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2014-02-25 Infrastructure & Services Committee Meeting Agenda
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AGENDA
Infrastructure & Services
Committee Meeting
Tuesday, 25 February 2014
commencing at 9am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Bob Abbot (Chair), Noel Playford, Sandy Bolton, Frank Pardon
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Section 2
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
TABLE OF CONTENTS
ITEM SUBJECT PAGE
ATTENDANCE & APOLOGIES 3
PRESENTATIONS 3
COMMUNITY INFRASTRUCTURE DEPARTMENT REPORTS 4
Asset Planning & Delivery 4
1. DEVELOPMENT OF THE CAPITAL WORKS FRAMEWORK 4
2. CAPITAL PROGRAM DELIVERY STATUS 20
3. LAKE MACDONALD TO COOROY FLEXILINK TRIAL SERVICE 24
Waste Management 31
4. WASTE MANAGEMENT STRATEGY REVIEW PHASE 1 31
COMMUNITY & DEVELOPMENT DEPARTMENT REPORTS 34
Community Services 34
5. TAIT DUKE COTTAGE 34
6. SEPARATION OF LIBRARY SERVICES 45
CLOSED SESSION 51
Page 2 of 51
Section 3
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
ATTENDANCE & APOLOGIES
PRESENTATIONS
Development of the Capital Works Framework
Bryan O’Connor, Coordinator, Assets & Investigations
Gympie Terrace Foreshore Furniture
Dallas Bickley, Project Officer, Project Design & Delivery
Street Sweeping Scheduling
Allan Hull, Manager Civil Operations
Overview of Operations for Noosa Aquatic Centre & Bicentennial Community Centre
Charlie Eames, Manager Community Services
Page 3 of 51
Section 4
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
COMMUNITY INFRASTRUCTURE DEPARTMENT REPORTS
Asset Planning & Delivery
1. DEVELOPMENT OF THE CAPITAL WORKS FRAMEWORK
Author Coordinator, Assets and Investigations, Bryan O’Connor
Community Infrastructure
Index ECM/Subject/2013-14 Annual Capital Works Program
Attachments 1. NSC Program Statements
2. Project Scoring Criteria
3. Project Initiation Form
4. Project Plan
PURPOSE
The purpose of this report is to provide an update on the development of the Capital Works
Framework and Capital Works Program for the preparation of the draft 2014/15 Budget.
EXECUTIVE SUMMARY
The development of a Capital Works Framework is key for management of the planning and
delivery of Council projects. It identifies the major priorities and sets out the steps that are taken
for projects to be adopted and delivered within any allocated financial year. The Framework
provides consistency across the Capital Works Program to ensure Council achieves high quality
outcomes with a multi-year approach in the decisions and delivery of projects.
The Capital Works Framework will require ongoing development as Council improves its systems
for managing projects through a defined database and increasing the capabilities of capturing
detailed asset condition across all asset categories. The ongoing improvement of the Framework
will be influenced by the development of the Corporate Plan, the long term Financial Plan and the
Asset Management Plans to ensure projects continue to have a whole of Council approach and
are funded sustainably.
RECOMMENDATION
That Council note the report by the Coordinator, Assets & Investigations to the Infrastructure &
Services Committee dated 25 February 2014 and endorse the proposed Capital Works
Framework for the development of a Capital Works Program for the draft 2014/15 Budget.
BACKGROUND INFORMATION
An interim Capital Works Framework has been developed in the absence of a long term Financial
Plan, Asset Management Plans and a Corporate Plan that supports how capital projects will be
identified, prioritised and delivered by Council for 2014/15 and beyond. It is proposed that once
these plans have been developed they will be incorporated into the Capital Works Framework to
ensure that capital delivery by Noosa Council is driven by sound planning, is financially
sustainable and equitably delivered across the various programs.
Page 4 of 51
Section 5
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Sunshine Coast Council (SCC) transferred approximately 500 projects over a 10 year period to
Noosa Council during the transition period. These projects require varying levels of review before
they can be considered for delivery and this task will be ongoing through the development of the
forward Capital Works Program. The 2013/14 Capital Works Program was developed based on
the capital projects identified by SCC for that year as well as including projects that Transfer
Team staff had identified as high priority for the new Noosa Council. There was a specific intent
to reduce the number of projects in the first 6 months of the new Council due the short delivery
timeframe and other financial sustainability considerations.
In producing a Capital Works Program for 2014/15 the development of a framework that enables
staff to identify, scope and prioritise projects via a consistent approach prior to the adoption of the
program is considered essential for its implementation.
PREVIOUS COUNCIL CONSIDERATION
The former Noosa Shire Council established and adopted a 5 year Capital Works Program for
the 2007/08 financial year. The 5 year capital program provided significant detail on projects to
be delivered for the 2007/08 financial year and also indicated projects proposed for years 2 to 5
of the program. This approach not only provides Council with greater outlook on the projects to
be delivered but also allocates suitable timeframes for planning, design and approvals in the lead
up to the project being considered for delivery.
REPORT
It is proposed that for the 2014/15 budget development process the Capital Works Program will
be a 3 year program. The program will be expanded from a 3 year to a 10 year program once
Council adopts the long term Financial Plan, the Corporate Plan and develops Asset
Management Plans that include robust renewal and replacement programs.
1. Introduction
The intention for the development of the Capital Works Program and Framework is to ensure a
whole of Council approach. The requirement to provide detailed information for projects is
essential to ensure that the initial intention and scope of any given project is not lost over a
period of time, until the project is prioritised and allocated in the program.
A number of issues have been identified for the development of the 3 year Capital Works
Program and they include:
Ensuring Councillors are informed on how a project made it on to the program;
Have a robust multi-year program so that Councillors have confidence that the projects they
are approving are the right ones for the community;
The Capital Works Program is primarily focused on renewal and rehabilitation projects (i.e.
looking after what we currently have);
There is equity across programs and the community to deliver the required levels of service;
Documented processes need to be established for the long term program;
Priority needs to be given to renewal and replacement projects over new or upgrade projects;
The removal of “Councillor emergent or discretionary funds” in an undivided Council;
Inclusion in Council’s financial model development to ensure funding implications are
considered for Council’s financial sustainability outlook; and
A centralised database or register to manage the projects and the overall program.
Page 5 of 51
Section 6
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
The development of the Capital Works Framework has taken these issues into consideration and
has identified some key principles for projects allocated to each of the three years which are
detailed below:
Year 1 Principles
That there are sufficient funds for preliminary and detailed design (1-2 years design in
advance of delivery);
There is a clear strategy for the delivery of future projects including planning and
consultation;
Emergent works allocations – unscheduled works are aligned to programs and there are no
discretionary funding pools;
Simple projects are completed;
Asset management focuses on renewal and replacement and existing levels of service; and
The identification of partnership opportunities through grants for future year projects to stretch
every dollar spent.
Year 2 Principles
Delivery of year one design /planned projects;
Continuation of staged projects;
70/30 rule to fit funding and delivery resources (this rule implies that the likelihood of 70% of
the projects that are in year 2 will be delivered the following financial year and up to 30% may
need to be deferred for later years);
Refined by renewal / replacement programs /Council strategy / policy / focus / initiatives; and
Current costs adjusted to reflect project, as time passes original estimates will need to be
updated to current year costs.
Year 3 Principles
Project delivery scheduling and timing is defined;
The review of project costs to reflect current costs, as time passes original estimates will
need to be updated to current year costs;
Strategy development that will drive changes to years 2 & 3;
Asset management – renewals and failed assets will influence the changes in years 2 & 3;
and
Partnership opportunities – planning for grant opportunities and potential capacity to bring
projects forward to align to third party funding.
2. Framework Development
Utilising these issues and principles in developing a framework the following documents have
been developed to assist in establishment of a 3 year Capital Works Program for 2014/15. These
documents have been attached to this report.
1. Program statements that support the intent of projects to be delivered within each program;
2. A project initiation form to identify the source of a project;
3. A detailed project plan template that identifies the scope of the project; and
4. An initial project scoring criteria for the prioritisation of projects.
Page 6 of 51
Section 7
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
There are still a number of steps that need to be completed before the 3 year Capital Program
can be considered for adoption for the 2014/15 Budget. These include:
1. Council confirms and adopts the principles process and overview for the development of
the Capital Works Program;
2. The scoring of projects based on the set criteria;
3. The drafting of the 2014/15 to 2017/18, 3 year Capital Program; and
4. The adoption by Council of the 2014/15 (year 1) and endorsement of years 2 and 3 for
planning purposes.
3. Program Statements
The program statements have been drafted to enable the identification of where capital works for
assets and infrastructure are within each program. For example the kerb and channel assets will
be identified within the Stormwater Drainage Program. The program statements have defined
objectives and principles to ensure they are considered when the prioritising and scoring of
projects occur.
An indicative annual allocation has been placed in each of the programs. This annual allocation
is an average expenditure over the life of the assets within each program. This is important to
note as there will be financial years where a concentration of expenditure may be limited to a
reduced number of asset types to ensure Council has the financial capacity to maintain its asset
renewal and rehabilitation programs and ensure intervention levels are achieved before
increased financial liabilities are incurred if assets fail.
4. Project Scoring
The project scoring criteria was developed to assist in the prioritisation of projects across all
programs. The scoring of projects is critical to ensuring that projects are validated and
complement the principals and objectives of Noosa Council. The weighting of the scoring system
has been developed to prioritise projects that are focussed on the renewal and rehabilitation of
Council’s existing asset base and any new infrastructure projects will be scored independently
form the scoring criteria. The project scoring criteria will continue to be further developed.
5. Conclusion
The interim Capital Works Program and Framework will still require significant work into the
future as the organisation matures. The ongoing development of processes and supporting
systems will ensure the Capital Works Program will become more robust through the adoption of
the Corporate Plan, long term Financial Plan, Asset Management Plans and complemented with
the determination of agreed levels of service across Council infrastructure.
FINANCE & RISK
Approximately $18m per annum has been identified as the benchmark for annual renewal /
replacement of assets and this amount reflects current consumption levels of Council's existing
asset base. Appropriate condition assessments will be undertaken on all assets classes to
identify potential risks surrounding the ability to address any identified renewal replacement
backlogs to bring asset condition to acceptable levels.
Page 7 of 51
Section 8
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
A brief was prepared and considered by the Leadership Team (CEO and Interim Directors) at
their meeting on 17 February 2014. All are supportive of this proposal.
Departments/Sections Consulted:
x Community Infrastructure x Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
x Executive Office x Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 8 of 51
Section 9
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
ATTACHMENT 1
Page 9 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
NSC CAPITAL WORKS PROGRAM STATEMENTS ATTACHMENT 1
ObeeNe Steinem’ [Ievesotsermoe iileminmisng uno offecess, |
Objective Statement To provide bridge infrastructure that meets yet to be agreed
"| sSeisree eee,
Principles Bridge infrastructure that is capable of carrying traffic safely; is
accessible during flood events; provides for key linkages within
to be economically sustainable.
Assets and Level of This asset class includes pedestrian, bicycle and road bridges.
loading and flood immunity.
Focus Area The development and delivery of a long term bridge replacement
program. Extending the life of existing bridges through
rehabilitation treatments where such treatments are cost
effective. Inputs include: condition, traffic volumes, demand and
risk.
Sources
Provide off-street car parking within an integrated transport
a
Principles Car parks are capable of conveying vehicles and pedestrians
safely; provide connectivity to the transport network and are
Assets and Levels of Council car parks. Levels of service to be adopted by council in
Sources
Sbeene Semen’ | vile mnmishg voted ites. |
Objective Statement Provide sealed roads that meet yet to be agreed levels of service
connectivity and are designed and constructed to be
economically sustainable.
Service in relation to traffic capacity.
strategies
sas ee
Alternative Funding State, federal, PIP, LRRS, R2R
Page 9 of 51Section 10
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 10 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
while minimising whole of life costs.
connectivity and are designed and constructed to be
economically sustainable.
Service relation to vehicle capacity.
Sor ee
Alternative Funding PIP, state, federal, LRRS, R2R
and social interaction and complement the natural character of a
location, through the retrofit of urban spaces and transport
corridors
reinforcing locally distinctive patterns of development, landscape
and culture and designing streets and places for people.
Street, Peregian Beach Village Centre, Maple Street, Cooroy
Assets and Level of Initiatives that seek to reallocate over designed and over capacity
streetscaping improvements.
Economic Development Strategy
|References fs
Sources
agreed levels of service while minimising whole of life costs.
key user groups.
Service determined by asset management plans and agreed levels of
service
Sources
Page 10 of 51Section 11
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 11 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
that supports the operations and work environment of the
organisation.
allow administration of council business in an environmentally and
economically sustainable manner
Service
|References )
se |
Sources
needs of the whole Noosa Shire community.
a variety of options to the community when seeking a resting place
for loved ones.
Service
|References 9)
Sources
multiuse recreational tracks and trails.
Recreational Tracks & Trails which connect community's and
enhance social cohesion, community health and wellbeing and
fosters a sustainable economy.
Service
Sores [Se
Alternative Funding State, Federal
Page 11 of 51Section 12
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 12 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Objective Statement Recreational parks and open space enhance aspects of social and
cultural life and provide a mixture of formal and informal
recreational activities for the community.
SS
Principles Parks and playgrounds are developed according to the needs of
sustainable.
Seve [ee
Assets and Levels of Parks and gardens. Level of service to be updated.
and barbecue facilities.
ee |
Sources
(ema ectecretatncra
Objective Statement To provide a program of plant and equipment acquisition,
maintenance and replacement that is economically and
"| Setanta ceeeseetecees
Principles Robust validation process that meets as yet agreed economic and
environment sustainability criteria to assess any new proposed
environmentally sustainable than repair.
Service
risk
|References |
ee |
Sources
Noosa’s appeal as a tourist destination.
Service management (caravan parks). Levels of service yet to be agreed
Fons? | putangs and sewerage wast emovalinine wth demand.
Focus Area To maximise revenue and occupancy. Construction of amenities
dwelling, amenities, storage sheds and bbq facilities)
Sources
Page 12 of 51Section 13
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 13 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
—— ee
Objective Statement The provision of both strategic and local pathway infrastructure
pedestrian improvements on existing pathways
modes of transportation
Assets and Levels of Formal off road pathways, pedestrian crossing or pedestrian
Service refuges, wayfinding signage, end of trip facilities, on trip facilities,
shade tree planting, disability access and kerb ramp
improvements. Levels of service commensurate with standards
and guidelines.
wayfinding signage, bike parking facilities
References Asset management plans, Cycling & Walking Strategy, Integrated
Transport Strategy, Visitor Transport Strategy, SEQ Principal
Cycle Network
Sources Development Scheme -TIDS, Sport and Recreation Grants
Objective Statement The improvement of the existing sealed road network
infrastructure on major links and local roads and intersection and
corridor upgrades to improve road user safety.
Pere femionmentioralcedises |
environment for all road users
Service standards and guidelines.
Focus Area Traffic volumes, travel demand and risk initiatives that seek to
reallocate over designed and over capacity road space to
pedestrians, cyclists, public transport and streetscaping
improvements
Beers | Network Pan, integrated Transpot Stategy
References TAMPS, Cycling and Walking Strategy, SEQ Principal Cycle
facilities.
Pimepes | management pracios dened bythe Noosa Counc
Principles Delivery will be in accordance to strategic plans and asset
Service standards and guidelines.
Sports Complex
[References |
Sources
Page 13 of 51Section 14
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 14 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
“Sain
Objective Statement Plan, provide, manage and maintain all infrastructure within
public access and the protection property.
SS igen isto aie
Principles To ensure that assets within the Noosa's coastal, canals and
waterways are maintained in a safe, functional and sustainable
Service developed.
protection areas.
|References Pe
ree |
Sources
Shee Sistemen' | Contotand management fstommvaiste
Objective Statement Provide and maintain a system of sustainable measures for the
The provision of overland and underground drainage services for
the management of stormwater run-off to ensure adequate flood
protection and ensure that pollutants do not enter the natural
Service
Fe eet
Focus Area The development and delivery of a long term drainage structure
replacement and rehabilitation program.
Extending the life of existing drainage structures through
rehabilitation treatments where such treatments are cost effective.
channel
eee
Sources
of Council land and property surplus to requirements in order to
generate funds.
agreements and relative legislation.
Service
|AssetFocus |
|AssetDetails |
Sources
Page 14 of 51Section 15
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 15 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
development of public transport infrastructure improvement
program
to public transport, including disability compliance upgrades to
public transport infrastructure
Service Levels of service commensurate with standards and guidelines.
through quality infrastructure and services
Visitor Transport Strategy
Sources
organisation.
flexibility and efficiencies to the workforce and our customers.
Service
sums |
Sources
See prem ceariet
Objective Statement To provide the necessary infrastructure for reception, processing
Landfill
associated environmental standards imposed by legislation
Service relative ERA licence conditions
demand
and Waste Minimisation Strategy 2009 - 2014
Sources
Page 15 of 51Section 16
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 16 of 51
ATTACHMENT 2
lcommunity/socialbenefit | C2 |
es riskassessment CT CT
Prot esrintins | er
Asset typess Asset - Upgrade, Renewal, RehaborNew sss || 30 (<ss|
a es a
crteraOSO~—SOCSOCESOS—SSOSC“CSsSCSCSSSSC“‘CsCSCSCSYSCS SSC
fcommunity/ Environmental increases access and/or value tocoreservices/ townships —=s«—=«'10._—=«iVery high positive impact. SSCS”
| tt (ttCC“‘!CCC#C(C#dé# reovide's benefit to multiple community groups C=‘; C[Highpositiveimpact, Cd
Po ttC“‘(CC*dSsttainsendemic species 0 CC—“‘CNO*NSCCOC8: [High positiveimpact,
| tttt—“‘_CNCCdé(Creates further opportunitues to immediate community | 6 [Moderately positiveimpact,
| tC—“‘CO’C__[Reducesenvironmentalpests, — C“‘NOC(*N;SCOG C[MOderatelypositiveimpact|
| tCt“‘SN__|Strong community support (i.e. petitions; preacts) sss“ = —Cid|s SS [Lowpossitiveimpact, ee CCid
| CC“‘CdéP renvidde's environment educational opportunities | 4 [Lowpossitiveimpact, Cd
| CtC“‘CUifimrpovesamenity = CCC“‘“‘(‘!COC(‘é#dr SCC: ~_—[ Neutral impact (neither positive ornegative)
| _SsSSSSSC_*i Strong community support (ie. petitions; preacts) | 2 [Neutral impact (neither positive ornegativey)——SSSSSSCSC—=*d
Pp CC—“‘CNC*iNGQCOmmunitysupport —C“‘“‘SCC‘d#S#T“CS#COCXCC#dNegattive impact CC“‘CC‘ids
| C“‘CC#d‘ENCOUFaQES UNACCEptable social behaviour CL Negativeimpact, Cd
GN
riskassessment [Extreme - Necessary toremedyorpreventanextremerisk | ~—10_—[Al most certain asset will fail with potential major outcome
| CCC“‘!CCRequired to conform to non-retrospective legislation |S 9([Required to conformtonon-retrospective legislation
| C—“‘C_C[High-Necessarytoremedyorpreventahighrisk ss Cs| SB [Likely assetwillfailifinteventionsnottaken
PSS~*~*~*~*~*~*S*SCSC*dMderate - Necessary to remedy or prevent amoderate risk | __6 [Possible asset will fail if interventionnot taken SSCS
| C“‘CCCReucing financial risk associated with deferred liability ss | = 4 [Reducing financial risk associated with deferred liability
Po CtCt*i‘(C*diLOW/- Necessary torremeeddy rrpreeventalowrrisk | 4_—_——([Unllikely asset will failinshortterm
| CCC—“‘(CCCCC[Miinr - Potential risk, deferral of project would NOT increase level of risk | 2 _ insignificant consequences of not proceeding
Project does not remove any health or safety risk (may increase risk) | [new infrastructure may increase Council risk
PT
financial considerations _____|Project is fully externally funded with minor impact on future operating cof 10_'|VeyhighOSOSCSOSCSCSCTC‘<S)
| CCC(tC*diéPravject attracts > 50% external funding no impact on operational costs | = 8 High
| CC“‘(‘!!CiPraect significantly reduces future financial liabilities (operation | 8 High
| ti“(‘(C™™___|Project increases efficiencies & profit margins (Project generates revenue)|_ 8 [High CC
| ti“ twC“‘S™C(C*dé#Prenjetct moderatteely reduces future financial liabilities (operation @ ss || — 6s [Moderately Cd
| C“‘CCiProvjeectt attracts < 50% external funding with moderate impactonfuture | 6 [Moderately
| CC“‘!CCCC Project is fully externally funded with moderate impact onfuture ——|_——4_—_—s[Low positive economicimpact
| tt tttCt~“‘(‘C#C#C#di#FaovidesaCouncilrevenue stream = Cti‘“‘SC#CSCONC#*S~—C[LOWppossitive economicimpact_
| tC“(it‘“‘;C(Provject has no impact on future financial liabilities (operation® | 2——s[Neutral (neither positiveornegativey)
| CCtC*déPrrovjecct is fully extermaally funded and has; significant operational costs | 2 [Negative
| C“‘!!__ CI Project significantly adds to future financial liabilities (operation& | [Negative
a (
Asset @ Services Levels [Project is Renewal of existing infrastructure —~—~=~=*~“‘“‘;C*;*™*C~*d’;*C~«~WO ~~—+(fhere ino changeto the levelofsenice required. SSCSC~*S
| C“‘(‘CC*déP raject is Rehabilitation of existing infrastructure s| S10 There isnochangetothelevelofservicerequired.
PT SSCSCSCSCSCSCSCSCSCSC*i ject is an upgrade off existing infrastructure ——~—~—=~=~S~S~*d;~SCSCS [There sno increase in the levelofservice required.
PT SS~*~*~*S*SCSCSC*di jets Renewal of existing infrastructure ——~=~S~S~*~*~*~*dC*~C*i:CSCS*«diT Nee Ts A MOderate increase in the level Of service required.
| SC*~*~*~*CSCSCSCSCSCSCSC*di roc is Rehabilitation of existing infrastructure —=~=S=S~*~*~*dC*C*i:CSCSC*diT Nee Ts moderate increase in the level of service required. —_—|
PT SS~*~*~*~*S*SCSCSdP ject is an upgrade of existing infrastructure ——~—~—=~S~S~*dtC*~C«i~SC*diTNere is a moderate increase in the level of service required.
[S~*~*~*~*S*SCSCSCSCSC*di jects Renewal of enisting infrastructure —~—~S~S*~S~*wCSCS~SCSC*di Tere ts significant increase in the level of service required. =
| ________ Project is Rehabilitation of existing infrastructure | __4 __|T™here isa significant increase in the level of service required. =
Project is an upgrade of existing infrastructure 2 There is a significant increase in the level of service required.
Page 16 of 51Section 17
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 17 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
se] NOOSA COUNCIL ieee
mM CAPITAL WORKS PROJECT INITIATION
PROJECT NAME: "type here"
LOCATION: "type here"
WORK ORDER NUMBER: "type here"
PROJECT OWNER & TEAM: | "type here"
1. Description of project and background information
"type here"
2. Insert photo and/or map
3. Priority Rating (refer to legend) | 4. Estimate of costs
Extreme L] Design: $ "type here"
High LI Construct: $ "type here"
Medium CO] Other (please detail): $ "type here"
Low LJ
5. Risks of not proceeding and associated issues (eg, permits, community consultation etc)
"type here"
6. Any related projects
"type here"
Name "type here" Date "type here"
Priority Ratings:
Extreme (Year 1) — Almost certain loss or substantial damage to an asset; personal injury or damage to personal
property; substantial damage to council’s operations or reputation; or damage to the community
High (Year 1 or 2) — Possible loss or substantial damage to an asset; personal injury or damage to personal property;
substantial damage to council’s operations or reputation; or damage to the community
Medium (Year 2, 3 or 4) — Unlikely loss or substantial damage to an asset; personal injury or damage to personal
property; substantial damage to council’s operations or reputation; or damage to the community
Low (Year 4 or 5) — Rare chance of loss or substantial damage to an asset; personal injury or damage to personal
property; substantial damage to council’s operations or reputation; or damage to the community
Priority Ratings on projects in years 2 to 5 will be reviewed annually and may be moved forward or back
Page 17 of 51Section 18
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 18 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
un ATTACHMENT 4
uM NOOSA SOLOS CAPITAL WORKS PROJECT PLAN
1. Project Details
Project Name: "type here"
Program Name: "type here"
Score: "type here" Project ID: "type here"
Team: "type here" Project Officer: "type here"
Target start date: "type here" Target finish date: "type here"
2. Project Description (describe the project and include background information)
"type here"
3. Project Map (insert map or photo)
"insert image here"
4. Project Scope
In scope: "type here"
Out of scope: "type here"
5. Project Outcomes (Measure of Success)
"type here"
6. List of Key Deliverables
"type here"
7. Sustainability Rating
Description Percentage of Comment -— Describe how much of the existing infrastructure is to be
existing Asset | included in the project.
New Asset "type here" "type here"
Upgrade
Renewal
Rehabilitation
Replacement
8. Related Projects
"type here"
9. Assumptions and Dependencies Impacting the Project
Assumptions: "type here"
Dependencies: "type here"
10. Resourcing Required
"type here"
Page 18 of 51Section 19
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 19 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
11. Summary of Risks and Issues (refer to risk calculator)
Description of risk / issue Risk rating Mitigation / Treatment
"type here" "type here" "type here"
Salaries (internal) $"type here"
Consultants / Contractors $"type here"
Materials $"type here"
Fees / Permits $"type here"
Total Project Investment $"type here"
Ongoing recurring maintenance costs | $"type here"
Capital WO number "type here"
13. Approved by Project Owner Approved by Director
Name: "type here" Name: "type here"
Signature: Signature:
Date: Date:
Page 19 of 51Section 20
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
2. CAPITAL PROGRAM DELIVERY STATUS
Author Project Coordinator, Adam Britton
Community Infrastructure
Index ECM/Subject/2013-2014 Annual Capital Works Program
Attachments 1. Noosa Council project design and delivery status spreadsheet
PURPOSE
The purpose of this report is to inform the Infrastructure & Services Committee of the status of
projects within the 2013/2014 financial year Capital Works Program.
EXECUTIVE SUMMARY
The Community Infrastructure units of Works Operations, Project Design and Delivery and
Assets and Investigations are each contributing to the delivery of the draft Capital Works
Program for 2013/2014 (excluding the information technology projects).
This report and attached spreadsheet provides a brief update for each project in terms of project
description, budget, stage and percent complete, highlighting any issues, comments on the tasks
currently in progress and forecast budget profiling.
It is intended that a similar project delivery report be presented to the Infrastructure and Services
Committee monthly in order to monitor progress and allow discussion on each project.
RECOMMENDATION
That Council note the report by the Project Coordinator to the Infrastructure & Services
Committee dated 25 February 2014 providing an update on the status of the projects within the
2013/14 Capital Works Program.
BACKGROUND INFORMATION
The Noosa Council draft Capital Works Program provides background information to the
individual projects and the scope that relates to each. The program has been previously
distributed to Councillors (document titled “Noosa Council Draft Capital Works Program
2013/2014”, Version 1.0, 20/12/2013)
PREVIOUS COUNCIL CONSIDERATION
Nil.
REPORT
Following adoption of the Noosa Council draft Capital Works Program for the remainder of
2014/2014 financial year, internal resources from each of the units of Works Operations, Project
Design and Delivery and Assets and Investigations have been allocated to specific projects as
they relate to the area of responsibility and expertise.
Page 20 of 51
Section 21
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
The status spreadsheet which is used as a working document is attached to allow the Committee
to review and ask questions on any project. Refer Attachment 1.
With respect to the progress to date a number of challenges are to be taken into consideration,
namely:
Data and operating systems delays have impacted the ability to progress designs;
A number of positions are currently vacant and some key staff are on long term leave ;
A number of previously thought to be construction ready projects handed over by Sunshine
Coast Council require detailed reviews and redesign; and
Internal design resources are limited and some design work will need to be commissioned
externally noting this will require a level of supervision to ensure design outcomes meet
expectations for Noosa.
Whilst the above challenges may have impacted on initial progress there are equally a number of
positive steps being taken to seek innovative approaches to several of Council’s difficult projects,
namely:
Progress on the design for Munna Point bridge rehabilitation that is more focused on the
structural issues and in line with techniques that are cost effective whilst suitably extending
the life of the bridge. The outcome of further investigations are yet to be obtained however
Council’s consulting engineers are of the opinion that significant savings from previous
design options can be made; and
Gympie Terrace stormwater rehabilitation where progress is being made in terms of
investigating the condition of each line and whether existing stormwater lines may be relined
without the need for costly and disruptive remove and relay technique.
FINANCE & RISK
Nil.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The Interim Director, Organisational Services has been provided with the project status update
and related financial profiling.
Departments/Sections Consulted:
X Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
Executive Office X Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 21 of 51
Section 22
NOOSA COUNCIL - PROJECT DESIGN & DELIVERY 2013-2014
Printed: Tuesday, 18 February 2014 STAGE
Scope & Brief Development
ATTACHMENT 1
Design Review
Issues Status
Construction
Procurement
Finalisation
%complete
Handover
Design
Project Project Work Order
Project Description Staff Allocated Staff task updates
Budget Coordinator Number
BRIDGES
$10,000 Forward planning for bridge rehabilitation program Bryan OConnor 0000006 5% Adam Britton In process of developing request for quote for level 3 inspections for Doonella, Witta Circle, Sheraton bridges.
Bryan O'Connor Need to review inspection schedule for all bridges
$250,000 Noosa Parade Munna Point bridge - Investigations and preventative works Adam Britton 0000007 10% Adam Britton Pile cap & pile cleaning works in progress as tides suit.
Tod Consulting Engineers currently reviewing previous reports and developing strategies
Concrete chloride testing completed. Results due late Feb.
Tod Consulting Engineers requested to consider if load limit required ahead of repairs
COASTAL, CANALS & WATERWAYS
$45,000 David Low Way, Beach Access 49 refurbishment Dallas Bickley 0000008 15% Dallas Bickley Bridge crew programmed works for 1st March.
$50,000 Gympie Terrace and William Street revetment wall and pathway rehabilitation Bryan OConnor 0000009 10% Project may be impacted Dave Shing Remediation of revetment wall options provided by Coastal Engineering consultants. Have consulted with jetty owner with a letter of
upon by jetty owner proposal to be provided to Council with expectation that owner is wanting to sell permit to occupy to Council.
negotiations
$50,000 Munna Point Holiday Park shoreline protection - design Bryan OConnor 0000010 10% Dave Shing International Coastal Management soon to provide options analysis.
$20,000 Noosa Dog Beach Shoreline Erosion Management Plan Coastal Monitoring Bryan OConnor 0000011 80% Dave Shing University Sunshine Coast monitoring (ongoing). Monitoring received and currently under review with Department of Environment
and Heritage Protection
$100,000 Noosa River Mouth groyne and rock wall rehabilitation Bryan OConnor 0000012 10% Dave Shing Rock sourced. Proposal includes 5tonne rocks and use of 50tonne excavator. Works scheduled for 18 February, duration 3 weeks.
Project news issued to Hasting St Assoc.
$1,300,000 Noosa Waters revetment walls rehabilitation Adam Britton 0000003 20% Adam Britton Works in progress. Stage 1 works complete. Critical sections of Stage 2 in Western lake completed. Advice to residents issued.
Contractor now operating in eastern lake section.
Additional geotechnical testing completed.
COMMUNITY FACILITITES
$15,000 Peregian Surf Life Saving Club Public Amenities - Planning & Design Dallas Bickley 0000013 0% Dallas Bickley Scheduled to be scoped in March.
HOLIDAY PARKS
$90,000 Noosa North Shore Beach Campground - Upgrade Septic Treatment System Allan Hazell 0000014 5% Allan Hazell Request for quote issued 14 Feb. Works scheduled to be completed prior to Easter holidays 7 April
(plumbing services)
PARKS & PLAYGROUNDS
$34,000 Cooroy Skate Park Refurbishment Dallas Bickley 0000001 0% Dallas Bickley Scoping scheduled to be attended to in March.
5% Dallas Bickley Glenda Cassidy (Parks) to provide audit / condition rating to determine works required. Following audit, quotes to be sought.
$50,000 Gympie Tce Furniture Refurbishment Dallas Bickley 0000015
Propose to take to Council for discussion on 25 Feb.
$12,000 Pomona Community House BBQ Relocation Dallas Bickley 0000016 <5% Dallas Bickley Initial scoping commenced.
$30,000 Noosa Heads Lions Park New Shower Dallas Bickley 0000002 5% Dallas Bickley Concept designs prepared. Consultation with user groups to occur late Feb. Memorial to be relocated.
$30,000 Peregian Beach Playground Refurbishment Dallas Bickley 0000017 10% Dallas Bickley Works scheduled to occur 17 March. Duration 4 weeks.
PATHWAYS & ENABLING FACILITIES
$30,000 Charles Street, Cooran pathway improvements Adam Britton 0000018 15% Adam Britton Design review process completed
Mara Ellis In design phase. Expect drawings ready 28 Feb
$100,000 Station Street, Pomona pathway improvements Adam Britton 0000019 5% Adam Britton Design review process completed
Mara Ellis In design phase. Expect drawings ready 28 Feb
Further consultation with school Principal required
$20,000 Weyba Creek Boardwalk rehabilitation stage 1 Dallas Bickley 0000020 <5% Dallas Bickley DPearce has scoped. Scheduled for approx. end March.
Gibson Road (Eumundi Noosa Rd to Thomas St) - On road cycle and pedestrian <5% A Britton Collate document for outsourcing design once scope documents provided.
$440,000 Adam Britton 0000021
improvements
Scott Morgan Preparing scope document for Transport Infrastructure Management requirements
Mara Ellis Prepare design brief for outsourcing.
$90,000 Sunshine Beach State School safety improvements Adam Britton 0000022 <5% Scott Morgan Scope document for Transport Infrastructure Management provided
Mara Ellis Draft design to Design Review meeting 21 Feb
PUBLIC TRANSPORT INFRASTRUCUTRE
40% Michael Cuthbert Fabrication programmed to commence off site early Feb completed onsite early March.
$25,000 Noosa Junction Mini Bus Shelter - Panels for weather protection Michael Cuthbert 0000023
22
<5% Clarify issues in design and Mara Ellis Clarify issues regarding design provided by SCC - Issue queries to GHD.
$300,000 Noosa Parade Transit Hub - Stage 1. Allan Hull 0000024
transit hub intent
Section 23
Printed: Tuesday, 18 February 2014 STAGE
Scope & Brief Development
Design Review
Issues Status
Construction
Procurement
Finalisation
%complete
Handover
Design
Project Project Work Order
Project Description Staff Allocated Staff task updates
Budget Coordinator Number
SEALED ROAD NETWORK
$500,000 Annual sealed road renewal and rehabilitation program Allan Hull 0000025 <5% Allan Hull Currently scoping projects along David Low Way, Cooroy-Noosa Road, Gibson Road, Noosa Parade
$60,000 Sealed road pavement surveys and investigations Bryan Oconnor 0000026 <5% Bryan O'Connor Network pavement investigations to be commissioned shortly.
SPORTS GROUNDS & FACILITIES
10% Dallas Bickley Light pole to be removed by community group. Awaiting all quotes for 6x9 storage shed. Contractor for concrete pitch & synthetic turf
$30,000 Noosa District Sports Complex (Cricket Oval) Dallas Bickley 0000004
engaged. Slab pour scheduled for 18 March.
STORMWATER DRAINAGE
$50,000 Daintree Estate - Flood mitigation planning and design Adam Britton 0000027 5% Adam Britton Waiting on outcome of flood model review prior to seeking details for mitigation options.
Bryan O'Connor Reviewing initial investigations
15% Michael Cuthbert Review of pipe CCTV. Commenced onsite investigations and review of current designs / information. Pipe cleaning in progress.
$25,000 Gympie Terrace pipe rehabilitation - investigation and design Michael Cuthbert 0000005
Seeking advice for alternative rehabilitation options.
5% Adam Britton Met with consultants Projex Partners & Hydrology. Soon to issue request for information regarding performance indicators for
$50,000 Rifle Street Pomona - Flood mitigation planning and design Adam Britton 0000028
mitigation options.
$25,000 Seaview Creek - open drain civil works Adam Britton 0000029 10% Mara Ellis Public consultation completed. Designs 90% complete. Consultant to complete designs by 28 Feb. Civil works mid March. Planting
late March.
$75,000 Stormwater replacement program (non pipe work) Allan Hull 0000030 20% Allan Hull 6 pits completed as at 5 Feb. Estimated expenditure to date $34,000
STREETSCAPES & ROAD CORRIDORS
Cooroy - Noosa Road (St Andrews Drive - Gyndier) Adam Britton 0000031 0% Scott Morgan Preparing scope document for Transport Infrastructure Management requirements
$50,000 Mara Ellis Schedule design to commence March
Noosa - Eumundi Road (Eenie Ck - Walter Hay) Adam Britton 0000031 5% Scott Morgan Scope document for Transport Infrastructure Management requirements issued 10 Feb
Mara Ellis Schedule design to commence March
TRANSPORT & INFRASTRUCTURE MANAGEMENT
$8,000 Eenie Creek road / Langura Street Intersection safety upgrades Adam Britton 0000032 <5% Scott Morgan Preparing scope document for Transport Infrastructure Management requirements
Mara Ellis Waiting on scope document
$15,000 Eenie Creek road / Walter hay Drive Intersection safety upgrades Adam Britton 0000033 <5% Scott Morgan Preparing scope document for Transport Infrastructure Management requirements
Mara Ellis Waiting on scope document
$125,000 Weyba Road / Reef Street intersection improvements PIP Adam Britton 0000034 5% Scott Morgan Preparing scope document for Transport Infrastructure Management requirements
Mara Ellis Currently reviewing SCC design.
CARRY OVER PROJECTS
Kin Kin Entry Statement Dallas Bickley 100% Dallas Bickley Work complete
Cooroy Mill Signs Dallas Bickley 100% Dallas Bickley Work complete
25% Currently under negotiation Dallas Bickley
Project on hold until after groyne repairs. Requires MOU for Coastguard memorial arrangement prepared by Community Services.
Noosa Spit Interpretive Signage Dallas Bickley with Coastguard
Seeking advice from CEO / Mayor
Noosa Junction South Bound Bus Shelter Dallas Bickley 85% Dallas Bickley Works in progress, due for completion 28 Feb.
FUTURE PROJECT INVESTIGATIONS
Noosa Heads Park Road & Main Beach Boardwalk Adam Britton 0% Adam Britton Collating background information. Discussions with SCRC project officer.
5% Adam Britton Reviewing files & background info from Main Roads. Sought additional information from consultants Hydrology. Set up meeting with
Cooroy Road Flooding investigations Adam Britton
DTMR regarding mitigation options associated with Bruce Highway upgrade.
No risks present
Issues to be addressed
Significant risks
23
Section 24
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
3. LAKE MACDONALD TO COOROY FLEXILINK TRIAL SERVICE
Author Project Officer, Transport Infrastructure Management: Kari Porter
Community Infrastructure
Index ECM/Project/PT-Flexi-LMac
Attachments 1. Route map and timetable for the Lake Macdonald to Cooroy
Flexilink trial service
PURPOSE
The purpose of this report is to advise Council on the background and performance of the Lake
Macdonald to Cooroy Flexilink trial service, and to provide a recommendation on the future
continuation of the service.
EXECUTIVE SUMMARY
The Lake Macdonald to Cooroy Flexilink trial service (the service) has been operating since 2
April 2013. Passenger numbers are low compared to other similar Flexilink services, and the
initiative has not reached the expected passenger numbers in the first nine months of operation.
As a result it is recommended that the trial service be discontinued.
RECOMMENDATION
That Council note the report by Project Officer, Transport Infrastructure Management to the
Infrastructure & Services Committee dated 25 February 2014 and resolve to discontinue the Lake
Macdonald to Cooroy Flexilink trial service from 1 April 2014.
BACKGROUND INFORMATION
Flexilink trial services are an on-demand transport service, aiming to provide connectivity to
communities without public transport. The services:
• operate on a pre-booked basis;
• run three return trips per day, Monday to Saturday;
• connect with existing TransLink public transport services for onward journeys;
• travel along a designated route (passengers must meet the vehicle along this route); and
• use a taxi in place of a bus.
Council currently operates two Flexilink trial services; one from Boreen Point to Tewantin, which
commenced in November 2005, and the Lake Macdonald to Cooroy service, which commenced
on 2 April 2013. These services are both funded by the Public Transport Levy.
In 2010, Sunshine Coast Council implemented seven (7) new Flexilink trial services across the
region, one of which was from Pomona to Cooroy. At the time, it was agreed with the Divisional
Councillor, that if the Pomona to Cooroy trial was not successful, then the Lake Macdonald trial
would be further considered.
The Pomona to Cooroy Flexilink trial ended on 30 June 2011 due to low patronage (the service
carried 4 passengers between 1 January 2011 and 30 June 2011).
Page 24 of 51
Section 25
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
The Lake Macdonald to Cooroy Flexilink trial commenced on 2 April 2013. The route map and
timetable can be found in Attachment 1.
PREVIOUS COUNCIL CONSIDERATION
A briefing note was provided to former Transfer Manager - Peter Franks in November 2013,
which was considered by the Councillors-elect on 28 November 2013, where it was agreed to
further extend the trial service to 31 March 2014.
REPORT
1. History of the service
Members of the Lake Macdonald and Forest Acres communities have been requesting Council to
provide a Flexilink service in this area since 2007.
Following the cessation of the Pomona to Cooroy Flexilink trial in June 2011, investigations into
the viability of a service between Lake Macdonald and Cooroy were undertaken.
Community consultation was undertaken in January / February 2012 seeking feedback on the
proposed service. 775 properties in the Lake Macdonald / Cooroy area were sent personally
addressed information regarding a Lake Macdonald Flexilink proposal, together with a feedback
form. Information and an online form were also available on Council’s website. 50 survey
responses were received and 44 (88%) of those responses were in favour of the proposal and
indicated that they would use the service.
As a result of this community consultation, and the favourable feedback, the service was
implemented on a trial basis on 2 April 2013, to test demand. The service commenced for an
initial period of three months, with subsequent extensions to 31 August 2013 and 31 December
2013.
A further extension to 31 March 2014 was then granted by the Noosa Transfer Committee on 28
November 2013.
The service currently offers three return trips per day, Monday to Saturday, which is consistent
with all other Flexilink Trial Services on the Sunshine Coast.
2. Marketing
The service, as well as the subsequent extensions, have been promoted extensively in the Lake
Macdonald region, providing: coloured brochure distribution (including personalised mail-out to all
residents along the route), newspaper advertising, the Forest Star Newsletter, Council spotlight
columns, Council websites, stakeholder emails, library display and media screen, e-news,
Facebook etc.
3. Passenger numbers
Passenger data for the service is provided on a monthly basis by Suncoast Cabs. Data received
includes, dates, times, passenger names, origin, destination, fare received and service cost.
Based on responses to community consultation, analysis suggested that, at a maximum, 121
return trips per week may be utilised in a ‘best case’ scenario. However, a target of 48 return
trips per week was seen as an indication of a successful outcome for the trial.
Page 25 of 51
Section 26
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Passenger numbers are currently not meeting these targets, with an average of 17 one-way trips
being booked each month since inception.
Table 1 below details the total runs each month, together with the number of passengers carried,
and associated costs.
Table 1 – Monthly Runs
Booked
Runs Passengers Total cost
Month
carried (inc GST)
(one way)
April 2013 14 21 $526.45
May 2013 25 36 $967.03
June 2013 20 32 $777.82
July 2013 22 26 $818.66
August 2013 23 26 $899.94
September 2013 12 12 $473.49
October 2013 11 11 $432.45
November 2013 14 17 $528.45
December 2013 16 17 $634.66
TOTAL 157 198 $6058.95
Monthly average 17 22 $673.22
For the purpose of interpreting Table 1, the following explanation is offered:
Booked run: One way trip from Cooroy to Lake Macdonald OR Lake Macdonald to Cooroy
Passengers carried: total number of actual passengers carried for the month (not separate
individuals)
Total cost: includes GST and 6% administration fee.
It should be noted for comparison purposes, in the first 9 months of the Boreen Point Flexilink
trial, the average monthly passengers carried was 186. The Boreen Point service is currently
carrying approximately 302 passengers per month, with an average of 129 runs booked per
month.
Table 2 below details the number of individual people using the service each month. For
example, in April 2013, there were 14 runs booked, which carried a total of 21 passengers. Of
these 21 passengers, there were only 12 separate individuals.
Table 2 - Individual people using the service
Estimated
Month Individual
Passengers
April 2013 12
May 2013 12
June 2013 15
July 2013 11
Page 26 of 51
Section 27
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Estimated
Month Individual
Passengers
August 2013 11
September 2013 8
October 2013 7
November 2013 6
December 2013 8
Monthly average 10
Based on analysis of passenger data, it appears that the service is being utilised by a small
number of individuals (average 10 per month). Since the service commenced, data indicates that
of the 775 possible households surveyed 37 separate individuals have booked and used the
service.
4. Potential reasons for poor performance
It is difficult to identify a specific reason for the poor performance of the service, particularly given
it has received the same level of community consultation and marketing as all other Flexilink trial
services, and offers the same service levels. Reasons may include:
Insufficient frequency;
Times do not suit;
Unsuitable pick-up locations (e.g. too far for residents to walk to meet service);
Small catchment population;
Long routes, potentially deemed non-competitive to the private motor vehicle;
Most residents in this catchment prefer the convenience of their private motor vehicle; and
Demographic of householders.
From a transport planning perspective, the Flexilink demand responsive service operated by
Suncoast Cabs is a more cost-effective solution compared to operating a bus in this area. Both
transport service options would require subsidy and in a rural setting would never result in a
positive cash flow to the authority underwriting the service. Despite the initial positive indications
from potential customers, the trial service may not be able to meet the needs of customers in this
particular location, and is catering for a small number of residents.
FINANCE & RISK
The service is currently under Contract with Suncoast Cabs, and is funded by the Public
Transport Levy.
Provided a booking is made, Council pays the following agreed service fees to the contractor:
$38.50 inc (bookings in one direction only)
$30 inc (bookings in both directions)
6% administration fee.
If there are no bookings for the service, a vehicle is not dispatched, resulting in no cost to
Council.
Page 27 of 51
Section 28
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Passenger fares are: Adult $2.00 per single trip; and Child or Concession $1.00 per single trip.
These fares are collected by the operator and deducted from the service fee payable.
The average monthly cost for the nine months ending 31 December 2013 was $673.22 (inc
GST), equating to:
cost per run = $39.60
average monthly cost per passenger of $30.60
estimated average monthly cost per individual of $67.32.
The Public Transport Levy budget for the half year ending 30 June 2014 has $5,000 allocated to
the service. It is anticipated for the period ending 31 March 2014 that $2,000 of this allocation
will have been utilised. Should the service be discontinued, a budget review adjustment will be
required to hand back the savings resulting from discontinuing the service.
CONSULTATION
External Consultation - Community & Stakeholder
Community consultation was undertaken prior to the service commencing, and has continued
since implementation. Of particular significance was the Forest Star Newsletter, which is
distributed to 220 households in the Forest Acres area. Refer section 2 – History of service for
more details on external consultation.
Internal Consultation
Council’s Financial Services team has been advised that should the service be discontinued, a
budget review adjustment will be required.
Council’s Community Services section has been advised of the recommendation contained in the
report. Based on the number of community members affected by discontinuation of the service,
Community Services has recommended that appropriate consultation occurs with Lake
Macdonald residents prior to the ceasing of this service.
Departments/Sections Consulted:
X Community Infrastructure X Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
Executive Office X Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 28 of 51
Section 29
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
ATTACHMENT 1
Page 29 of 51
Section 30
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 30 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Lake Macdonald to Cooroy
Single trip fare
$2 Adult
Bookings essential $1 Concession/Child (5-14 years)
1 300 51 4 1 6 3 Note: STAS student passes and go cards
are not accepted on this service.
2 hours ahead of departure
Monday to Friday Saturday and Public Holidays
4-4 Connecting Public Transport services =m Connecting Public Transport services
F (arrival times in Cooroy) F (arrival times in Cooroy)
Noosa to Noosa to
EY Cooroy 631 bus 6.30am = 11.20am 5.05pm EA Cooroy 631 bus 6.25am 10.50am 4.50pm
Ey Nambour to eg Nambour to
Li Cooroy 631 bus a eaehl hindi Li Cooroy 631 bus aa Risse 4a
Aiea & | Flexilink service
S Departs Cooroy 7.05am 11.55am 5.20pm S Departs Cooroy 650am 11.15am 5.15pm
4 Arrives -@ Arrives
Ped | ake Macdonald 7.32am = 12.22pm 5.47pm AH Lake Maca: Id 7.17am = 11.42am 5.42pm
ae escad Flexilink service
F 7.32am = 12.22pm 5.47pm F 7.A7am 1142am 5.42pm
Lake Macdonald Lake Macdonald
ma)
o Arrives Cooroy 751am 12.41pm 6.06pm 5 Arrives Cooroy 7.36am 12.01ipm 6.01pm
-¥ Connecting Public Transport services Ps@ Connecting Public Transport services
" (departure times from Cooroy) fy (departure times from Cooroy)
Cooroy to = k-m Cooroy to 6.10pm (s)
4 Noosa 631 bus [ae |e FH Noosa 631 bus 708M 12-15PM gt Sym cox)
Fa Cooroy to .-# Cooroy to
fa
HB Noosa 632 bus 9.00am 1.40pm 6.50pm E Noosa £4) bus 9.00am 1.40pm 6.50pm
= De waa bus 85am 12.50pm_ 6.35pm ES oa? , _ 7.55amis) 12.20pmis) 6.25pm s)
- are ba bins 9.20am (PH) 1.50pm (eH) 6.20pm (Px)
i Buca 632 bus eS ee ~ Cooroy to hide Soigieen _
Cooroy to us 2.03pm 7 Cooran632 bus ~~ ae
Brisbane train ;
(PH) Public Holiday (S) Saturday only
For more information on connecting services visit translink.com.au
or call TransLink on 13 12 30 anytime.
Page 30 of 51Section 31
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Waste Management
4. WASTE MANAGEMENT STRATEGY REVIEW PHASE 1
Author Interim Director, Martin Drydale
Community Infrastructure
Index ECM/Project/Waste Management/Strategy Review
Attachments Nil
PURPOSE
The purpose of this report is to provide information to Councillors on the process for undertaking
a review of the Noosa Waste Management Strategy.
EXECUTIVE SUMMARY
A comprehensive review of the Noosa Waste Management Strategy is planned to be undertaken
in a two-stage approach as follows:
1. Initial research, planning and recommendations to guide the development of a new Waste
Management Strategy for Noosa (Feb – May 2014)
2. The development and adoption of a Waste Management Strategy (June – Dec 2014)
Lloyd Consulting have been engaged to undertake Phase 1; the initial assessment of issues in
order to provide guidance and to support a more focused approach to the development of a new
Waste Management Strategy for Noosa.
Phase 1 will provide two key deliverables for Council, namely:
A set of recommendations on which priority areas can be targeted for further review and
detailed assessment in order to guide the development of a new Waste Management
Strategy for Council; and
A Waste Strategy Review Project Plan outlining the actions, timing, resource and indicative
cost of preparing a new Waste Management Strategy for Council by 31 December 2014.
The project will be delivered over a 10 week period ending in late April and the process will allow
for Councillor and staff consultation and feedback and incorporate a review of documentation,
practices, opportunities for improvement and partnership and exiting contract arrangements.
RECOMMENDATION
That Council note the report by the Interim Director, Community Infrastructure to the
Infrastructure & Services Committee dated 25 February 2014 on the process for the Waste
Management Strategy Review.
Page 31 of 51
Section 32
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
BACKGROUND INFORMATION
As a result of de-amalgamation there is a need to review all existing waste
management/minimisation strategies, policies and implementation plans that were inherited from
the Sunshine Coast Regional Council (SCC) and to consider their relevance and appropriateness
to Noosa.
Additionally, there are a number of legacy issues which Council will have to understand and plan
to manage which are associated with the Eumundi Rd landfill and transfer stations.
Finally, there is a need to review all existing contracts and arrangements associated with the
waste management service and ensure that these can be ultimately realigned with any new
strategy.
In order to achieve this outcome a two-stage approach to this review is planned as follows:
1. Initial research, planning and recommendations to guide the development of a new Waste
Management Strategy for Noosa (Feb – May 2014)
2. The development and adoption of a Waste Management Strategy (June – Dec 2014)
Proposals have been sought from consultant(s) with suitable knowledge and experience in the
waste management sector and Lloyd Consulting have been engaged to undertake Phase 1; the
initial assessment of issues in order to provide guidance and to support a more focused
approach to the development of a new Waste Management Strategy for Noosa.
PREVIOUS COUNCIL CONSIDERATION
Nil.
REPORT
Phase 1 will provide two key deliverables for Council, namely:
A set of recommendations on which priority areas can be targeted for further review and
detailed assessment in order to guide the development of a new Waste Management
Strategy for Council; and
A Waste Strategy Review Project Plan outlining the actions, timing, resource and indicative
cost of preparing a new Waste Management Strategy for Council by 31 December 2014.
The consultants have been tasked with undertaking an initial broad scope of works including
documentation review, internal consultation, looking at existing and best practices, identifying
opportunities for further review and looking at existing contract arrangements with suppliers.
The project is to be broken down into a number of tasks as follows:
Task Description Timing
1 Background information review Site visits; review of documents; 3 weeks
assessment of good practice; Finish 7 March
assessment of technical
information; review of education
programs; review of contract
arrangements
Page 32 of 51
Section 33
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Task Description Timing
2 Councillor, staff and stakeholder Capture ideas and feedback; 1 week
consultation review of partnering opportunities Finish 14 March
3 Scoping and planning workshop Discuss the prioritisation of key 1 week
issues and opportunities Finish 21 March
4 Waste Management Strategy Production of draft report 1 week
review report development Finish 28 March
5 Project plan development Production of draft project plan for 1 week
Phase 2 Finish 4 April
6 Presentation to Council 1 week
Finish 11 April
7 Finalisation of review report and 2 weeks
project plan Finish 25 April
Notification will be provided closer to the date with respect to the timing of the presentation to
Council and the availability of the final report.
A further procurement process will be required for Phase 2 of the Waste Management Strategy
review.
FINANCE & RISK
The cost of the Phase 1 review is $30,000 and is within existing budgetary provisions. Following
receipt of the project plan, provision will be made in 2014/15 budgets for the delivery of Phase 2
of the project.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Consultation on the consultants brief for Phase 1 was undertaken with Mayor Playford, Cr Joe
Jurisevic and Doug Barnes, Waste Operations Co-ordinator.
Departments/Sections Consulted:
X Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
Executive Office X Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 33 of 51
Section 34
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
COMMUNITY & DEVELOPMENT DEPARTMENT REPORTS
(excluding Planning & Development)
Community Services
5. TAIT DUKE COTTAGE
Author Manager, Community Services, Charlie Eames
Coordinator, Sport and Community Development, Alison Hamblin
Community and Development
Index ECM/Project/Tait Duke Cottage
Attachments 1. Deed of Agreement
2. Cost estimates for the establishment of the cottage on each site
PURPOSE
1. To advise Council of the background and current developments relating to Tait Duke
Cottage; and
2. To recommend a course of action for Council.
EXECUTIVE SUMMARY
The former Noosa Shire Council accepted the gift of Tait Duke Cottage from Ms Esme Tait on 3
June 2004 with the Deed of Agreement being affected on 18 June 2009 (refer Attachment 1).
A number of conditions are contained within the Deed of Agreement, namely Council shall be
responsible for the relocation of the building within the general vicinity of Tewantin, the Cottage
be used for community services, but not as heritage/museum facility. It is envisaged by Ms Tait
that the building would provide ‘community house’ style services along the lines of those offered
at Pomona and District Community House.
An unsuccessful Expression of Interest (EOI) seeking a community group to refurbish and
manage the facility was undertaken by the Sunshine Coast Council (SCC) in 2010.
The Cottage is currently temporarily located in Wallace Park, however a 2013 review of the
Wallace Park Master Plan recommends the removal of the Cottage from the precinct.
Following the Master Plan review four Council controlled sites in the Tewantin locality were
referred for comments internally by Sunshine Coast Council (SCC) as to their suitability for the
relocation of the Cottage. Cost estimates for the establishment of the Cottage on each site
(Attachment 2) was developed by SCC.
There was no outcome from this process and the matter was deferred by Sunshine Coast
Council to the new Noosa Council. Subsequently Noosa Council officers have considered the
four previously identified potential sites whilst also considering other potential sites at Read Park
(next to the SES facility) and the Cooroy Lower Mill Site as alternative locations.
Several community organisations have informally expressed an interest of late (outside of the
SCC EOI process undertaken) in the refurbishment and future use of the Cottage.
Given this level of interest it is considered timely that Noosa Council call for a new EOI with set
criteria for the relocation and use of Tait Duke Cottage.
Page 34 of 51
Section 35
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
RECOMMENDATION
That Council note the report by the Manager of Community Services and Coordinator, Sport and
Community Development to the Infrastructure & Services Committee dated 25 February 2014
and:
A. Agree that the preservation and enhancement of the heritage values and character of
Wallace Park necessitates Tait Duke Cottage’s removal from Wallace Park;
B. Invite Expression of Interests (EOI) from Community Groups for the relocation and
utilisation of Tait Duke Cottage;
C. Allocate funding of up to a fixed amount of $80,000 for the removal and relocation (including
transport, restumping, site surveys, and reconnection of services) of the Cottage through the
Heritage Levy subject to a successful EOI process; and
D. Request the Chief Executive Officer to write to Mr John Duke advising of Council’s
decision.
BACKGROUND INFORMATION
Following is a chronological order of the main proceedings that have transpired to date.
At the Ordinary Meeting of the former Noosa Council on 29 April 2004 it was resolved that
“Council note the report by the Community Services Director to the Works and Community
Services Portfolio dated 20 April 2004 and accept the generous offer to receive and relocate
the building described in the report, at a time to be determined at the sole discretion of the
owner. The Mayor be requested to provide a letter of acceptance of the building and the
conditions of the offer and express Council’s appreciation”
At the Sunshine Coast Council General Committee Meeting in March 2009 a further report
was requested on the preferred location, proposed use, tenancy arrangements, financing
strategy, planning and heritage issues relating to the building.
At the Sunshine Coast Council Ordinary Meeting on 14 May 2009 it was resolved to relocate
Tait Duke Cottage situated at 84 Poinciana Avenue Tewantin to Wallace Park on a temporary
basis pending emerging needs for a community use for the building.
An Expression of Interest was undertaken in 2010 to enable Council to gauge interest by
community groups in using the building and whether they had land, where it could be
permanently sited or the capabilities to refurbish. None of the four submitters identified had
available land or the capabilities to refurbish therefore the EOI process has remained on hold
pending the determination of a permanent location for Tait Duke Cottage.
At the Sunshine Coast Council Ordinary Meeting 10 May 2011 Council resolved to review the
1989 Master Plan of the Wallace Estate (Wallace Park) prepared by John Mainwaring and
Associates. The review of the original Master Plan undertaken by Sunshine Coast Council in
2013 reviewed the future direction of the overall Wallace Park precinct and ascertained
whether the Tait Duke Cottage could potentially remain on the precinct.
One of the findings of this Wallace Park Master Plan review was that Tait Duke Cottage was
an intrusion upon the cultural heritage values of Wallace Park and that adding another facility
to the park would exacerbate an existing car parking and ancillary infrastructure shortfall. It
was therefore recommended the Cottage be removed from Wallace Park.
Page 35 of 51
Section 36
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
PREVIOUS COUNCIL CONSIDERATION
This matter has not previously been considered by Noosa Council.
REPORT
Council has a legal agreement via the signed Deed of Gift to progress the location and use of
Tait Duke Cottage in the Tewantin area.
The Cottage has been temporarily located on Wallace Park since 2009. The Tait family would
like to see the Cottage used for the intended purpose for which it was donated to Council
(community purposes for the benefit of the Tewantin community). Although there is no critical
date for occupancy of the building, the longer the building is temporarily sited the more quickly it
is likely to deteriorate and be unavailable to use by the Tewantin community.
An Expression of Interest (EOI) process was undertaken in August 2010 by Sunshine Coast
Council (SCC) to ascertain if any community groups were interested in using the Cottage. There
were four submissions (Sunshine Butterflies, Noosa Residents and Ratepayers Association, Red
Cross Queensland, Noosa Shire Arts and Crafts). None of the submitters had land that the
Cottage could be permanently sited upon; nor did they demonstrate the capacity to refurbish the
Cottage.
As the Review of the Wallace Park Master Plan recommends the removal the Cottage from the
precinct and none of the EOI submitters having any land or other resources to invest in the
Cottage the Sunshine Coast Council determined it would review its own land holdings to see if a
suitable site for the Cottage in the general vicinity of Tewantin could be found which also met the
conditions in the Deed of Agreement (see attached Deed of Agreement – Attachment 1).
Four potential sites in the Tewantin locality were identified and referred for comments internally
within the Sunshine Coast Council. Cost estimates for the establishment of the Cottage on each
site (Attachment 2) were considered along with the constraints for each site. There was no
outcome from this process at the time and the matter was deferred by SCC to the new Noosa
Council.
Recently several community organisations have informally expressed an interest of late (outside
of the SCC EOI process) in the refurbishment and future use of the Cottage.
Subsequently Noosa Council officers have considered the four previously identified potential
sites whilst also considering other potential sites such as Read Park (next to SES facility) and the
Cooroy Lower Mill Site as alternative locations.
It is difficult to find a suitable site to locate the Cottage in Tewantin as all of the sites investigated
are constrained in some way. These constraints are detailed in the table below:
Site Comment
Earl Street The main constraints to the use of this land are its location in a flood hazard
area and its intended use for a road corridor in the long term. It is to be
noted that SCC Regional Strategy and Planning Department advised in
August 2012 that the proposed site is unsuitable as all of the lot in question
is required for the planned extension of Gibson Road through to Hilton
Terrace as reflected in Council’s Infrastructure Charges Plan. The charges
imposed on development are on the basis this road may be constructed.
This advice is still current.
Page 36 of 51
Section 37
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Site Comment
While this advice is still current, the site could be considered if Council were
to amend its traffic planning and priority infrastructure plan for the road
network.
Butler Street This site is located in an environmental protection zone and a large amount
of vegetation would need to be removed. Any development on this site
would be inconsistent with The Noosa Plan.
Noosa District Location of the Cottage on this site would require pre-approval with the
Sports relevant State Government Department as Council is trustee for the land.
Complex and
Read Park As the Noosa District Sports Complex Master Plan October 2009 (including
Read Park) identifies the requirement for future expansion of some existing
sport facilities on this site, State Government approval could be difficult and
time consuming to obtain. In addition limited capacity exists to
accommodate another building and associated facilities on the land without
having a detrimental impact on existing sport and recreation uses on site.
Consultation would also need to occur with other users on the site and the
neighbouring State School, particularly in relation to car parking.
RSL Park This land is some of the most valued open space in Tewantin. It is State
land with Council as trustee and any use would need agreement from RSL.
The site is quite sloped and siting of the Cottage here would be a visual
intrusion and reduce community access and connection to the waterway.
Lower Mill The Lower Mill Site is located in Cooroy and is outside the Deed of
Site, Cooroy Agreement ie the Cottage needs to be located within the general vicinity of
Tewantin.
From the initial review of the land parcels detailed above the site that has the most potential to
meet the deed of agreement and links to compatible users is the Earl St site.
Proposed Expression of Interest
Several community groups have shown recent interest in the future of Tait Cottage and as there
has been a previous EOI which attracted submissions from four community groups it is
recommended that Council call for a new EOI with a formal set of criteria which interested
community groups need to address.
Set criteria to include:
Identification of a suitable parcel of land on which to locate the Cottage;
Planned use of site and benefit to the Tewantin community;
Partnership with other organisations;
Financial capacity to renovate and maintain the original integrity of the Cottage;
Evidence of need and potential contribution to the community;
Track record and experience of group;
Environmental capabilities and considerations;
Sustainability, financial viability and public accessibility in perpetuity for community purposes;
and
Respect for the social heritage significance of Cottage.
Page 37 of 51
Section 38
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
In the spirit of the deed of agreement it is recommended that as part of the Expression of Interest
process Council could make the following commitment towards the project:
Officer assistance to groups to locate a suitable site;
Preparation and lodgement of the applications and approvals required for development of the
site and use of the site for community purposes; and
A fixed allocation from the Heritage Levy of $80,000 towards the cost for removal, and
relocation of the Cottage to the preferred site.
Upon relocation the Cottage is to be named “Tait Duke Cottage”.
It is further proposed that if no EOI’s are found to be acceptable, then further discussions be held
with the Tait family pertaining to locating the Cottage on a site outside the general Tewantin
vicinity, donating the Cottage back to the family or otherwise dispose of the building.
Policy
A locality audit of community facilities was undertaken by Sunshine Coast Council in 2013 which
illustrated that Tewantin and Noosaville localities are well serviced by community facilities as
there is a range of existing community facilities in the Tewantin and Noosaville area.
The Sunshine Coast Sunshine Infrastructure Strategy 2011 proposes the following in the
Tewantin locality:
Reaffirm and continue to develop and strengthen the community hub in Tewantin (at
United Synergies)
The Noosa Social Plan 2006-2016 recommended the following:
(Section 18 Facilities & Services)
Goal 3 Develop a network of community infrastructure and facilities in Noosa Shire
3.3 Trial the viability of a neighbourhood centre similar to the Pomona Community house model
to provide support for young families and senior citizens by renting premises in Noosaville
or Tewantin.
FINANCE & RISK
Funds and resources will be required to move, permanently locate, provision of inclusive access
and car parking. No allocation exists in Council’s 2013/2014 program to support removal,
relocation or refurbishment of the Cottage.
The cost of establishing Tait Duke Cottage on any of the four potential sites ranged from
$606,397 through to $649,297. Refer to full details in Attachment 2.
* Note that no costs have been allowed for if there is a requirement for upgrading intersections or
associated traffic issues at any of the sites.
Council could consider contributing a fixed amount toward the removal, relocation and basic re-
establishment of the Cottage if there was a successful EOI. This could be referred to the Heritage
Levy for funding during the 2014/2015 budget deliberations. From the estimated costs in
Attachment 2, this would be in the vicinity of $80,000.
Page 38 of 51
Section 39
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Heritage Levy reserve balances transferred from Sunshine Coast Council were not available at
the time of writing this report, but the annual revenue recovered from the Levy is estimated at
$149,000.
It is recommended that in the Expression of Interest all other costs above the fixed Council
contribution of relocating and refurbishing the Cottage be met by the interested community group
and that the way in which the groups plan to meet these costs be detailed as part of the EOI
application.
The EOI process is a matter of urgency to minimise costs associated with retaining the building
at a temporary location, such as barrier fencing hire, and any costs associated with deterioration
of the building.
Risks
A risk to the Cottage is the deterioration of the building over time if it remains on the existing site
with no permanent location or use being found, or inclusion in any maintenance program.
CONSULTATION
External Consultation - Community & Stakeholder
Consultation has been undertaken with Mr John Duke (who holds the power of attorney) over Ms
Esme Tait’s affairs.
Internal Consultation
Procurement and Fleet, Organisational Services
Transport Infrastructure Management, Community Infrastructure
Governance, Executive Office
A/Executive Officer for Mayor and CEO, Executive Office
Community and Cultural, Community Services
Strategic Planning, Community and Development
Planning and Development, Community and Development
Finance, Organisational Services
Property and Land Management, Organisational Services
Departments/Sections Consulted:
X Community Infrastructure X Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
X Executive Office X Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 39 of 51
Section 40
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
ATTACHMENT 1
Page 40 of 51
Section 41
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Page 41 of 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
SIGNED on behalf of the SUNSHINE )
COAST REGIONAL COUNCIL by ) | a
ee
as delegated officer ) LE
Co)
SIGNED by the said ESME DUKE TAIT<ay— )
her—duty—appeinted—atterney—JGHN )
-PAFRICK- DUKE under Power-efAttorney ) ) f i, .
Not in the presence of: Berd. ¥ v -
Austice-of the Peace / Solicitor
CHRISTOP!,..4 f.,AKER REEVE |
Page 41 of 51Section 42
ATTACHMENT 2
Page 42 of 51
16 Earl Street Noosa District Sports RSL Soldiers Memorial Park Ste it ae lily
Lot 69 on RP41223 Complex Lot 13 on MCH5443 Kee see RNY
ATTACHMENT 2 Rey P Re RLS
Site Survey $1,650 $1,650 $1,650
* Identification , Contour and Detail survey- Survey the location and
capacity of existing services. Document the works required to
connect services to the permanently relocated building.
Town Planning Costs
= Application Fees $3875 x 50% (Community Organisation) $1,937 $1,937 $1,937 $1,937
$7, 282 $7, 282 $7, 282 $7, 282
= $80 x 182sqm x 50%
* Planning Consultant Fees $4,400 $4,400 $4,400 $4,400
= Hydraulic Engineering report $1,500 $1,500 $1,500 $1,500
=" Heritage report $15,000
Building Certification Works for relocation of Cottage
« A building assessment , final inspection fee & Form 16 $593 $593 $593 $593
Structural Engineering
PART A-
« Site inspection and structural condition assessment report. Report $4,000 $4,000 $4,000 $4,000
to include recommendations for strengthening existing structure to
meet current codes.
e Soil test report by Geotech consultant $1,100 $1,100 Po SED $1,100
PART B-
= Form 15 $2,530 $2,530 $2,530 $2,530
= Structural design & documentation of new subfloor, footings, cross
bracing etc. Until house has been inspected, estimate is based on
hourly rate.
PART C (optional) —
= Structural and Civil Engineering design of other related works such $1,980 $1,980 $1,980 $1,980
as retaining walls, driveway cross-over's, stairs and ramps etc.
=» Project management, revisions to designs, site inspections and
answering builders queries.
= Cost based on estimate of hours.
on neTet eS
Transport of the building - can be handled by Wrights. $28,000 $28,000 $28,000 $28,000
Includes: All permits such as Main roads, Q-Rail, Optus, Telstra, Police
permits, police escorts and pilots will be covered by David Wright
Properties.
Page 42 of 51Section 43
Page 43 of 51
16 Earl Street Noosa District Sports SM ee lies meri Sime Cm
Lot 69 on RP41223 Complex Lot 13 on MCH5443 Ree: Vee ime NY
Lot 372 on MCH3843
Re-stump the building (Wrights Removaiists). $ 13,825 $ 13,825 $ 13,825 $ 13,825
* (supplied and placed by Wrights at 2.7mt as required for the cost of
$390 per stump. Total of 35 stumps
* Contractor will also cyclone proof the roof to W41 and get engineer to
provide a form 16.
= (Note: Price based on floor height to build in under)
Cross Bracing
Supplied by Wrights and placed for the cost of $295 per set. Approx 10 $2,950 $2,950 $2,950 $2,950
sets needed.
Plumbing DO
= Plumbing connection at new site $3,000 $3,000 $3,000
= Water & Sewer - Unity Water standard fee — Standard domestic $1,100 $1,100 $1,100 $1,100
connections are always 20mm, (fee based on no pre-tapped service
pipe existing)
Electrical connection at new site. Includes:
= Installation of new mains box, meter box, circuit breakers, safety $2,200 $2,200 $2,200 $2,200
switch and earthing system.
= Extend all existing circuits from under the house into the new meter
box.
Refurbishment of House
Construction works as per estimate by others. BFS assumes that this is $180,000 $180,000 $180,000 $180,000
a refurbishment to domestic standard (Building Class 10)
Additional Construction costs over the orginal estimate
$220,000 $220,000 $220,000 $220,000
* Structural works to bring the building to Class 6, 8 or 9 compliance.
= Civil works (roads, car parks, earthworks etc).
= Services connection (Sewer, water, electricity and communications).
* Provide compliant amenities and kitchen facilities.
= Landscaping (hard and soft landscaping as per the master plan).
® Disability compliance.
* Sustainability initiatives.
= Security.
Note: This estimate includes a 20% construction contingency due to the
historical nature of the building.
Planning, Design and Documentation. $60,000 $60,000 $60,000 $60,000
Establishment of on site car parking $67,500 $67,500 $67,500 $67,500
Allow $7,500 a carpark x 9 car parks.
Page 43 of 51Section 44
Page 44 of 51
16 Eari Street Noosa District Sports RSL Soldiers Memorial Park SINC ami
Lot 69 on RP41223 Complex oe R eee ee) og hee meek
Lot 372 on MCH3843
Clearing of vegetation on site Dependant on location on site Dependant on location on Be $15,000
site
Rehabilitation/ offset planting $22,900
Based on offset planting of 1.5 x the cleared area -Revegetation cost
Range for (1500m2, 750 plants- tube stock is $10,000-$22,900.
includes site preparation and 3 years maintenance
TOTAL 606,397 606,397 621,397 649,297
Other Comments Future proposed road _ will | There is mastemlan for this| State reserve, so approval | Dependant upon what the
dissect site. This will mean | site. The sporting complex] required by DNRM as the| Environmental report finds,
loss of proposed street car | also need room for growth. proposal is against the | additional costs may be incurred
Parking. ‘purpose’ of the reserve. for removal of species from site
etc.
Final Road layout plan yet to Full Land Management plan will
be confirmed so difficult to be required with extensive
confirm a location for Tait public consultation.
Cottage on this site.
If plan approved will then apply
for a Trustee Lease.
Long drawn out process. Site
also currently has a heritage
overlay.
Concems re: visual amenity
Page 44 of 51Section 45
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
6. SEPARATION OF LIBRARY SERVICES
Author Coordinator Libraries, Kerri Contini
Community and Development
Index ECM/Subject/33.10 Library Management
Attachments Nil
PURPOSE
This report will provide Council with an update on the separation of the Noosa Library Service
from Sunshine Coast Council, including an overview of the impact on customers and the support
services library staff will provide to minimise the impact.
EXECUTIVE SUMMARY
Library Services were one of the fully integrated services of the Sunshine Coast Regional Council
providing seamless access to collections with one library membership card from any service
point.
Following some debate as to whether or not to continue with an ongoing shared library service,
the Sunshine Coast Council resolved in October 2013 to separate library services by 30 June
2014.
The first stage of the separation has already occurred with Noosa Council responsible for the
operation and management of Noosa Library Service in regards to the library buildings at
Noosaville and Cooroy, the Mobile Library, in-branch and community library services, human
resources, website, marketing, equipment and all library programs.
The remaining elements to be separated are the physical and digital library collections and the
software system, Spydus, that manages the borrower records and collection.
A key milestone will be the separation of the collections on 17 March 2014 and Noosa Library
Service will migrate to its own Spydus system on 25 March 2014. After this date the Noosa
Library Service will be operating independently of Sunshine Coast Council and the only
remaining items will be residual collection transfer to the correct library services.
Following the separation of library services, members of Noosa Council Library Service will be
transferred to a Noosa Library Service membership card for use at Noosaville, Cooroy and the
Mobile Library, as well as the online eLibrary.
Library staff have developed a range of strategies to minimise the impact of the libraries
separation and support customers through the changes.
The financial costs of library separation will be referred for consideration at the first budget
review.
Page 45 of 51
Section 46
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
RECOMMENDATION
That Council note the report by the Libraries Coordinator to the Infrastructure & Services
Committee dated 25 February 2014 and endorse the strategies outlined in the report to inform
the community of the separation of the Noosa Library Service from the Sunshine Coast Council
and to support library customers through the subsequent changes.
BACKGROUND INFORMATION
Library Services were one of the fully integrated services of the new Sunshine Coast Regional
Council providing seamless access to collections with one library membership card from any
service point. It was considered a significant benefit to customers across the wider Sunshine
Coast region and its success was evidenced by customer usage patterns and feedback.
The potential for ongoing shared library services was considered by the Noosa Transfer Team
and within Sunshine Coast Council, with an expectation that a report would be presented to the
Transfer Committee. At the time, the Noosa Transfer Team and library personnel considered
there was significant merit to maintaining a cooperative service model which would share some
key elements: physical and digital library collections, the Spydus software system, courier
system, membership card and mobile library service. All other elements including staffing,
facilities, programming and administration would be the responsibility of the individual councils.
Sunshine Coast Council considered the issue of library services at its 28 October 2013 meeting
and resolved to completely separate library services by 30 June 2014. The Noosa Transfer
Manager was notified in early November of this decision.
By the 31 December 2013 the first stage of the separation had occurred with Noosa Council
responsible for the operation and management of Noosa Library Service from 1 January 2014 in
regards to library buildings and equipment, the Mobile Library, in-branch and community library
services, human resources, website, marketing and all library programs.
A Working Group incorporating key officers from Noosa Council and Sunshine Coast Council has
been meeting since December to negotiate the final separation of library services from Sunshine
Coast Council. The major software system separation project has commenced.
PREVIOUS COUNCIL CONSIDERATION
Nil.
REPORT
Noosa Library Service will deliver services and programs through three locations at Noosaville,
Cooroy and on the Mobile Library, as well as digitally through the library website. It will have
approximately 30,000 members and a physical lending collection of 105,000 items.
Staff within Noosa Library Service are preparing for the final separation of library services from
Sunshine Coast Council. The remaining elements to be separated include:
physical lending and reference collections;
digital e-Library collections and resources; and
the software system, Spydus, that manages the borrower records and collection.
Page 46 of 51
Section 47
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
Library staff are working closely with Civica, the provider of the library service’s software
management system, Spydus, to ensure a smooth data extraction and migration to a new Noosa
system. In order to meet Sunshine Coast Council deadlines there is a very tight project
implementation plan.
The keys elements in the separation project plan include:
17 February ongoing Customer support strategy
4 – 12 March Noosa Spydus system test phase
14 March Last day of access to Sunshine Coast Council Spydus system
17 – 24 March Offline
25 March Go-live on new Noosa Spydus system
26 March onwards Commence migrating customers to new Noosa membership cards
30 June Complete residual collection transfer to Sunshine Coast Council;
Cease receiving collection items under SCC Library Materials
contract
1 July Commence collections procurement under LocalBuy contracts
The following sections provide further detail of the key aspects of the final separation of library
services.
1. Impact on Customers
Customers are continuing to express concern over library services separating from the larger
Sunshine Coast Libraries service. While much of the separation has already occurred with
minimal impact on Noosa customers, an impact will be felt following the final separation of
collections and the Spydus systems, in particular through:
loss of access to the current collection of 550,000 items;
increased waiting times for reservations;
the need to have two membership cards and accounts to use Noosa and Sunshine Coast
library services;
the inability to pick up and return items to any library within the Noosa and Sunshine Coast
library services; and
loss of reservations and historical loan data as not all data is being copied to the Noosa
Spydus system.
However, the overall Noosa Library Service experience will remain highly positive offering:
access to quality branch libraries and facilities at Noosaville and Cooroy;
a contemporary Mobile Library with services reinstated to pre-amalgamation levels;
skilled, friendly staff with connections to the Noosa shire community;
physical and digital collections relevant to current demands;
current public technology and free wi-fi; and
a diverse range of learning, literacy and community services programs.
Programming will be local, personable and community centric:
relevant to our unique Noosa communities;
meeting the needs and interests of local people;
promoting local people and events, and
reflecting the corporate priorities of Noosa Council.
Page 47 of 51
Section 48
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 25 FEBRUARY 2014
2. Collections
Using the standard de-amalgamation ratio of a 20/80 split, approximately 105,000 physical library
items are to be transferred to Noosa Council. Library staff have established a Noosa Library
Service collection within the greater Sunshine Coast Libraries collection and undertaken a
systematic review of the items to ensure a balanced collection is transferred to Noosa Council.
This will reduce the impact customers experience following separation when they don’t have
access to such a large collection.
The focus through 2014/15 will be addressing gaps in the collection and meeting customer
reservations and purchase requests. Library staff will address this through on-demand
purchasing and inter-library loaning material from other public libraries to quickly address
customer demands.
Due to the mobile nature of our communities, it has become common practice for people to use
multiple libraries to borrow from and return to. Following separation from Sunshine Coast
Council, the Noosa Library Service customers will only be able to return Noosa materials at
Noosaville, Cooroy or the Mobile Library. The library service will implement a wide ranging
customer education program and a lenient overdue policy to support customers through this
change.
The eLibrary provides access to electronic library resources such as e-books, e-magazines and
downloadable music and is now a key library service. Staff are reviewing usage and available
services to ensure we are providing high quality, in-demand material that meets customers’
expectations.
3. Membership
Noosa Library Service is likely to have approximately 30,000 active members. Due to privacy
concerns by Sunshine Coast Council, not all of these membership records will be transferred to
Noosa Council.
Members who use Noosa Library Service post-separation and whose record wasn’t transferred
will be given a new Noosa membership. Any outstanding loans on their original record will be a
matter for Sunshine Coast Council to deal with.
As per the policy prior to amalgamation, library membership will be open to everyone, inside and
outside the Shire. Following the establishment of the Noosa Spydus system, we will launch a
Noosa Library Service membership card and commence transferring members to the new card.
They will be able to continue to use their existing Sunshine Coast Libraries membership card at
the ongoing Sunshine Coast Council libraries.
4. Customer Support Strategy
Library Service staff have commenced a wide ranging customer support and communications
strategy to educate library members on changes, minimise impacts to individual membership
records and minimise impacts on service delivery. These include:
Ensuring the maximum number of library members meet the Sunshine Coast Council criteria
for data transfer;
Maintaining existing loan policies where appropriate to limit customer changes;
Working with special needs clients such as home services clients, to ensure there is no
interruption to services;
Establishing a balanced library collection where the focus is on diversity of titles rather than
multiple copies of single titles to better meet customer needs;
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Communicating with every library member via email and mail and providing them with fact
sheets and help sheets;
Providing comprehensive information via the Noosa Library Service website and regular
updates through the Library Facebook site;
Establishing an electronic newsletter as soon as the data is available to staff;
Liaising with key stakeholder organisations to explain changes to operations; and
Working with local media outlets to inform the community of the proposed changes and
promote the positive aspects of the new Noosa Library Service.
FINANCE & RISK
Finance
There are five areas of financial impact relating to the separation of library systems:
1. Migration of data and commissioning new Noosa Spydus system - $20,000 ex GST;
2. Civica managed services for Spydus which includes annual licensing and hosting - $18,372
per annum ex GST;
3. Sunshine Coast Council related Civica costs for copying Noosa data and undertaking
system cleanup on SCC Spydus system – estimated at $14,000 ex GST;
4. Sunshine Coast Council costs associated with sharing library services from 01 January,
2014 – 17 March, 2014 and undertaking the de-amalgamation work. We do not yet have an
estimation of these costs; and
5. Noosa Library Service costs to undertake separation work, establish collections and
implement new membership card. These are all being managed within the existing budget.
When the 6 month budget was developed no decision had been made regarding the Libraries
regional business model. As such the costs of the subsequent decision to separate were not
included in the library budget. The direct costs for items 1, 2 and 3 above therefore require
consideration to be included in the March budget review.
Queensland public library services receive financial support via the State Library of Queensland
in the form of a grant to be used for collections and special projects. We are expecting that
amount to be approximately $104,500 for the six months 01 January – 30 June 2014. We are
awaiting information on the grant funding for the 2014/15 financial year.
Risks
There are a range of risks and challenges associated with the separation of library services,
including:
tight project timeframe and minimal testing phase;
potential for larger than expected gaps in data;
challenges of communicating with and educating all library members within timeframe; and
potential customer dissatisfaction following separation.
The measures outlined throughout this report aim to limit the impact of these risks.
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CONSULTATION
External Consultation - Community & Stakeholder
Civica Pty Ltd – provider of the Spydus software system
Library Collection Suppliers
Internal Consultation
Director Community & Development – Fox Rogers
Director Organisational Services – Michael Shave
Financial Services Coordinator – Wayne Jensen
Management Accountant – Simone Kay
Manager Information & Technology – Justin Thomas
Communication Officer – Adriane Seaborn
Departments/Sections Consulted:
Community Infrastructure X Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
X Executive Office X Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
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CLOSED SESSION
Nil.
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