Pain

The $11.1 billion North East Link project, delivered by the SPARK consortium, required disciplined coordination across two major precincts during the Urban Design and Landscape Plan phase. The scale of works, high public visibility and construction impacts across densely populated areas meant communication and stakeholder management had to operate with precision.

Existing engagement plans required refinement to meet the realities of the construction phase. The consortium needed stronger controls, clearer reporting and consistent engagement standards across precincts to mitigate reputational risk, maintain stakeholder confidence and ensure alignment between delivery teams and community expectations.

Solution

Struber embedded within the SPARK consortium to deliver the communication and engagement function across the north and south precincts, operating as part of the integrated project team. We applied structured delivery controls to standardise engagement processes while tailoring messaging to local conditions. This included development of precinct specific communication materials, regular EDMs, newsletters, SMS notifications and targeted FAQs to ensure clarity and consistency.

To strengthen assurance and reporting, we replaced cumbersome documentation with streamlined reporting formats that improved visibility of issues, risks and stakeholder sentiment. Clear reporting pathways were established to support decision making and escalation.

On the ground, we prioritised direct stakeholder interface through door knocking, one on one meetings and business engagement, ensuring emerging risks were identified early and managed proactively. During critical incidents, including the asbestos discovery in the northern precinct, Struber coordinated transparent and timely communication to contain risk and maintain confidence. We also mentored in house personnel, embedding engagement standards, structured processes and practical toolkits to support continuity beyond our tenure.

Result

Struber strengthened delivery confidence across both precincts by improving engagement controls, reporting clarity and stakeholder risk management.  Proactive issue management reduced reputational exposure during sensitive construction events and maintained strong working relationships with impacted businesses and residents. Internal reporting efficiencies improved coordination across multidisciplinary teams operating under tight timelines.

Importantly, the engagement standards, reporting formats and mentoring established during our involvement created a sustained foundation for SPARK’s in house team. The project left behind stronger governance, clearer controls and a more disciplined approach to stakeholder risk management within one of Australia’s largest infrastructure programs.