their claims and is still working with others to secure results via negotiation, or ultimately through the courts, should the need arise. In this regard the Urbis team has considerable experience in providing expert evidence before the courts.
The Building the Education Revolution (BER) Program was an unprecedented education infrastructure initiative developed by government to deliver economic stimulus and support the property and construction sector across Australia during the Global Financial Crisis.
The national program attracted strong political views and media attention, and was publicly labelled by some as not meeting the needs of schools or delivering economic stimulus.
Given the keen interest in the project, Urbis (with Solute Consulting) was commissioned by the Department of Education, Training and Employment to evaluate the effectiveness and appropriateness of the $2.1 billion BER investment in Queensland state schools and the Queensland economy.
The project involved extensive economic modelling and qualitative research with schools, staff, parents and government agencies.
The evaluation found the BER program met its key objectives, delivered economic stimulus and created new and enhanced facilities for schools and communities. “The project provided substantial infrastructure to primary schools across the state on an unprecedented scale. The program leaves a lasting legacy in supporting 21st century schools and learning environments for the future.” says Susan Rudland, Director of Public Policy.
The evaluation found that the program was well designed and implemented effectively across the Queensland state school sector. This success was driven by sophisticated procurement models, effective governance and significant internal property and physical infrastructure expertise, within key implementing state agencies.
Future education infrastructure investment is unlikely to occur on a similar scale. However, the scale of the program was a key opportunity to trial new approaches and strategies for infrastructure roll-out. The evaluation identified a series of key strategies to take forward in recurrent school capital works programs.
The project provided substantial infrastructure to primary schools across the state on an unprecedented scale. The program leaves a lasting legacy in supporting 21st century schools and learning environments for the future.
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The approaching ‘ageing tidal wave’ continues to build momentum, and the importance to properly plan for and facilitate development in this sector is paramount, especially in delivering projects of scale and within serviced and marketable locations.
We are hopeful that the recent strengthening in residential markets across various Australian geographies, which is vital in underpinning and driving retirement markets, will continue in order to provide confidence and opportunities for this sector. In addition, it will also be critical for Government to continue to support the development of health, hospital and research-based projects to ensure Australia keeps pace with pure demand and continued innovation within the field.
Peter Strudwick
Director
It’s said to be the largest health and mixed use precinct currently being developed in Australia.
Encompassing around 148 hectares of land in the very heart of the Sunshine Coast, Oceanside Kawana is the new name given to the central Kawana region that is planned to deliver a world class destination where homes, shopping, entertainment, business, health services and jobs all co-exist in a single location.
“Urbis was approached by Stockland to assist in the first stage of the development to help create a truly world class health precinct and are thrilled to have been involved in such a landmark project for the Sunshine Coast, and indeed, Australia,” said Malcolm Aikman, Director of Economics and Market Research.
At the heart of Oceanside Kawana will be the multi-billion dollar Health Hub and Kawana Health Campus – a vibrant 24/7 precinct that will become one of the most vital health and medical research districts anywhere in Australia. Stockland is working with the Local, State, and Federal Governments on this $5 billion development which will involve five key stages.
“At Urbis, a key strength of our business is our focus on interdisciplinary service delivery. During the project, we were able to provide a truly integrated project utilising many of Urbis’ core services including; Urban Design, Economics & Market Research, Planning, Valuation & Advisory, and Landscape Architecture,” said Malcolm.
Throughout the project, a major consideration Urbis had to address was determining a preferred market and design outcome that overcame certain challenges in the form of zoning, traffic management, car parking, and commercial viability.
“The success of the project has been evident in the strong market demand for sites in the precinct well in excess of any other mixed use precinct on the Sunshine Coast. In fact the level of interest has exceeded Stockland’s expectations,” said Malcolm.
Health care provision has changed immensely over the past 50 years and we are seeing more advances in the medical field today than ever before. Australia has outstanding medical training and first-class clinicians, but the two need to be brought together in a more integrated and effective way.
With this in mind, and to help cater to the growing health care needs of the communities in Greater Geelong and surrounding coastal areas, Epworth HealthCare has forged an alliance with Deakin University to build a Teaching Hospital.
The new 394-bed Teaching Hospital will deliver a full range of clinical services and assist with clinically-based training of health professions, undergraduates and postgraduate in medical, nursing and allied health disciplines.
As planning advisor to Epworth HealthCare, Urbis facilitated a fast-track rezone and permit approval process for the approval of Epworth Geelong, which will be co-located on former farming land adjacent to Deakin University, Waurn Ponds. In what usually takes the best part of 18 months, Urbis was able to facilitate in just nine.
“Throughout the project Urbis not only designed the planning strategy and worked closely with Greater Geelong City Council to secure their in-principle support, but also engaged with the local community to understand their views to secure a Minister led fast tracked planning process,” said Sarah Walbank, Associate Director of Planning.
“A quick approval process was critical for Epworth HealthCare to provide confidence and encourage future investment in the facility,” continued Sarah.
Work is set to commence on the hospital in early 2014, and upon completion, it will not only assist in meeting local health care needs, but also create around 1100 jobs across a range of health and non-health related professions.
If you live in one of Australia’s many regional, rural and remote towns, your life expectancy is up to seven years lower than someone living in a major city.
This stark statistic brings into focus the compelling need for better health infrastructure and workforce in rural Australia.
Through the University Departments of Rural Health (UDRH) Program and the Rural Clinical Schools (RCS) Program, the Federal Department of Health and Ageing has been committed to supporting the development of better medical facilities and increasing the number of trained health care professionals in regional, rural and remote areas around the country.
To ensure the ongoing success of the programs, Urbis was commissioned by the Department of Health and Ageing to conduct a joint evaluation of the two programs.
Urbis investigated the effectiveness and future role of each program in improving rural and remote health services in Australia and evaluated the programs’ success in encouraging students to undertake health careers or establish health practices in rural or regional locations.
A team of eight Public Policy researchers from Urbis worked on the project, travelling to 23 locations and speaking to over 500 people. “Urbis is delighted to have worked on this significant project because the findings assisted the Government to expand their investment into rural medical and health education,” said Dr Linda Kurti, Director of Public Policy.
Thanks to the positive results from the evaluation, three more Rural Clinical Schools have been built.
In conjunction with Cox Richardson Architects, Urbis prepared the Concept Plan for the redevelopment of the 13 hectare Royal North Shore Hospital Campus in St Leonards. The Concept Plan involved the consolidation of 50 existing hospital buildings scattered across the site into a brand new facility occupying a third of the land.
The remaining two thirds of the site were master-planned into six separate precincts designed for private commercial, retail and residential land use.
This private development of surplus land will generate funds to contribute to the cost of the new hospital and was designed to accommodate 2,000-5,000 new jobs (in addition to hospital employees) and approximately 1,500 new dwellings.
Heritage conservation was a key focus of the Concept Plan with particular attention paid to the retention of a cluster of original hospital buildings in a landscaped precinct designed as the new focus of the campus.
“Located at the interface of three different local government areas, the strategically significant site involved extensive consultation with a wide range of stakeholders and the consideration of a broad range of competing objectives,” said John Wynne, Managing Director.
The project declared the site a ‘critical infrastructure’ under Part 3A of the EP&A Act and listed the site as a ‘State Significant Site’ under State Environmental Planning Policy (Major Projects).
This project has led to Urbis’ involvement with other Concept Plan projects under Part 3A of the Act, and other health projects elsewhere throughout the State.
Labelled as the largest health public private partnership undertaken in nsw, the redevelopment of the acute services building at the royal north shore hospital has set a new precedent for healthcare facilities not only in australia, but also the world.
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Giving back to the community has always been at the core of the Urbis business. Throughout the last 50 years, Urbis has been committed to a number of different charities and organisations, and this past year has been no exception.
In 2012 Urbis raised a considerable amount of money for a variety of organisations and volunteered countless hours. A cause particularly close to Urbis is the Property Industry Foundation (PIF). Established in Sydney in 1996, PIF was formed when industry leaders joined forces to help grassroots charities who provide services to at risk youth and those who are homeless. The Foundation has grown to become the property and construction industry’s charity. In the last year, Urbis has also participated in pro-bono work in excess of 200 hours, and a number of Urbis employees have dedicated their time and expertise to charity committees aimed at helping the lives of others.
Just as it has been a focus for the last 50 years, urbis’ commitment to helping the community will continue for the next 50 years.
Relationships are the strength on which we have grown – client relationships, our relationships with each other and our relationships in the community.
We would like to take this opportunity to sincerely thank all of our staff who continue to help us contribute to Urbis’ reputation and success, and create a great workplace. Our staff are critical to our success, and without them, none of our achievements would be possible.
Find out more with our online staff profiles here.
