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2019-10-08 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 8 October 2019
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Frank Pardon, Tony Wellington, Frank Wilkie
“Noosa Shire – different by nature”
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Full text of the other 68 sections
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
DEPUTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 PUBLIC PASSENGER TRANSPORT - TRANSPORT LEGISLATION 3
2 PUBLIC PASSENGER (URBAN BUS) TRANSPORT NETWORK REVIEW 17
3 PEAK PERIOD TRAFFIC MANAGEMENT PLAN 2019-20 25
4 1819T084 RUFOUS STREET STAGE 3 CONTRACT AWARD 40
5 PROPOSED EXPRESSION OF INTEREST FOR THE NOOSA NAVY CADET
FACILITY - NOOSA DISTRICT SPORTS COMPLEX 56
6 COMMERCIAL PROPERTY MANAGEMENT SERVICES - SUNRISE BEACH
NEIGHBOURHOOD SHOPPING CENTRE AND PEREGIAN DIGITAL HUB
(TENDER 1920T016) 60
7 TEMPORARY EVENT BONDS NOOSA HEADS LIONS PARK - PROPOSED FEES
2019 20 SCHEDULE OF FEES AND CHARGES 65
CLOSED SESSION -
Page 2 of 69
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 PUBLIC PASSENGER TRANSPORT - TRANSPORT LEGISLATION
DOCUMENT INFORM AT ION
Author Project Manager Transport Innovation, Adam Britton
Infrastructure Services Department
Index ECM/ Subject / Transport Policy
ECM / Project & Contract / Transport Strategy
ECM/ Subject / Commercial Bus Routes / Bus Stops / Bus Shelters
Attachments 1. Minter Ellison legal advice
2. TransLink service contract area
3. Public Transport service coverage area
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Manager Transport Innovation to the Services &
Organisation Committee Meeting dated 8 October 2019 regarding the legislative framework that
regulates public transport in Queensland.
REPORT
The purpose of this report is to describe
the role of public transport within the Noosa Transport Strategy;
how public transport operates in Noosa Shire with the key aims of clarifying the State
Government responsibility for providing public transport; and
the most advantageous process for Noosa Council to improve public transport service
levels.
1. Noosa Transport Strategy
Noosa’s Transport Strategy places significant focus on the role that public transport, specifically
urban bus services play in delivering the desired outcomes for Noosa that includes:
Reducing reliance on the private car;
Encouraging modal shift to more sustainable transport;
Key regional destinations such as hospitals, airports and universities are readily accessible
by public transport;
All schools are safely and conveniently accessible by public transport;
There is a reduction in people choosing to drive and park cars in congested coastal areas;
Park and Ride facilities are supported by transport services;
The public transport system meets the needs of locals and visitors;
Local transport routes offer efficient and frequent services;
Alternative transport is cost effective for users as compared to private car use;
Transport initiatives result in significantly reduced greenhouse gas emissions;
Community request for a fleet of small frequent electric shuttle buses with Noosa branding.
Page 3 of 69
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
The high dependence on public transport within the Transport Strategy has encouraged Council
to undertake several key activities in coordination with the Department of Transport and Main
Roads including:
Collection of a Transport Levy through rates of approximately $900,000 per annum;
Funding of Free Holiday Buses, (approximately 300,000 patrons over previous Easter and
Christmas holidays);
Design and construction of upgrades to bus stops ($3m joint funded over past 5 years);
Funding of Boreen Point to Tewantin Flexilink Service;
Funding of Council cabs for over 65’s and people with a disability;
General marketing and promotion of public transport.
The effect of these activities within the Noosa community may create the perception that Council
is vested with powers to manage public transport in Noosa, or to create its own public transport
options (for example a Noosa Style Shuttle Bus linking key tourist locations with residential and
accommodation areas).
To investigate the current legislative framework governing public transport use in Noosa, Council
engaged lawyers Minter Ellison to undertake a legal review of urban bus services in Noosa as
summarised below.
2. Public transport legislative framework
Details of the legislation governing public transport is contained in Attachment 1, Minter Ellison
legal advice. In summary, the Department of Transport and Main Roads (DTMR) has overall
responsibility for coordinating transport which includes public transport in Queensland. DTMR’s
functions in relation to public transport are set out in the following legislation:
a. the Transport Operations (Passenger Transport) Act 1994 (Qld) (the Act)
b. the Transport Operations (Passenger Transport) Regulation 2018 (Qld) (the Regulation)
c. the Transport Operations (Passenger Transport) Standard 2010 (Qld) (the Standard)
Collectively the above is referred as the Legislative Framework that regulates public transport in
Queensland.
The legislation refers to ‘public transport’ as a ‘public passenger transport’ which is further
defined as the carriage of passengers by a ‘public passenger service’ using a ‘public passenger
vehicle’.
The legislation sets out broad definitions of both ‘public passenger service’ and ‘public passenger
vehicle’ in order to ensure regulation of essentially all forms of public transport with the intended
exclusion of private and personal transport.
The legislation puts into place measures for regulating the provision of all forms of public
transport. These measures include:
entering into public passenger service contracts;
holding of operator accreditation;
holding driver authorisation;
market entry restrictions;
personalised transport services (taxis and rideshare such as Uber).
Further regulation is imposed on core public passenger services such as bus, taxis and school
services via performance-based contracts.
In order to regulate public passenger services, DTMR administers and delivers public passenger
transport within service contract areas through ‘TransLink’, a division of DTMR. With funding from
the Queensland Government, TransLink procures the delivery of public passenger services
through service contracts awarded to external organisations.
Page 4 of 69
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
For Noosa, TransLink has defined the service contract area as per the attached map (Attachment
2 – TransLink service contract area), which covers Sunshine Coast as a whole and not Noosa
specifically. Attachment 3 – Public Transport service coverage area, defines the Noosa specific
serviced areas. The service contract for the provision of urban bus services in the service
contract area encompassing Noosa has been awarded to Transit Australia Group Pty Ltd, trading
as Sunbus. The service contract for the provision of school services in the service contract area
encompassing Noosa has been awarded to Buslink. The contracts between the operators and
TransLink are confidential, but we are told they include provisions that no other operator can
replicate or mimic the routes those operators service.
Under the Legislative Framework, it is an offence to provide a public passenger service in an
area or route that is in a declared service contract area unless entitled to under:
a service contract
written agreement with the Director-General; or
with the Director-General’s approval, a written agreement with the holder of a service
contract.
Except with the express agreement of DTMR, the Legislative Framework does not grant Council
any power to amend existing urban public transport service contracts, including to:
increase levels of service;
augment services;
duplicate or mimic services; or
change fares.
Acknowledging the community interest in public transport, Council has investigated two avenues
to expedite changes in existing levels of service that encourages the desired objectives of the
Transport Strategy:
seeking to find exemptions in the legislation to permit Council to influence public transport
in Noosa; and
entering into direct negotiations with TransLink to facilitate change.
To avoid regulation by the Legislative Framework entirely through exemptions, Council’s service
would need to fall outside the scope of the definition of ‘public passenger service’, which means it
would need to be all of the following:
free; and
provided by Council itself (i.e. not using another company to provide the service); and
available to the general public; and
not be able to be hired, booked or used by one person or group of persons only for a
specific journey as a personalised transport service.
Even if a wholly Council initiated service were to meet each of the above criteria, Council should
seek the approval of DTMR for the proposed service first to ensure that investment in the
development, procurement and implementation of the service is not lost if DTMR objects to the
service and takes action to force the service to cease.
In addition to the Legislative Framework which regulates public passenger service market entry,
TransLink also has contractual obligations to each of its service providers under its service
contracts. We are informed by Transit Australia Group Pty Ltd trading as Sunbus, that Sunbus
has the exclusive right to operate its bus services on the routes serviced by Sunbus in the
service contract area which encompasses Noosa.
Using the example of a Noosa Style Shuttle Bus, if Council were able to facilitate the service in
such a way that it fell outside the strict ambit of regulation under the Legislative Framework, the
service may still operate over existing routes operated by Sunbus and create a conflict with
TransLink’s contractual obligations with Sunbus. In that case DTMR may act swiftly to shut down
the Noosa service to preserve its service contract with Sunbus.
On the basis of the risks associated with attempting to operate within legislation exemptions and
not creating a conflict with TransLink’s existing contractual arrangements, Council’s most
Page 5 of 69
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
advantageous process to establish a Noosa Style Shuttle Bus, and to facilitate other public
transport initiatives, is to continue negotiating with TransLink to enter into agreements that deliver
the preferred services for the Noosa community.
Previous Council Consideration
Nil.
Finance
This report has focused on the legislative framework governing public passenger transport and
the State Government’s responsibility in regulating and providing this service. This report does
not provide financial information or advice on the capital or whole of life costs associated with
operating public passenger transport in Noosa.
Risks & Opportunities
The key risk identified from this report and supporting legal review is that there is an
unacceptable risk to Council should it intend to operate its own Noosa style shuttle bus given the
high likelihood of State Government legislating against the Council operated service.
Consultation
External Consultation - Community & Stakeholder
Department of Transport and Main Roads TransLink Division – SEQ Public Transport Contracts
Department of Transport and Main Roads TransLink Division – Network Management
Transit Australia Group - Sunbus
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 6 of 69
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 7 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Public transport in Noosa
Advice to Noosa Council in relation to the public
transport legislative framework
September 2019
MuinterEllison
Page 7 of 69Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 8 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Public transport in Noosa
Executive Summary 3
Section 1 — How public transport operates in Noosa 4
1. What legislation applies? 4
2. What defines public transport? 4
3. Regulation of public passenger services 4
4. How is public transport performance monitored? 5
§. How are changes to public transport facilitated in terms of contract changes? 5
6. Who is responsible for public transport and how is it funded? 5
Section 2 — Options available to Noosa Council 7
7. Options to negotiate with DTRM 7
8. Limitations for Noosa Council to change the existing services or create its own
service 7
Section 3 - Demand responsive transport 8
9. What is demand responsive transport (DRT)? 8
10. Trial DRT in Queensland 8
11. | Mechanisms to include as opposed to standard bus service 8
12. Whoshould provide DRT? 8
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Page 8 of 69Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 9 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
1. Public transport is the responsibility of the Department of Transport and Main Roads and is regulated
within a framework of transport legislation.
Ds Translink is a division of DTMR that has responsibility for administering DTMR'’s functions within the
passenger transport legislative framework.
3. The legislation primarily regulates any services that would be considered ‘public passenger services’,
which may include a bus services, ferry services, taxi services, fixed track vehicle services, aircraft
services, limousine services and booked hire vehicle services (such as Uber).
4. There is very limited scope of services that are outside the scope of ‘public passenger services’ and
which would avoid regulation under the legislation. However, even those services should only be
undertaken in consultation with, and with the approval of, DTMR.
5: Public transport service performance is monitored by DTMR in a number of ways, including through
public feedback (which may be directly through the Translink feedback options, or potentially from
industry groups or local governments with a vested interest in public transport service improvement).
6. In many situations, Translink partners with local governments to improve services and provide
additional services which the local government (or the public) may have identified as lacking within its
community.
7. Council may seek out a positive partnership model with Translink to drive service change or transport
infrastructure development.
8. Council is currently undertaking a public transport review process, which may provide an opportunity
for Council to instigate discussions with DTMR about the future of public transport in Noosa having
regard to any service deficiencies and what change to the services, or alternative services, would
assist in addressing those deficiencies.
MinterEllison | Ref. PXM:CMM 381814 Public transport in Noosa | Page 3
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 10 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
1. | What legislation applies?
The Department of Transport and Main Roads (DTMR) has overall responsibility for coordinating
transport in Queensland. DTMR’s functions in relation to transport are set out in a series of
‘Transport Acts’, which are administered by DTMR. DTMR’s functions under the Transport Acts
include, but are not limited to:
Te coordinating strategic planning and operation of integrated transport systems in the State of
Queensland; and
Zz: managing the allocation of funds to achieve this outcome.
One aspect of that transport responsibility is public transport, which is regulated under one of the
Transport Acts, namely the Transport Operations (Passenger Transport) Act 1994 (Qld), and related
legislation (Passenger Transport Legislation).
Translink is a division of the DTMR tasked with overseeing the public passenger transport system
including buses, trains, ferries and trams across South East Queensland (among other things).
Essentially, Translink manages the scheduled services that would commonly be referred to as ‘public
transport’. However, under the Legislation Framework DTMR’s ambit is much broader than that and
includes, as an example, oversight of the taxi industry, booked hire services (like Uber) and private
buses.
2. | What defines public transport?
Under the Transport Acts, ‘public passenger transport’ means the carriage of passengers by a public
passenger service using a public passenger vehicle.
Public passenger vehicles may include buses, ferries, taxis, fixed track vehicles, aircraft,
limousine, booked hire vehicles (such as Uber) or another vehicle used to provide a public
passenger service.
Public passenger service essentially means any service for the carriage of passengers if the
service is provided for a fare, or in the course of business, or is a courtesy transport service,
community transport service or driver service.
The definition of ‘public passenger transport’ is very broad, and captures essentially every type of
passenger transport that would not be considered private transport limited to personal use. A number
of exceptions apply to the definition of ‘public passenger service’ including services such ambulance,
police and fire and rescue.
3. Regulation of public passenger services
Services which are ‘public passenger services’ are subject to regulation under the Passenger
Transport Legislation which may include the provider of the service being subject to:
(a) a requirement that the service provider enters into a service contracts with Translink;
(b) holding operator accreditation;
(c) holding driver authorisation;
(d) market entry restrictions; and
(e) specific regulation around personalised transport services (such as taxis and ‘ride share’
services like Uber).
Operator accreditation and driver authorisation are two key regulatory requirements. A further level
of regulation is imposed on core public passenger services like buses, taxis and school services via
performance-based service contracts and licenses. One of DTMR’s main functions is to administer
and monitor compliance to the regulations.
MinterEllison | Ref: PXM:CMM 381814 Public transport in Noosa | Page 4
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Page 11 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Generally, the purpose of the high level of regulations is to ensure certain standards are met in the
delivery of public passenger services in relation to performance and safety of passengers by holding
operators and drivers accountable for complying with set standards and other responsibilities set out
in the Passenger Transport Legislation.
4. _ Howis public transport performance monitored?
41 Service provider performance
The primary avenue for public transport performance monitoring is the service contracts between
service providers and DTMR. The Passenger Transport Legislation requires that a service contract
must state minimum service levels to be complied with by the holder. The Legislative Framework
also provides other matters that may be included, such as, establishing performance outcomes,
establishing principles for fare setting or collection, and providing for payment by the service provider
of an amount for breach of a key performance indicator.
Specific KPls and performance levels are not set out in the Legislative Framework (as they would
change on a case-by-case basis). This level of detail would most likely be contained with the specific
service contract only and subject to confidentiality between DTMR and the service provider.
The Passenger Transport Legislation further establishes that the director-general may arrange for
reviews of an operator’s performance under a service contract.
4.2 Public feedback
Translink can make changes to service offerings in particular areas of the public transport network
based on public feedback.
The public can provide feedback to Translink a number of ways, including online, by phone and
social media. Translink states on its website that the feedback is a tool used to help create additional
services, schedule changes, upgrade facilities, plan infrastructure placement and improve the gocard
system. Translink is also conducting a pilot Customer Experience Survey in 2019. The customer
surveys will be used to gather information about the network and customers experiences.
Some key reports about public transport are published on Translink’s website and include monthly
performance snapshots, patronage and complaints, and customer satisfaction. We note that these
do not provide detail at a service operator or regional level, but rather are a snapshot of the public
transport system as a whole.
5. | How are changes to public transport facilitated in terms of contract
changes?
DMTR may, by notice on the department’s website, amend an area serviced by a service provider, or
a particular route. However, the amendment may be made only if the chief executive is satisfied the
amendment is necessary:
(a) to extend the service into developing areas; or
(b) because of changed traffic conditions; or
(c) for public safety; or
(d) to improve the service in the public interest.
In respect of other changes to the service contract terms and conditions, these would subject to the
terms of the service contract but would likely require the agreement of the service provider and
DTMR to effect them.
6. | Whois responsible for public transport and how is it funded?
Itis clearly established in the Passenger Transport Legislation that DTMR has primary responsibility
for public transport, except if a service is not within the scope of a ‘public passenger service’ under
the legislation. As public transport is the responsibility of the DTMR, it is funded predominantly by the
Queensland Government.
MinterEllison | Ref: PXM:CMM 381814 Public transport in Noosa | Page 5
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Page 11 of 69Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 12 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Federal government may also be involved (financially or otherwise) in significant public transport
projects, such as new public transport infrastructure.
Often local governments are the vehicle through which residents express broader concerns about
community issues and services. It is often local government that is called upon to represent
community concerns. Councils may have opportunities to help alleviate transport problems and there
are a number of examples of action taken by Councils to address their transport challenges. Local
governments can contribute to public transport initiatives where gaps have been identified in service,
or where local governments have decided to trial other transport options. Most of these alternative
services and trials, whilst often initiated by Council, would need the agreement of Translink to be
implemented by Council because of the high-level of regulation under the Passenger Transport
Legislation.
In this way, each level of government has a role to play in delivering transport solutions to the
community.
We understand Noosa Council already has some public transport initiatives being provided by and
funded by Council, namely, Council Cabs and the Flexilink service from Boreen Point to Tewantin.
The Flexilink service is subject to an agreement with DTMR.
MinterEllison | Ref: PXM:CMM 381814 Public transport in Noosa | Page 6
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Page 12 of 69Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 13 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
7. Options to negotiate with DTRM
As the regulator for public transport in Queensland, Translink must have regard to many competing
priorities when considering how to best implement the public transport network and the changes or
development that needs to be made to improve the network.
In many situations, Translink partners with local governments to improve services and provide
additional services which the local government (or the public) may have identified as lacking within
its community.
Further, part of the functions of DTMR under the Legislative Framework is in relation to developing
transport plans and strategies. Some of these publications which may be relevant to Noosa residents
to assist with understanding the competing priorities of DTMR and its future plans for public transport
which will guide any discussions between Council and DTMR are linked below:
(a) Draft South East Queensland Regional Transport Plan;
(b) Transport Coordination Plan 2017-2027; and
(c) Transport and Main Roads Strategic Plan 2019-23.
Council is commencing a review of the public transport network in Noosa. The aim of that project is
to review the existing services using experts who will design a network more capable of meeting
Council's desired objectives.
We also note that Council has identifying that key to this is working with DTMR during the process.
8. Limitations for Noosa Council to change the existing services or create its
own service
Noosa’s best opportunity for initiating change in the delivery of public transport in Noosa is to work
with DTMR and establish a strategic relationship with DTMR to drive change in the Noosa area.
Within that landscape, limitations may also include:
(a) the size of Noosa Council compared to other local councils in the area which may mean
priorities in other local government areas may take precedence; and
(b) the lack of a key public transport infrastructure such as a bus depot which might assist in the
delivery of more efficient services.
Both of these limitations further signify the importance of Council developing a positive relationship
with DTMR to successfully drive change in the public transport services provided in the Noosa area.
MinterEllison | Ref. PXM:CMM 381814 Public transport in Noosa | Page 7
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Page 13 of 69Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 14 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
9. | Whatis demand responsive transport (DRT)?
DRT is a method of transport operations which has mainly be utilised to respond to community
needs where a transport service is required, but there is not enough demand to warrant a permanent
route or system. It has seen particular use in lower-population and regional areas where traditional
bus services are unavailable or more difficult to access.
DRT is a flexible system which responds to demand to supplement already existing services. The
ability to ‘turn-off’ and ‘turn-on’ new services quickly and easily dependent on usage is a key
advantage with utilisation of DRT.
10. Trial DRT in Queensland
The Logan DRT is the current primary DRT trial in Queensland. This trial involves a flexible shared
transport option for Logan, designed to bring together people who live near one another and want to
travel at the same time in places or at times when buses and trains are not available. With Logan
DRT people can pre-book a vehicle to pick them up near their home and take them to selected local
shopping and community facilities and transport hubs such as the local bus or train station.
Trial DRT services in other regions of Queensland (such as the Sunshine Coast and Hervey Bay)
have met with varying levels of engagement by the public. In some cases, the use of DRT has led to
the creation of a permanent service route.
DTMR has shown general support for the DRT services system (as evidenced in their annual report)
and has delivered these types of services either on its own or in conjunction with local governments
as alternative means of transport. Some other advantages of DTR include:
(a) a shift away from traditional mass public transport options (train/bus);
(b) DTMR focus on shift to MaaS (Mobility as a Service) systems;
(c) a shift away from ‘system orientated’ transport to ‘customer orientated’ transport; and
(d) key consideration by DTMR (based on draft transport strategy report) — Strategic outcome 3:
‘Seamless, personalised journeys’.
11. Mechanisms to include as opposed to standard bus service
Council wants to consider the use of DRT in its local government area. It is likely, given the nature of
DRT and the way it is being used, that DRT available to the general public for use would require a
service contract with DTMR or the agreement of DTMR in order for Council to provide the DRT
service.
If Council only provided the service for specific groups — such as mobility restricted persons — then
potentially the service contract or agreement by DTMR would not be required as it would not be
captured by the Passenger Transport Legislation.
12. Who should provide DRT?
Given DRT would fall within the scope of public passenger transport, Translink would normally
provide DRT if it considered the service was required. However, there may be an option for Council
to provide DRT in partnership with Translink (or potentially in limited circumstances directly without
Translink partnership).
Translink strategic outcomes include that it will investigate more on-demand services to respond to
user feedback/demand including exploring opportunities to partner with local government to pilot and
roll-out on-demand services. This is a good basis for Council to begin exploring options with
Translink for DRT.
MinterEllison | Ref. PXM:CMM 381814 Public transport in Noosa | Page 8
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Page 14 of 69Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 15 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
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Page 15 of 69Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 16 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
ATTACHMENT 3: Public Transport Service Coverage Map
Noosa Bus and Flexilink Coverage
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Page 16 of 69Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
2 PUBLIC PASSENGER (URBAN BUS) TRANSPORT NETWORK REVIEW
Author Project Manager Transport Innovation, Adam Britton
Infrastructure Services Department
Index ECM/ Subject / Transport Policy
ECM / Project & Contract / Transport Strategy
ECM/ Subject / Commercial Bus Routes / Bus Stops / Bus Shelters
Attachments 1. Service Contract Area Map
2. Public Transport Service Coverage Map
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Manager Transport Innovation to the Services &
Organisation Committee Meeting dated 8 October 2019 regarding the Public Passenger (Urban
Bus) Transport Network Review, and:
A. Note the findings of the public passenger (urban bus) transport network review; and
B. Request the Chief Executive Officer to negotiate a Memorandum of Understanding with the
Department of Transport and Main Roads to facilitate public transport initiatives and to
provide Council with a future report on the proposed MOU including detailed costings and
funding models for any proposed initiatives in the MOU.
REPORT
The purpose of this report is to describe:
The process of undertaking a network review of the public (urban bus) passenger system
for the Noosa area;
Key insights from the network review;
Concept opportunities to improve uptake of public transport; and
The most advantageous process for Noosa Council to improve public transport service
levels.
1. Background
Noosa’s Transport Strategy places significant focus on the role that public transport, specifically
urban bus services, play in delivering the desired outcomes for Noosa and commentary includes:
Reducing reliance on the private car
Encouraging modal shift to more sustainable transport
Key regional destinations such as hospitals, airports and universities are readily accessible
by public transport
There is a reduction in people choosing to drive and park cars in congested coastal areas
Park and Ride facilities are supported by transport services
The public transport system meets the needs of locals and visitors
Local transport routes offer efficient and frequent services
Alternative transport is cost effective for users as compared to private car use
Transport initiatives result in significantly reduced greenhouse gas emissions.
A fleet of small frequent electric shuttle buses with Noosa branding
Innovation around Mobility as a Service (Maas) that designs personalised products and
transport services.
Page 17 of 69
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
It is relevant to note that the separate report to Council on the legislative framework for public
transport services and operations in Queensland identified that the TransLink Division of the
Department of Transport and Main Roads has overall responsibility for transport coordination and
regulates all public transport. In light of the legislative framework, Council has undertaken a
public transport network review to inform negotiations with TransLink about how Council could
best contribute to an improved public transport network for Noosa.
The objective of the network review was to investigate the current public (urban) bus network for
Noosa and identify opportunities for improvement, including service uplift and flexible transport
options. The network review acknowledged the interdependency of TransLink’s demand
responsive transit trial evaluation and the Mobility-as-a-Service (MaaS) proof of concept. The
MaaS proof of concept includes exploring opportunities in Noosa to improve customer journeys
and optimise the network. Critically, the network review involved TransLink, given their key role in
the provision of public transport in Queensland. Sunbus, the urban bus service provider, was also
engaged through the review process.
2. Network review process
The network review methodology adopted was as follows:
Council contracted the services of a transport planning consultancy, Accession Consulting
Pty Ltd, to undertake the network review.
Project initiation, including stakeholder engagement with the Department of Transport and
Main Road’s Mobility-as-a-Service (MaaS) team to ensure clarity of scope in light of the
MaaS in Noosa Region proof of concept (refer section 5 of this report on an update of the
proof of concept).
Public transport service data analysis of 9 urban (bi-directional) bus routes for an average
week (7 days), considering service coverage (geographic), level of service (frequency,
span of hours, connections), operational parameters (service per day, service kilometres
and average speed by route) and patronage data (patronage by day of week, services by
day of week, passengers per service kilometre, passengers per service by day, service
patronage by time of day and boardings and alightings per service) as well as macro
analysis of year on year patronage trends and Free Holiday Bus period patronage and
survey analysis.
Internal project team workshops on network analysis and barriers to increasing uptake of
public transport in Noosa.
Stakeholder engagement with the Department of Transport and Main Road’s Network
Management and Public Transport Contracts team.
Identification of public transport network opportunities.
3. Network review insights
The public transport network review identified the following key insights;
11% year on year patronage growth to 2018/19 with 41% year on year comparing Free
Holiday Bus 2017/18 and 2018/19, however this hasn’t been sustained after the Free
Holiday Bus period.
High frequency trunk corridor between Tewantin and Noosa Junction (during hours of 7am
– 6pm).
Generally, fairly limited late-night service frequency after 7pm.
Less services operate on a Sunday and as a result it is the lowest patronage day of the
week.
The opportunity to encourage more weekend travel (peak times) given children under 14
travel free on weekends (with an orange go card) under the existing TransLink fares.
62% Noosa Council residents are within 400m of a bus stop.
Page 18 of 69
Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Most densely populated areas are well serviced; however, some urban areas are outside of
the 400m walk up catchment of a bus stop (refer Attachment 1 – Public Transport Service
Coverage Map).
Route 631 from Noosa to Nambour via Cooroy and Eumundi is a well patronised rail
connector service and has 30% more passengers on weekends despite the reduced
weekend frequency.
Noosa Junction is the most well served centre, however, the level of service to Noosa Civic
is not reflective of its role as the Shire Business Centre.
Routes 620 (Noosa Heads to Maroochydore via Peregian Beach), 622 (Maroochydore to
Noosa Junction via Sunshine Coast Airport and Coolum) and 631 have solid patronage per
service.
No services to Kin Kin and limited services to Cooran and Pomona.
While not part of the network review of services, consideration of the existing Free Holiday Bus
services was made and it was identified that this could be scaled up or down depending on
Council’s behaviour change objectives as follows:
Scaled down to focus on congested areas – the new ticketing system will have the
functionality to make passengers ‘touching off’ at particular destinations (e.g. a congested
location like Noosa Heads) free at certain times (i.e. Christmas and Easter). However, the
decision whether to implement this would be made by the Department of Transport and
Main Roads in consultation with the Minister for Transport. As per the current Free Holiday
Bus arrangement, it is likely if this were to be supported, that Noosa Council would need to
contribute to the lost revenue associated with such an initiative.
Scaled up to extend the Free Holiday Bus to every weekend, noting as per above regarding
the decision makers and likely conditions. This option has been included in the discussions
to date with TransLink (refer section 4 below).
Scaled up to extend the Free Holiday Bus to include the June/July and September school
holiday periods, noting as per above regarding the decision makers and likely conditions.
4. TransLink consultation
In combining the specific insights of the network review and the desired objectives of the
Transport Strategy, Council has held direct dialogue with the Department of Transport and Main
Roads and established the following range of short, medium and long-term concept initiatives.
Short Term Initiatives
Potential initiatives TransLink feedback
Increase service frequency of trunk Requires Ministerial approval and TransLink and
corridor bus routes 626 and 627 to Council would need to agree:
15-minute frequency on Friday and the timeframes for the investment;
Saturday nights between 7pm – the commitment period for funding from Council;
10pm for a 12-month trial in the KPIs to assess the success of the trial; and
2020 calendar year (commencing the communications strategy.
from Easter 2020) This would need to be agreed via the Minister’s office.
Increase service frequency of bus As per above assuming routes 629 and 632.
routes 620*, 622*, 629, 630*, 631*
and 632 to operate a weekday Including routes 620, 622, 630, and 631 increases
timetable on Sundays for a 12- complexity (requires additional funding to support the
month trial in the 2020 calendar initiative) and this is unlikely to align with TransLink
year (*optional bus routes subject to short term priorities.
funding agreement noting that these
bus routes run into the adjoining
Sunshine Coast Regional Council
area)
Page 19 of 69
Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Potential initiatives TransLink feedback
Free weekend services for a 12- Requires Ministerial approval and TransLink and
month trial in the 2020 calendar Council would need to agree:
year for the 5 bus routes that are the timeframes for the investment;
fully within Noosa Council area (or the commitment period for funding from Council;
all 9 bus routes that operate within KPIs to assess the success of the trial; and
the Noosa Council area should the the communications strategy.
ticketing technology manage to This would need to be agreed via the Minister’s office.
apportion free travel for those routes TransLink are providing a quote for this by the end of
that operate into the adjoining October 2019.
Sunshine Coast Regional Council Important to note that the Go Card ticketing system
area). does not permit TransLink to offer free trips only for
trips within the Noosa Shire boundaries, where routes
also operate outside of this area. Therefore, this can
only be considered for the 5 bus routes which run
entirely within the Noosa Council area.
Extend Tewantin to Boreen Point Noosa Council to make written request to TMR for
FlexiLink services to Kin Kin exemption to run the service under TOPTA.
Medium Term Initiatives
Potential initiatives TransLink draft comments
Improve bus services to Noosa Civic This would be a significant network change with
as the Shire Business Centre additional funding required.
A project of this scale would need to be included in a
future TransLink program for delivery.
Network Planning can request a project as part of next
year’s prioritisation however inclusion is subject to
other state-wide pressures for both funding and
resources.
Network planning can commit to some joint planning
activities with Council in the first half of 2020 to scope
out and cost a change.
Provide service coverage to the As per above.
urban area of Noosa Springs, Lake
Entrance Boulevard, Marcus Beach
and Peregian Beach outside of the
400m bus stop catchment
A more in-depth review of bus As per above.
routes 630 (due to low patronage)
and 631 (due to high patronage).
Long Term Opportunities
Potential Initiatives TransLink draft comments
Noosa style electric bus fleet TransLink is comfortable with Council discussing this
with Transit Australia Group (Sunbus).
TransLink would request that they are kept informed
as operational and financial considerations are better
understood.
Noosa Satellite Bus Depot (as an Noosa Council to identify a list of potential sites.
enabler for a ‘Noosa style’ bus fleet) TransLink to undertake a high-level investigation in the
first half of 2020. The aim of the initial investigation
would be to understand the scale of any network
efficiencies, to determine if the initiative is worth
progressing further.
Page 20 of 69
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
5. Department of Transport and Main Roads – Mobility as a Service
Following the Go Noosa trials that incorporated numerous transport options linked together with
the Go Noosa Mobile App, Council has been in consultation with the Department of Transport
and Main Roads Project Management Office for Mobility as a Service.
DTMR has scoped a small number of ‘proof of concept’ projects to further test MaaS in
Queensland, including a specific project for Noosa to investigate ways that the Noosa community
may engage with alternative forms of transport under the ultimate goal of a single payment
transport system that brings every kind of transport option together into a single mobile app.
This investigative work is continuing in parallel with other transport activities. It is anticipated that
DTMR will be undertaking stakeholder consultation activities in coming months with the intention
to trial a proof of concept in Noosa.
6. Next steps
In order to progress the objectives of the Transport Strategy now that the network review is
complete and the legislative framework is defined, it is recommended that Noosa Council enters
into a MOU agreement with the Department of Transport and Main Roads and possibly include
Sunbus (urban passenger transport provider) and BusLink (school passenger transport provider).
An MOU with each of the above parties would be able to guide elements such as:
Principles
Individual and joint objectives
Roles and responsibilities
Timeframes
Investment responsibilities
Success criteria
Governance mechanism
Communications strategy
Other agreements exist between the State Government and the Local Government Association
of Queensland (LGAQ) such as the Roads and Transport Alliance MOU 2018–2023 and the
Partners in Government Agreement 2019, however neither extend to include public transport nor
are they specific to Noosa.
A Noosa specific agreement would ensure all parties are aligned to progress the aforementioned
initiatives. It is recommended that this is the most advantageous process for Council to negotiate
improved public transport in line with the objectives of the Transport Strategy. Council would
seek legal assistance with drafting of such an agreement. The recommendation proposes that
the CEO be authorised to negotiate an MOU with DTMR and report back to Council for the MOU
to be adopted by Council. At that stage, any proposals in the MOU can be costed and
considered by Council.
Previous Council Consideration
Nil.
Finance
If adopted, the proposed recommendation for a Memorandum of Understanding (MOU) between
Noosa Council and the Department of Transport and Main Roads for the facilitation of Transport
Strategy Initiatives may require additional funding by Noosa Council to either fund in full or part
fund the initiatives.
While initiatives are investigated costs such as consultants’ fees are deemed to be funded from
the Transport Levy Reserve, however, over the long term, the annual cost of the initiatives may
exceed the annual levy requiring further funding sources such as paid car parking as previously
identified in the Transport Strategy.
Page 21 of 69
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Risks & Opportunities
The tables below identifies the possible risks and opportunities associated with the outcomes of
the proposed initiatives.
Item Risk Mitigation action
Public perception Public do not endorse Council funding Public communication on
public transport initiatives deemed responsibilities.
responsibility of the State Government.
MOU Parties do not agree to an MOU. Foster relationships at all levels of
government and with service
providers to promote mutual
benefits.
Funding source Transport Levy funding is insufficient to Preparation of cost estimates for
fund initiatives and alternative funding initiatives and review of funding
source such as paid parking not adopted. sources.
Timeline Excessive time taken to deliver proposed Establishment of agreed
initiatives. timeframes in the MOU.
Initiative uptake Public do not utilise public transport Ensure services are aligned with
initiatives and continue to prioritise private users’ needs and marketing is
car use. included.
Congestion Perception that the transport initiatives will Communication plans to clarify
alleviate congestion. objectives.
Item Opportunity Action
Modal shift Initiatives may result in greater than Increase behaviour change and
expected modal shift away from the private marketing with roll out of
car. initiatives.
Cost effectiveness The partnership with TransLink provides the Negotiate most appropriate cost
most cost-effective solution to achieving allocation model.
Transport Strategy objectives.
Consultation
External Consultation - Community & Stakeholder
Department of Transport and Main Roads TransLink Division – SEQ Public Transport Contracts
Department of Transport and Main Roads TransLink Division – Network Management
Transit Australia Group - Sunbus
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 22 of 69
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 23 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Public Passenger (urban bus) Transport Network Review Att 1 Public Transport Service Coverage
Noosa Bus and Flexilink Coverage
a ‘ ma ee
i * ‘er co
Legend { a
* Bus Stops _ 9 hd F a - 2
— Translink Bus Routes a 2a — >
— FlexiLink Service ah nh swat SS
GE Stop Buffer - 400m - (3 ™? Noos We
Urban Density Classification 7 bomen 7D
(™) Urban (>7 Dwellings/Ha) a ecie fe 2
Ea Commercial \ ea \
Residential eee oo
(8 Medical, Education, Industrial x =
Primary Production
~ Parkland 9 y yY
Page 23 of 69Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 24 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Public Passenger (urban bus) transport network review — Attachment 2 Public Transport Service
Coverage map
Noosa Bus and Flexilink Coverage
: = ‘Cree P is is ~ Ni
ie ac na” a nee es A
; d ) ‘cr ofp
* Bus Stops ae i : 7 .
— Translink Bus Routes is oN —_—_— i
— FlexiLink Service “alt h— ecwal eS
(8 Stop Buffer - 400m ee .. (Be? Noose.
Urban Density Classification 4 pees fp,
Urban (>7 Dwellings/Ha) S a ee
Meshblock Use Classification WY A \ weyna
7) Residential Ser aie x
Ml Medical, Education, Industrial :
Primary Production Q
Parkland g 5 if y
1) Other SS __ = 2
Page 24 of 69Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
3 PEAK PERIOD TRAFFIC MANAGEMENT PLAN 2019-20
Author Project Manager – Transport Innovation, Adam Britton &
Project Officer – Transport Innovation, Joanna Ferris
Infrastructure Services Department
Index ECM/ Subject / Transport Policy
ECM / Project & Contract / Transport Strategy
Attachments 1. Shuttle Bus Loop
2. Bus Queue Jumps
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Manager and Project Officer – Transport Innovation to
the Services & Organisation Committee Meeting dated 8 October 2019 regarding the Peak
Period Traffic Management Plan 2019/2020 and:
A. Approve the use of free holiday buses for TransLink Routes 626, 627, 628, 629 and 632
from the 14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April
2020;
B. Approve the use of a bus service 064 between Peregian Beach and Noosa Heads from the
14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020;
C. Approve the trial of a Noosa branded Park & Ride shuttle bus loop servicing Weyba Road,
Noosa Parade, Hastings Street and Noosa Drive from the 14 December 2019 to the 27
January 2020;
D. Approve the trial of temporary bus queue jumps east bound on Noosa Parade, and north
bound on Noosa Drive from the 26 December 2019 to the 5 January 2020;
E. Approve the use of free services on the Boreen Point - Tewantin Flexilink and Council
Cabs from the 26 December 2019 to the 5 January 2020;
F. Approve the use of an Information Management System at key entry points to Noosa from
the 14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020 for
the purpose of informing motorists of car parking availability;
G. Approve the use of traffic control in the Hastings Street precinct and surrounding areas to
prioritise bus and pedestrian movements from the 14 December 2019 to the 27 January
2020 and the 4 April 2020 to the 19 April 2020;
H. Approve the use of wayfinding in the Hastings Street and Noosa Junction precincts from
the 14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020;
and
I. Approve the temporary conversion of 8 parallel car parks on the southern side of Hastings
Street from the Hastings Street roundabout to 28 Hastings St for other uses including,
loading bays and increased footpath, from 14 December 2019 to 27 January 2020 and
from 4 April 2020 to 19 April 2020.
Page 25 of 69
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
REPORT
The purpose of this report is to provide an overview of the proposed Go Noosa branded Peak
Period Traffic Management Plan to manage peak period traffic during the Christmas 2019 and
Easter 2020 Queensland State School holidays.
Following the success of the Go Noosa trials in 2018/19. It is proposed to implement the Go
Noosa program with additional trials of a bus queue jump on Noosa Parade and Noosa Drive and
a Park & Ride shuttle bus loop service. The Go Noosa program aligns with the 2017-2027
Transport Strategy principles and is designed to manage peak period traffic whilst maintaining
the Noosa look and feel.
1. Free Holiday Buses
In 2018/19 approximately 296,633 passenger trips were made over the Christmas and Easter
free holiday buses period. Data obtained indicated a 41% increase in patronage of the free
holiday buses over the previous year.
The following five Noosa contained TransLink services are recommended for inclusion in the
2019/20 Go Noosa program from the 14 December 2019 to the 27 January 2020 and the 4 April
to the 19 April 2020:
Route 626 – Tewantin to Sunrise Beach via Noosa Heads
Route 627 – Tewantin to Sunshine Beach via Noosa Heads
Route 628 – Noosa Parklands to Noosa Junction, via Noosa Civic
Route 629 – Tewantin to Noosa Junction via Noosa Civic
Route 632 – Noosa to Cooran via Cooroy and Pomona
Due to complexities with TransLink ticketing systems for routes that cross local government
boundaries and in order to offer a free service to residents between Peregian Beach and Noosa
Heads, the following additional temporary bus service is recommended:
064 – Peregian Beach to Noosa Heads bus from 8am to 6pm
Free travel on the Boreen Point - Tewantin Flexilink and Council Cabs services are
recommended for inclusion in the program from 26 December 2019 – 5 January 2020.
2. Park and Ride Shuttle Bus
It is proposed to introduce a new trial for a high frequency free Park & Ride branded shuttle bus
from 14 December 2019 to the 27 January 2020. Subject to further discussions with the Noosa
AFL Club, Noosa Farmers Market and Hillsong Church, the main car parks will be located at the
Noosa AFL grounds (approx. 400 car parks) and The J (approx. 100 car parks). The shuttle will
travel in a clockwise direction and service Weyba Road, Noosa Parade, Hastings Street, and
Noosa Drive. The clockwise direction will ensure that the bus makes use of the temporary bus
queue jump on the inbound lane on Noosa Parade (refer Bus Queue Jump in section 5).
Temporary bus stops will be required outside the Noosa AFL grounds and The J which will
require the temporary reallocation of approximately four carparks.
On Sundays, the Noosa AFL grounds carpark is used from 5am to mid-day for the Farmers
Market and The J carpark is used for church services at 8:30am, 10:30am and 5:30pm. Noosa
Farmers Market have confirmed that they have capacity to share car parking at the Noosa AFL
grounds. In regards to The J car park, on Sundays it is proposed to encourage people to park
behind the old bowls club in Noosa Junction as well as use on street parking along the bus route
(normal parking restrictions apply).
Page 26 of 69
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Clear messages about the Park & Ride will be at bus stops, on the Go Noosa App and through
all marketing material such as posters and e-news.
It is recommended that patronage and feedback from the Christmas trials be assessed ahead of
confirming the service for the 2020 Easter Queensland School holidays.
Noosa Junction Transit Centre will continue to be promoted as the primary Park & Ride location
for the other TransLink bus services with buses departing approximately every 7-15 minutes.
3. Information Systems – Variable Message Signs & Go Noosa App
a. Variable Message Signs
It is proposed to provide real time parking availability depicted as, green - available, orange –
some capacity, or red – full / no capacity, for drivers entering the Noosa Heads area, by installing
high resolution video variable message signs (VMS) at the main vehicle entry points including:
Walter Hay Drive;
Eumundi Noosa Road;
David Low Way (Sunshine Beach end)
Cooroy Noosa Road. and
Noosa Junction and or Noosa Parade
Image 2: Roadside Digital Information Board - Car parking availability example message
It is proposed that the VMS signs be detailed in a way that provides a Noosa ‘Look and Feel’
holiday theme rather than appearing as roadworks signs. The system would be in place from 14
December 2019 to 27 January 2020 and 4 April to 19 April 2020. Consideration will be given to
focusing the messaging on providing car park availability when there is heavy congestion.
The Council owned variable message sign (VMS) will be used on Noosa Parade.
b. Go Noosa App
The Go Noosa App is a key tool for disseminating information about car parking availability in the
Hastings Street precinct, real time bus information and walking and cycling paths. The Go Noosa
App is free to download on App store and Google Play as well as through the webapp
(www.gonoosaapp.com.au).It is envisaged that the Go Noosa App will form a major source of
travel information to residents and visitors to Noosa.
4. Traffic Control & Wayfinding
It is proposed to manage peak holiday traffic over the Christmas and Easter period through the
use of manual traffic control. The aim of the traffic control is to:
improve accessibility to the Noosa Heads – Noosaville areas;
minimise traffic disruptions in the Noosa Heads – Noosaville areas;
give priority to buses and pedestrians, and
keep traffic moving so buses are not sitting in traffic queues.
Page 27 of 69
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Due to safety regulations, traffic controllers are required to wear high visibility clothing. In order to
create a festive atmosphere, it is proposed that traffic controllers wear tropical themed hats,
flower leis, Santa hats, bunny ears etc. Traffic controllers will also undergo Tourism Noosa’s
“Welcome to Noosa” training.
Based on previous Go Noosa trials it is proposed to have the traffic control on call every day over
the Christmas and Easter Queensland state school holidays from 8am-4pm with the option to
stand down or reduce hours based on traffic and weather conditions.
To further assist pedestrians, it is proposed to install temporary wayfinding signage in the
Hastings Street precinct to inform people of key attractions including Main Beach, Noosa
Junction etc. The signage will be in place for the duration of the Queensland Christmas and
Easter state school holidays
Temporary signage will be installed at Noosa Junction informing people of the location of long
stay car parking.
5. Noosa Parade and Noosa Drive – Temporary Bus Queue Jump Trials
It is proposed to trial the use of a temporary bus queue jumps in conjunction with traffic control
from the 26 December 2019 to the 5 January 2020. The trial would take place during the busiest
time of year and aims to reduce the time buses are caught in traffic congestion providing further
incentive to utilise public transport over the private car. The bus queue jumps would be located
at:
a) Noosa Parade, on the inbound lane to Hastings Street from the bus stop opposite Witta
Circle to the Garth Prowd Bridge. Due to the limited road width on Noosa Parade, the trial
would result in the temporary replacement of 13 car parks being used for the bus queue
jump. Further consideration will be given to bus priority between the bridge and the bus
stop.
b) Noosa Drive on the inbound lane to Hastings Street between Grant Street and Hibiscus
Avenue. Ideally the queue jump would occur closer to the Noosa Drive and Noosa Parade
roundabout however this is not possible given the narrowness of the road. The only
available option is between Grant Street and Hibiscus Avenue.
Refer Attachment 2 for concept of the proposals, noting details are being progressed by
Council’s consulting engineers and traffic control providers and final details may vary. All
proposals are subject to Council’s engineering review to ensure safety is a priority. The
effectiveness of the bus queue jump trials will be evaluated by comparing bus travel times, driver
feedback, observations and a review of the overall establishment process. Residents &
employees in the area will be informed of the temporary changes. Use of the bus queue jumps
over the Easter long week-end will be dependent on the outcomes of the Christmas trial.
6. Parallel Parking in Hastings Street
Observations have shown that parallel parking in Hastings Street during peak periods can
exacerbate traffic congestion due to the time vehicles take to reverse parallel park. Based on the
2018/19 Go Noosa trials, the temporary reassignment of eight parallel car parks had the desired
effect of improving the flow of traffic along Hastings Street and in turn improving vehicle access
to the 400 car parking spaces in Noosa Woods.
It is proposed that four parallel parks be temporarily replaced with increased footpath space
through the use of existing bollards and four parallel parks be temporarily replaced by loading
bays from the 14 December 2019 to the 27 January 2020 and the 4 April to the 19 April 2020.
Page 28 of 69
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
7. Noosa Heads Lions Park – Car Park
The Noosa Heads Lions Park reserve is owned by the State Government Department of Natural
Resources Mines and Energy (DNRME) with Noosa Council as public trustee for the open space
reserve. For over twenty years, the Noosa Heads Lions Park has been used for paid parking at
peak holiday times. The car park has been managed by the Tewantin-Noosa Lions Club on
behalf of Council with a portion of car parking revenue going to the Tewantin-Noosa Lions Club
for their charitable works. The revenue from the 2018/2019 holidays periods also provided
revenue towards the Peak Period Traffic Management trials.
At Easter 2019, DNRME advised Council that the parkland is intended for open space recreation
and is not supportive of it being used for paid parking, especially during peak holidays as this is
the time of year the public are wanting to access public spaces. This change is a significant
reduction in overflow car parking at peak times and Council has investigated alternative options
to provide additional free car parking as detailed in the table below:
Table 1: Alternatives to the Noosa Heads Lions Car Park
Additional free park & Pros Cons/Risks
ride location options
Chaplin Park, Gympie Approx. 200 car parks Requires DNRME approval
Terrace Access to existing free Park currently used for
TransLink services - 15 minute recreational purposes.
frequency Constrained entry/exit to the site.
Also accessible to proposed Grass & weather dependent.
free Noosa branded shuttle
bus loop.
The J & AFL Grounds, Approx. 500 car parks Requires DNRME & AFL Club
Weyba Road. combined approval
Relative proximity to Hastings Not available Sunday am to
Street and midday
services accommodation Requires TransLink approval for a
providers. dedicated shuttle bus as existing
Provides transport option for free TransLink services not on a
2000+ Hastings St employees. 15 minute frequency
Not weather dependent Gravel and unmarked bays.
Also accessible to proposed
free Noosa branded shuttle
bus loop.
Bicentennial Hall/St Approx. 150 car parks Requires TransLink approval for a
Thomas More Relative proximity to Hastings dedicated shuttle bus as existing
Street. free TransLink services not on a
15 minute frequency.
Not accessible to proposed free
Noosa branded shuttle bus loop.
Cooroy Railway Station Approx. 80 car parks Significant distance from Hastings
EV charging station available St
Car parks already used by rail
commuters
Requires Qld Rail approval
Requires TransLink approval for
a dedicated shuttle bus as
existing free TransLink services
not on a 15 minute frequency
Only capturing hinterland
residents and visitors from Bruce
Highway
Not accessible to proposed free
Noosa branded shuttle bus loop.
Page 29 of 69
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Additional free park & Pros Cons/Risks
ride location options
Peregian Digital Hub Approx. 80 car parks Distance from Hastings Street
Sealed Car parks already used by Digital
Hub & Peregian Market
Requires TransLink approval for
a dedicated shuttle bus as
existing free TransLink services
not on a 15 minute frequency
Only captures Peregian/Marcus
Beach residents and visitors using
David Low Way/Sunshine
Motorway
Not accessible to proposed free
Noosa branded shuttle bus loop
Stage 3 construction in progress.
Negotiations with DNRME are continuing on alternative locations, however it is considered that
the Noosa AFL Ground provides the most advantageous additional free park and ride location.
The introduction of a new free Park and Ride site in combination with the free Noosa branded
shuttle bus is anticipated to maintain public accessibility to the Hastings Street precinct. The use
of Park & Ride and public transport provides greater alignment with the Transport Strategy.
Notwithstanding the Council efforts, there may be a negative reaction by public and the Hastings
Street business community regarding the DNRME advice and may request Council to act
contrary to the advice and continue with use of Lions Park as over flow paid parking.
8. Marketing
The Go Noosa brand was established in 2018/19 and will be promoted again in 2019/20. To
encourage public awareness of transport options, Go Noosa will be marketed to residents,
visitors and employees.
Marketing includes but is not limited to:
Posters
Energex pole banners
Shirts and hats for traffic controllers and bus drivers
Signage at bus stops
Wayfinding signage and pavement markers
Park and ride signage
Go Noosa mascot
Radio advertisements and
Paid newspaper advertisements outside of Noosa Shire.
Evaluation from previous year marketing indicated that each of the above marketing methods
raised the awareness of alternative travel choices.
9. Evaluation
Go Noosa 2019/20 results will be compared with the 2018/19 Go Noosa results as well as the
traffic and parking survey from 3 January 2018 and 2019.
Additional sources of evaluation will include but are not limited to:
Traffic counters (pedestrian, cyclist, vehicle);
Bus patronage data;
Bus travel time information;
Queue length data;
Survey (face-to-face and online); and
Stakeholder feedback.
Page 30 of 69
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Previous Council Consideration
Ordinary Meeting Minutes, 20 June 2019, Item 18, Page 16
That Council note the report by the Project Manager Transport Innovation and Project Officer to
the Services and Organisation Committee Meeting dated 11 June 2019 regarding the Go Noosa
– Christmas 2018-2019 and Easter 2019 Peak Period Traffic Management Trials evaluation.
Finance
It is proposed that the ‘Go Noosa’ Peak Period Traffic Management for the Christmas 2019 and
Easter 2020 be funded by the Sustainable Transport Levy which generates approximately
$912,000 per annum. It is estimated that the costs for the Peak Period Management Plan
Initiatives are $637,350. Refer details below:
Sustainable Transport Levy balance as at 30 June 2019 $2,300,000
Peak period traffic management plan cost estimate Xmas & Easter. Refer details below. $607,000
Contingency 5% $30,350
Sub total $637,350
Remaining Sustainable Transport Levy balance $1,662,650
Page 31 of 69
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Peak Period Traffic Management Plan Cost & Revenue Summary
Proposal New / Dates Estimated Comments
Existing 14 Dec 2019 – 27 Jan 2020 = Christmas Cost (excl.
initiative holidays GST)
4 – 19 April 2020 = Easter Holidays
Free Holiday Buses
Peak period free holiday buses Existing 14 Dec 2019 - 27 Jan 2020 $111,000 TransLink is paid for loss of revenue
(5 TransLink Noosa services) not full cost of service.
4 -19 April 2020
$40, 000
Peregian 064 free shuttle bus (064 operates in Existing 14 Dec 2019 - 27 Jan 2020 $72,000 Council pays Sunbus for full cost of
parallel to 620 Maroochydore to Noosa service. service.
620 unable to be offered as a free service) 4 -19 April 2020
$42,500
New trial proposal - Park & Ride free shuttle bus New 14 Dec 2019 - 27 Jan 2020 $65,000 TransLink proposal requires a
loop service service change. Council pays
4 -19 April 2020 TransLink for full cost of service.
$23,000
Sub total $353,500
Information Management System
Car parking availability (VMS & App) Existing 14 Dec 2019 - 27 Jan 2020 $40,000 Yet to confirm if able to install
additional VMS on Noosa Drive.
4 -19 April 2020
$25,000
Sub total $65,000
Traffic Control & Wayfinding
Traffic Control Existing As required: $75,000 Previous year estimate $58,200.
14 Dec 2019 - 27 Jan 2020 Allow additional costs for additional
controllers associated with bus
4 -19 April 2020 queue jump. Scope yet to be
$60,000
confirmed.
Page 32 of 69
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Proposal New / Dates Estimated Comments
Existing 14 Dec 2019 – 27 Jan 2020 = Christmas Cost (excl.
initiative holidays GST)
4 – 19 April 2020 = Easter Holidays
Temporary wayfinding Existing 14 Dec 2019 - 27 Jan 2020 $2,500 Allowance for installation and
removal.
4 -19 April 2020
$2,500
Sub total $140,000
Temporary Bus Queue Jump
Costs associate with planning and line marking New 26 Dec 2019 – 5 Jan 2020 $10,000 Allowance only. Scope of costs yet to
of temporary bus queue jump. be determined. Note cost only for
Christmas holidays.
Noosa Heads Lions Park – Car Park
Note no revenue proposed to be generated due New $0 Note previous Christmas and Easter
to DNRME advice of no support. Holidays generated $88,320 in
revenue to Council.
Marketing & evaluation
Costs for developing and distribution of Existing 15 Dec 2018 to 28 Jan 2019 $23,500 Estimate as per previous year
marketing and evaluation of proposals
4 -19 April 2020 $15,000 Allowance. Scope to be confirmed.
Sub total $38,500
TOTAL $607,000
Engagement of various suppliers will be by financial delegation.
Page 33 of 69
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Risks & Opportunities
The below table identifies risks and mitigation for each initiative.
Free holiday buses (5 TransLink services & Peregian bus & Park & Ride loop shuttle bus )
Item Risk Mitigation
Scope/Deliverables Risk that bus movements are restricted by heavy congestion. The use of traffic control and the trial of a temporary bus queue
jump may partly mitigate this risk, however given the road network
this risk is not able to be fully mitigated.
TransLink yet to undertake internal approval processes for Maintain dialogue with TransLink contracts team and senior
shuttle bus service change. Risk that TransLink are unable to management.
offer shuttle bus service.
Additional Park & Ride sites are difficult to direct drivers to. Review wayfinding signage.
Parking at the AFL ground is confusing to public due to informal Determine temporary measures that can aid in parking.
parking arrangement
Loss of Lions Park to overflow paid parking is not accepted by Communicate DNMRE advice.
community. Maximise efforts to inform community on free alternative.
Park & Ride shuttle bus loop not well utilised. Promote the new Park & Ride shuttle bus loop. Acknowledge this is
a trial.
Agreement from stakeholders to operate Park & Ride from AFL Work with stakeholders to alleviate concerns.
Grounds and The J
Programme May create confusion regarding which bus is for Park & Ride and All marketing material will advertise routes clearly including free and
which buses are the regular TransLink services not free services as well as dedicated Park & Ride loop shuttle bus.
Finance Cost estimate yet to be provided for Shuttle loop. Costs may be Use Peregian shuttle costs as a guide.
higher than reported.
Opportunity Park & Ride loop shuttle bus to provide free buses until 10pm All marketing material to promote evening service on the Park &
(previously free services terminated at 7pm) this will allow Ride loop shuttle bus.
employees to make use of free buses as well as residents and
visitors to travel for free in the evening.
Park & Ride shuttle bus loop service will also service the Hillsong NA
patrons going to The J and Farmers Market Shoppers going to
the AFL grounds on Sundays.
Page 34 of 69
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Information Management Systems – VMS & App
Item Risk Mitigation
Scope/Deliverables VMS boards ineffective in advising motorists of parking Reduce the number of messages displayed on the VMS boards.
availability. Evaluate effectiveness of VMS boards through survey question.
Scope/Deliverables Low uptake in download of the Go Noosa App Marketing material will promote the Go Noosa App
Traffic Control & temporary wayfinding – Hastings St precinct
Item Risk Mitigation
Scope/Deliverables The traffic control may not be fully effective if not attended to Develop procedures that are appropriate and flexible and monitor to
diligently and in a fully coordinated approach. direct changes when needed.
Programme Traffic control seen as “road works” in Hastings Street Traffic controllers to undertake “Welcome to Noosa” training. Work
within existing standards to enhance the uniform for traffic
controllers to provide a festive, holiday atmosphere.
Finance Use of traffic control dependent on weather and traffic conditions Monitor need for traffic control and span of hours. Note inclusion of
contingency.
Temporary Bus Queue Jump
Item Risk Mitigation
Scope/Deliverable Bus queue jump is not long enough and does not give Monitor and measure.
measurable improvement.
The bus queue jump trial and the Noosa Parade design upgrade Mitigate through communications.
not in alignment
Finance Risk that costs for trial are not seen as value for money Acknowledge this is a trial to enhance the attractiveness of catching
a free bus over driving a car. Noosa Parade is significantly
congested during peak periods with proposed bus queue jump
designed to ensure buses are not stuck in congestion. Consider
increasing the use of the bus queue jump after the two week period.
Political Community oppose loss of parking. Key stakeholders have endorsed.
All marketing material and signage will explain that it is a temporary
change during the peak holiday period (2 weeks).
Page 35 of 69
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Temporary replacement of parallel parking on Hastings Street
Item Risk Mitigation
Scope/Deliverables People parking in the loading bays Infringement notices
Political Objection from traders and patrons to replacement of parallel HSA recommended the temporary replacement of parallel parking.
parking with temporary footpath and loading bays All marketing material and signage will explain that it is a temporary
change during the peak holiday period.
Opportunity Opportunity for more efficient delivery of goods to Hastings Note.
Street at busiest times of year.
Page 36 of 69
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Consultation
External Consultation - Community & Stakeholder
Stakeholder consultation:
Transport Steering Group members (Hastings Street Association, Tourism Noosa, Zero
Emissions Noosa, Noosa Junction Traders Association, Noosa Parks Association)
Tewantin-Noosa Heads Lions Club
Noosa AFL
Hillsong Noosa Church
Noosa Farmers Markets
TransLink – Marketing and Contracts.
Sunbus
Internal Consultation
Finance - Available funds in Sustainable Transport Levy
Transport Steering Group members
Property - Regarding Council trustee of Noosa Heads Lions Park
Departments/Sections Consulted:
X Chief Executive Officer Community Services x Corporate Services
Executive Officer Director Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
X Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development x Infrastructure Services
Director Director X Director
X Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 37 of 69
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 38 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
ATTACHMENT 1 PEAK PERIOD TRAFFIC MANAGEMENT PLAN 2019/2020 - SHUTTLE BUS LOOP
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Page 38 of 69Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 39 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
ATTACHMENT 2 PEAK PERIOD TRAFFIC MANAGEMENT PLAN 2019/2020 BUS QUEUE JUMP
PROPOSALS
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Page 39 of 69Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
4 1819T084 RUFOUS STREET STAGE 3 CONTRACT AWARD
DOCUMENT INFORM AT ION
Author Director Community Services, Kerri Contini
Index ECM/ 46.02 - Council Owned Buildings / Properties
Attachments 1. Preliminary design images
2. Crowe Australasia Probity Report
3. 1819T084 Evaluation Workbooks – Separable Portion 1, 2 and 3
EXECUTIVE SUMMARY
This report provides a recommendation for the tender award to the preferred contractor for the
Design and Construction of the Rufous Street Beach Community House, Overflow Carpark and
landscape works.
RECOMMENDATION
That Council note the report by the Director Community Services to the Services & Organisation
Committee Meeting dated 8 October 2019 and award the tender 1819T084 – for the Design and
Construction of Rufous Street Community House (Stage 3) and Car Park to Ri-con Contractors
Pty Ltd.
REPORT
1. Background
Council received a combined $2.7 million of grant funding from the Federal Government under
the ‘Building Better Regions’ and the State Government under the ‘Maturing the Infrastructure
Pipeline Program’ to construct the third stage of the Rufous Street Masterplan, which included
the two major elements of the new Peregian Beach Community House and repurposing the
existing community house to expand the Digital Hub.
Council has progressed the design and tendered for the following three separable portions of
Stage 3:
New Peregian Beach Community House building;
New 23-space overflow carpark beside Di Hurst oval, and
Landscaping to the open greenspace.
Once all of Stage 3 is constructed, this will total $10.2M of Council, State and Federal
Government investment into the Rufous Street precinct over the past 5 years which includes:
2014-5 Land purchase and site preparations at a cost of $1M
2016-18 Masterplan for the Rufous St precinct, design and construction of Rufous Street,
Digital Hub and car parking at a cost of $4M
2019 - 2020 Planning, Design and construction of New community house, Digital Hub
expansion, additional car parking and greenspace at cost of $5.2M
2. Design
The preliminary design for each component was refined in accordance with the general layout of
the Rufous Street Masterplan and concept design and in consultation with the Peregian Beach
Community House committee and Rufous Street Project Control Group. The preliminary design
is also in accordance with the MCU approval.
Page 40 of 69
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
The design was developed to provide enduring, adaptable and complimentary community
facilities that are suitable to the Peregian Beach location, minimise energy use, and be in keeping
with the Noosa Design Principles.
As part of Council’s expedited project delivery model to meet the Federal and State Government
funding timeframes the design was progressed to preliminary design supported with
performance-based specifications and tenders invited on a design and construct contract basis
where the contractor is to develop the preliminary designs for construction. Refer Attachment 1 –
Preliminary Design images.
3. Tender process
Council prepared and called for public tenders in accordance with the Local Government Act
2009.
Tender 1819T084 was released via VendorPanel on Monday 17 June 2019 and also advertised
in the Noosa News on Tuesday 18 June 2019 and in the Sunshine Coast Daily on Saturday 22
June 2019. The tender closed on Tuesday 13 August 2019 with four compliant submissions
received.
To support and monitor the tender process, Crowe Australasia were commissioned as
independent probity advisors. Refer Attachment 2 – Probity Advisor Report.
4. Tender Assessment
The tender evaluation panel undertook an assessment of each separable portion and of the
following conforming tender submissions, which are listed in alphabetical order:
BBN Constructions;
Midson Construction;
Murphy Builders; and
Ri-con Contractors Pty Ltd Contractors.
There were two additional submissions that were assessed as non-conforming and were not
considered.
The conforming tenderers were evaluated using the following criteria:
Capability and Resourcing;
Contract experience and Capacity;
Methodology;
Quality;
Workplace Health and Safety;
Environment and Sustainability;
Contribution to Local Economy; and
Price.
The Tender evaluation panel have completed the evaluation process and considers Peregian
Beach-based Ri-con Contractors Pty Ltd to be the most advantageous to Council and presents
the best value for money. Ri-con Contractors Pty Ltd Contractors tender submission is favourable
on the following basis:
Ri-con demonstrated the methodology, experience, capability and necessary resources
and processes in place to deliver the design and construct project within the specified time
frame and to produce a final building that will conform to the Noosa Design Principles and
the expectation of the community.
Their tender demonstrated economic benefits through strong local content.
Ri-con’s nominated team includes architects, Bark Design, and Peregian-based landscape
architects, Vee Design, who have a demonstrated record of producing designs in keeping
with Noosa Design Principles.
They scored highest for non-price criteria.
Their total tender price is the lowest price.
Page 41 of 69
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Refer Attachment 3 – 1819T084 Tender Evaluation Summary
5. Program
The estimated works program is as follows:
Carpark complete prior to Christmas 2019.
Community house building complete by September 2020.
Landscape works complete prior to Christmas 2020.
Previous Council Consideration
Nil
Finance
Capital costs
The below table identifies the estimated project capital costs of the tendered stage 3 elements.
Table 1. Capital Costs
Component Cost (excl. GST)
Cost to date (13 Sept 2019) $281,162
Tendered contract value (new Community House, new carpark, $3,190,671
Landscaped greenspace)
Consultants and staff costs $105,520
Portable Long Service Leave $17,100
TOTAL $3,594,453
Contingency 20% $718,891
PROJECT COSTS $4,313,344
The total project costs are within budget and provides sufficient funds for the remaining elements
of stage 3.
Whole of life cost analysis
In accordance with Council internal policy, a detailed analysis of the expected operating,
maintenance, and depreciation for the Rufous Street Stage 3 infrastructure and services is under
development. The methodology and analysis are well-developed, with operating and
maintenance cost forecasts developed to reflect expected levels of service for the assets, along
with consideration of more direct, fixed operational costs (such as electricity, insurance, cleaning)
that rely on recent experience with similar Council infrastructure.
Specifically, the whole of life costing considers:
Annual operating costs – the ongoing costs required to keep the asset in operation.
Annual maintenance costs – the ongoing costs required to keep the asset at a desired
condition level.
Depreciation – consumption of assets and infrastructure over an estimated useful life.
It is important to note that given the design and construct nature of the tender process, the
finalisation of the whole of life costing exercise will occur following award of the tender and
completion of the detailed design and costings by the contractor. Based on current estimated
construction costs, the analysis is outputting annual maintenance and operating costs in the
vicinity of $250k per annum, with ongoing depreciation expense in the vicinity of $150k per
annum (with a detailed breakdown by asset type yet to be finalised). Assuming a total future
ongoing operating budget impact of $400k, this equates to a general rate impact of approximately
0.8%.
Page 42 of 69
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
The analysis takes a conservative approach regarding operations and maintenance to ensure
that Council can appropriately and adequately consider financial sustainability impacts on
Council and the community.
A new lease is to be established with the Peregian Beach Community House that will consider
the new operational costs and any potential opportunities to offset.
Risks & Opportunities
Finance Risks Mitigation
Council request for scope increases. This is to be mitigated through Project Control
Group and Capital Works Executive management
and limitation of client requested scope variations.
Community requests for scope changes once Council acceptance of scope as awarded with
construction commences and project becomes intention of not increasing scope.
publicly visible.
Geotechnical conditions give rise for contractor Pre tender geotechnical investigations, and
claiming variation costs. specifically drafted contract conditions have
mitigated much of this risk
Contractor claims for variations based on changes This has been mitigated through the lump sum
required for design. design and construct procurement method with
further mitigation to be managed through the
Project Control Group.
Clashes with underground services give rise for The contract conditions require full investigations
contractor claiming variation costs. by the contractor before proceeding with work. Pre
tender “Dial before you dig” report on the entire
site has concluded that the likelihood of clashes
that would give rise to a latent condition is
mitigated. This report is part of the tender
documents.
Contingency amount being insufficient This project has a reasonable level of contingency
at 20% and the site is considered relatively low
risk, hence unlikely to be a high risk.
Program Risks Mitigation
There is the potential that the project is delayed The site is to be managed to minimise lost time
due to above average wet weather from weather. The site is predominantly free
draining sand and generally lower risk of effects of
wet weather. The project can be delayed for up to
4 months before impacting the funding deadline.
The project has contingency measures to mitigate
knock on effects to other stages.
Resource risk The project has no unusual construction
requirements. All construction components can be
filled by experienced local contractors if required.
The appointment of an external superintendent
and design review consultant mitigates the
resourcing risk for Council.
Structure construction takes longer than allowed The contractor is well resourced with an ability to
for. increase crews to reduce risk of delays.
Page 43 of 69
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Safety Risks Mitigation
This is a medium to low risk project due to the Ri-con Contractors Pty Ltd Contractors have
working at heights up to 8 mtrs above ground, extensive experience at this scale and type of
with relatively flat topography and adequate space project and would be appointed as the Principal
for normal construction activities Contractor responsible for all Workplace Health
and Safety of the site. Prior to construction
commencing, work place health and safety and
pedestrian and traffic management plans will be
required to be submitted to Council for review.
Regular audits on contractor compliance with
these approved plans will be undertaken by
Council throughout construction.
Preschool, and community Traffic and pedestrians Specific requirements for contractor to manage
must share Rufous street with construction safety of pedestrians and traffic are included in the
vehicles and machinery operating and accessing contract conditions. Regular audits on contractor
the work site. compliance with these approved plans will be
undertaken by Council throughout construction.
Environmental Harm Risks Mitigation
There is risk that the car park works impact The alignment of the car park was developed to
vegetation by machinery coming into contact reduce the risk of vegetation impacts by aligning
above and below ground. the southern edge clear of the tree line.
A hold point will be established prior to excavation
and a risk based approach for construction
methodology to ensure impacts are minimised.
Scope And Quality Risks Mitigation
Risk of not meeting project objectives To be managed through Council staff reviews
supported by specialist consultants who developed
the original design and specifications.
Public Disruption And Council Reputation Mitigation
Risks
Access during construction, there will be disruption Specific requirements for contractor to manage
to the public as a result of the works. There is a safety of pedestrians and traffic are included in the
risk that the proposed pedestrian and traffic contract conditions. Regular audits on contractor
management plans do not provide an acceptable compliance with these approved plans will be
level of service during the construction period undertaken by Council throughout construction.
There will be regular contact with adjacent tenants
to review for impacts as well as weekly review of
systems in place and seek opportunities to
improve wherever possible.
There is risk that notification is insufficiently in Council is regularly updating the project news on
advance of the works due to the probity nature of the Council web site. Council community
tender processes and the short period from award development team will Liaise with Community
to commencement. organisations throughout the project.
Noise may be a cause of disruption due to noise Specific requirements for contractor to manage
from plant and equipment. safety of pedestrians and traffic are included in the
contract conditions. Regular audits on contractor
compliance with these approved plans will be
undertaken by Council throughout construction.
This will be minimised wherever possible through
having as much of the materials cut to size and
preassembly prior to arriving on site.
Page 44 of 69
Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Public Disruption And Council Reputation Mitigation
Risks
Vibration Not expected to be of concern due to excavation in
soft soils. Specific requirements are included in the
conditions to ensure that adequate notification of
surrounding tenants is provided.
Amenity of the site reduced by construction Propose to appropriately screen construction
process and not acceptable for surrounding fencing and work areas.
tenants.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries X Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 45 of 69
Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 46 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
ATTACHMENT 1— PRELIMINARY DESIGN IMAGES
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Page 46 of 69Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 47 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
ATTACHMENT 1— PRELIMINARY DESIGN IMAGES
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Page 47 of 69Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 48 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
ATTACHMENT 1 — PRELIMINARY DESIGN IMAGES
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WHOLE OF STAGE 3 PROJECT SCOPE
Page 48 of 69Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 49 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Attachment 2
J Crowe Findex (Aust) Pty Ltd
ABN 84 006 466 351
Level 16 120 Edward Street
Brisbane QLD 4000
Australia
Main +61 (07) 3233 3555
/ Fax +61 (07) 3233 3567
jz:ne
Contact: John Zabala www.crowe.com.au
11 September 2019
Ms Leigh Mooney
Procurement and Contracts Adviser
Noosa Shire Council
PO Box 141
TEWANTIN QLD 4565
Via Email: [email protected]
Dear Leigh
Probity Advisory Services — Rufous Street Project, Stage 3 Tender Process
Crowe was engaged by Noosa Council (Council) to perform Probity Advisory Services over the Rufous
Street Project, Stage 3 Tender Process. This letter outlines the processes undertaken and documents the
findings identified from performing the Probity Advisory Services at Council during the period 16 May to
9 September 2019.
The Crowe team appreciate the opportunity to have assisted Council in performing the Probity Advisory
Services. We would like to acknowledge the assistance provided by Council personnel during the
engagement. Council Management and staff were receptive of any feedback provided throughout the
engagement.
Objective
As Probity Adviser, the objectives requested by Council for the Tender was to:
e Ensure Council conforms with processes designed to release the Tender.
e Check there was accountability and oversight of the assessment panel deliberations.
e Ensure all bids were assessed and evaluated using the same criteria and in accordance with the Local
Government Regulation Contracting Principles and the evaluation criteria outlined in the Tender
documentation.
e Preserve public and bidder confidence in Council's processes.
e Improve defensibility of decisions to potential legal challenges or other external scrutiny.
e Provide an advisory report to accompany the engagement recommendation to the Council Committee
Meeting.
The title ‘Partner’ conveys that the person is a senior member within their respective division and is among the group of persons who hold an equity interest
(shareholder) in its parent entity, Findex Group Limited. The only professional service offering which is conducted by a partnership is the Crowe Australasia external
audit division. All other professional services offered by Findex Group Limited are conducted by a privately-owned organisation and/or its subsidiaries.
Findex (Aust) Pty Ltd, trading as Crowe Australasia is a member of Crowe Global, a Swiss verein. Each member firm of Crowe Global is a separate and independent
legal entity. Findex (Aust) Pty Ltd and its affiliates are not responsible or liable for any acts or omissions of Crowe Global or any other member of Crowe Global. Crowe
Global does not render any professional services and does not have an ownership or partnership interest in Findex (Aust) Pty Ltd. Services are provided by Crowe
Australasia, an affiliate of Findex (Aust) Pty Ltd. Liability limited by a scheme approved under Professional Standards Legislation. Liability limited other than for acts or
omissions of financial services licensees.
© 2019 Findex (Aust) Pty Ltd
Page 49 of 69Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 50 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Current Status of the Tender
At the conclusion of the Probity Advisory Services, the Tender had proceeded to the stage of a
recommendation of a contract award to Council being prepared, detailing the evaluation team’s
recommended outcomes. We understand this recommendation is due to be presented to the General
Committee planned for 16 September 2019.
Overall Probity Assessment
Our overall assessment of the Tender processes identified the following:
e The Tender was undertaken in a manner that complies with Council’s procurement policy and the
established Probity Plan.
e Alltenderers were given equal opportunity and were treated fairly and consistently.
e The Tender evaluation process was undertaken in a manner free of bias and the ranking is a true
representation of the tenderers’ offers.
Scope of the Engagement
We provided Probity Advisory Services over the Tender and checked Council’s approach to market is in
accordance with the Local Government Framework. A summary of the activities / procedures performed are
included in Appendix 1.
Summary of Observations
Two (2) observations, summarised below, were identified during the performance of the Probity Advisory
Services:
e Observation 1 — Late identification of potential conflict: The Probity Adviser was advised after
tender responses closed on 14 August that the consulting engineer had been included in a tender
response. The Probity Adviser provided recommendations to Council on how to manage perceived
conflicts of interest during the Tender consideration process in relation to the consulting engineer. The
outcome was to send out a confirming probity form to the engineer.
e Observation 2 - Consideration of confirming tenders: At the commencement of the Tender
evaluation meeting, confirmation was obtained that the panel were not conflicted in being able to assess
the conforming tenders as submitted.
A detailed listing of all procedures performed is included in Appendix 1 to this letter. These procedures were
undertaken, and no further observations were identified.
Basis and Use of this Letter
This letter has been prepared in accordance with the objectives, scope and approach set out in the Proposal
Letter dated, 17 April 2019 and subject to the limitations set out in Appendix 2 (Basis and Use of the Report).
Yours sincerely
Crowe
John Zabala (FCA)
Senior Partner
Page | 2
Page 50 of 69Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 51 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Appendix 1 — Scope and Procedures
Detailed below are the procedures performed as part of the Probity Advisory Services.
1. Planning Activities
e We obtained copies of relevant documentation for the Rufous Street Project, Stage 3 Tender
Process to obtain an understanding of activities undertaken to date by Council.
2. Security and Risk Management
e In utilising VendorPanel to manage the release and submission of all Tenders, we checked that
Council maintained appropriate access controls with the software provider and reviewed the audit
trail for documents submitted, requests for clarification and responses.
e Checked that Council has established a risk register for the Tender management of the project.
3. Confidentiality and Conflicts of Interest
e Wechecked that Council has processes in place to observe that confidential and commercially
sensitive information is protected and only accessible by appropriate personnel. We checked that all
Council staff associated with the Tender have been briefed regarding confidentiality and that all
Council employees involved with the Tender process have signed and returned to Management a
copy of the Confidentiality and Conflicts Declaration.
e We supported the process to review and assess complaints or notified conflicts of interest, including
performing additional investigation when required.
e For any identified Conflicts of Interest, we checked that Management have taken appropriate action
to disclose the conflict and minimise the impact on the Tender evaluation process.
4. Timeframes and Briefing Sessions
e Wewere provided with probity briefings to the panel members on 18 June 2019.
e Wechecked that Council has processes in place to:
o Notify / advertise the release of the Tender to all interested parties (in accordance with Council
policies).
o Notify all interested parties if there is any change made to the Tender information.
5. Evaluation Criteria
e Wechecked that each response document meets the mandatory conditions of a conforming Tender
response, outlined in the Tender documents (e.g. delivered on time).
e Wechecked that all suppliers have access to information about any change and have equal
opportunity to change their bids / submissions.
e Wechecked that Council has performed due diligence of short-listed responses (including
ownership, litigation, Director profiles, financial viability / security and past history, etc.).
e We attended and observed evaluation panel meetings.
e Wechecked that the evaluation criteria has been applied uniformly and that the evaluation panel's
recommendations are justifiable (e.g. documented reasoning for the preferred tenderers that is clear
and defensible).
Page |3
Page 51 of 69Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 52 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Appendix 2 — Basis and Use of this Letter
We were engaged by Noosa Council (the client) to provide Probity Advisory Services and the scope of our
activities was determined by Management.
This letter has been prepared in accordance with the objectives and approach agreed in the Proposal Letter
dated, 17 April 2019 and subject to the following limitations:
e This letter provides limited assurance which recognises that absolute assurance is rarely attainable, due
to such factors as the use of judgment in gathering and evaluating evidence and forming conclusions,
and the use of selective testing, and because much of the evidence available for review is persuasive
rather than conclusive in nature.
e Because of the inherent limitations of any probity review, it is possible that errors or irregularities may
occur and not be detected.
e The matters raised in this letter are only those which came to our attention during the course of
performing our procedures and are not necessarily a comprehensive statement of improvements that
might need to be made. We cannot, in practice, examine every activity and procedure, nor can we be a
substitute for management's responsibility to maintain adequate controls over the evaluation of the
Tender. Accordingly, Management should not rely on our letter to identify all weaknesses that may exist
in the systems and procedures under examination, or potential instances of non-compliance that may
exist.
e We believe that the statements made in this letter are accurate, but no warranty of completeness,
accuracy or reliability is given in relation to statements and representations made by, and the information
and documentation provided by, the client's management and personnel. We have indicated within this
letter the sources of the information provided. We have not sought to independently verify those sources
unless otherwise noted within the letter. We are under no obligation in any circumstance to update this
letter, in either oral or written form, for events occurring after the letter has been issued in final form
unless specifically agreed with the client. The internal audit findings expressed in this letter have been
formed on the above basis.
e Recommendations for improvement should be checked by Management for their full commercial impact,
before they are implemented.
e This letter is not to be used by any other party for any purpose, nor should any other party seek to rely
on the opinions, advice or any information contained within this letter. In this regard, we recommend that
parties seek their own independent advice. Crowe Horwath disclaims all liability to any party other than
the client for which it was prepared in respect of or in consequence of anything done, or omitted to be
done, by any party in reliance, whether whole or partial, upon any information contained in this letter.
Any party, other than the client for which it was prepared, who chooses to rely in any way on the
contents of this letter, does it so at their own risk.
e The information in this letter and in any related oral presentation made by Crowe Horwath is confidential
between Crowe Horwath and the client for which it was prepared and should not be disclosed, used or
duplicated in whole or in part for any purpose except with the prior written consent of Crowe Horwath.
An electronic copy or print of this document is an UNCONTROLLED COPY.
Page |4
Page 52 of 69Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 53 of 69
Final Evaluation SP1 Carpark
NOOSA SHIRE COUNCIL _ Weighted Attribute Evaluation Spreadsheet - Final Evaluation
ee
SL
INAME OF TENDERER PRICE
(Conforming Tenders Only) (excl of GST)
1
2
3
4
NON-CONFORMING TENDERS
a) CS
i 2 3 4 5 6 7 8 9 10
Resultant score Resultant score ‘slant pata
eS cee weight! gh eigt weighti: st
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pemee Pm pem fp pm pe pm pm fm fe fem |e pmtefm[»fm> elm]. lo,
omy mw fle | | as [om | as | so | a | 0 | om | io | om | o | om | o | om | o | om | o | om |
joemy Pm fe fo fw fm pew fa fe fe fom fe fom fe fom fe fom | o fom] o | ww |
mommy | =f» fe fm)» fw) »fw]efem, fmf elm] » fm elem]. |,
foeamwnaemem | mf fe= |= |) =|m{elm|>fm{+lm[efm[«lm|-[m|-]om
featteciatscore | ome | tee | sose sess vas | omc mlm
tomar a a
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Total Fees (Pc) $339,069 $351,858 $356,156 $466,138 $0 so $0 $0
[Average Fees (Pav) $..scsssusseusssnseee
Price Score 110 107 106 7 0 0 ° 0
Normalised Price Score (Pn) 100 97 96 70 0 0 oO o
Weighted Price Score (Pw)
Ta pe tn pe a
Evaluation Chair & Assesment Panel Member 1
|____ Assesment PanelMember2 | Flexure Pty Ltd (external consultant) |
| __ Assesment PanelMember3|Project Coordinator, Infrastructure Services |
| _ Assesment Panel Member | Technical Officer ~ Capital Planning, Infrastructure Services _|
[Assesment PanelMemberS | WH&S Advisor, Executive Services |
[Mechanical Engineer Specialist [RPG Consulting Engineers Ptyttd
1819T084 - Evaluation Workbook_Car ParkSection 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 54 of 69
Final Evaluation SP2 Community House
NOOSA SHIRE COUNCIL _ Weighted Attribute Evaluation Spreadsheet - Final Evaluation
erie ise cmmiyiose ae acre |
[ewan femme CS
INAME OF TENDERER PRICE
(Conforming Tenders Only) (excl of GST)
1
2
3
‘4
NON-CONFORMING TENDERS
1 2 3 4 5 6 7 8 9 10
a
Resultant score Resultant score ‘slant pata
eS cee weight! gh eigt weighti st
somoanyaneroung | tome Tm | em | so | sm | | so | | vm | o | om | o | om | o | om | o | om | o | om | o | om |
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peomene —P m fm fp [ om ps [= fe lm fe peol?lmfe fms lm) elo] fo
uy me fw Pe fas Pm fase | foam To fom fo fiom fo fom fo fom | io fom | oo | om |
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foommasaammy | =f» [|= |») |=,e[»[-fa[»[=>efm[«lm]e[o] ||
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Total Fees (Pc) 40% $2,569,328 $2,597,199 $2,676,418 $2,971,360 $0 $0 $0 $0
Average Fees (Pav) S.ccssseesssseesneees $2,703,576
Price Score 105 104 101 90 0 0 0 0
|Normalised Price Score (Pn) 100 99 96 86 0 0 0 0
Weighted Price Score (Pw)
(na oreipaeenpaecene or
Evaluation Chair & Assesment Panel Member 1
|_______ Assesment PanelMember2 | Flexure Pty td (external consultant) |
|___ Assesment Panel Members| Project Coordinator, Infrastructure Services|
|______ Assesment Panel Member | Technical Officer - Capital Planning, Infrastructure Services _|
L____AssesmentPanelMemberS | WHS Advisor, Executive Services |
[Mechanical Engineer Specialist] RPG Consulting Engineers Ptyltd
1819T084 - Evaluation Workbook_Community HouseSection 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 55 of 69
Final Evaluation SP3 Landscaping
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
a
INAME OF TENDERER
(Conforming Tenders Only)
1
2
3
4
NON-CONFORMING TENDERS
aaa simnincin | wiowniow | wentwnos [wmmee |__|. |__|]. _]
1 2 3 4 5 6 7 8 9 10
= Resultant Resultant Resultant
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pwenosiey Pm Tm | rm | iss | sas | om | om | wo | vo [| om | o | [ o | om | o [om {| om | oo | om |
foo fe Po | se Tm | aw | fase Te fom | oo fom fe fom |e fom fo fom |e | om |
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‘otal Fees (Pc) 40% $227,197 $274,395 $282,274 $346,801 $0 $0 $0 $0 $0
Average Fees (Pav) $....ssscssssesssssesssees $282,667
Price Score 120 103 100 77 0 0 0 0 0
Normalised Price Score (Pn) 100 86 84 65 0 0 0 0 0
Weighted Price Score (Pw)
aaa a es
Evaluation Chair & Assesment Panel Member 1
Assesment Panel Member 2
|_ Assesment PanelMember3 | Project Coordinator, infrastructure Services|
|____ Assesment PanelMember4 | Technical Officer - Capital Planning, Infrastructure Services
Electrical Engineer Specialist
Mechanical Engineer Specialist
1819T084 - Evaluation Workbook_LandscapingSection 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
5 PROPOSED EXPRESSION OF INTEREST FOR THE NOOSA NAVY CADET FACILITY -
NOOSA DISTRICT SPORTS COMPLEX
DOCUMENT INFORM AT ION
Author Community Development Manager, Alison Hamblin
Community Services Department
Index ECM/ Subject / Property Management / Leases
Attachments 1. Site Map
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Community Development Manager to the Services &
Organisation Committee Meeting dated 8 October 2019 regarding the facility at the Noosa
District Sports Complex and agree to proceed to an Expression of Interest process regarding the
Noosa Navy Cadet facility to identify a suitable community group to offer a Trustee Lease for the
site, as detailed in the report.
REPORT
1. Purpose
The purpose of this report is to propose an Expression of Interest (EOI) process to identify a
suitable community group to offer a Trustee Lease for community activation of the Noosa Navy
Cadets facility - Noosa District Sports Complex, 31 Butler St, Tewantin.
2. Background
The land which the facility is located on is State Land Reserve for Recreation for which Council is
trustee. The building was constructed on the site in the mid 1980’s and consists of a main hall
(clubhouse) with cool room and bar area, an administration office area, storage area/breezeway,
canteen, two change rooms and male and female toilets. Adjacent to the building is a large shed
with two separate lockable areas. Tewantin – Noosa Cricket have the lease over the cricket fields
adjacent to the facility (separate lease area).
The facility was formerly the home of the Noosa Lions Soccer Club prior to their relocation to the
Girraween Sports Complex in 2012. The Noosa Cadets Committee Inc (Noosa Navy Cadets)
took over the lease of the building shortly after, however surrendered the lease in May 2019. The
Noosa Navy Cadets continue to occupy the facility informally, along with a number of community
organisations on an ad hoc basis.
The building has fallen into a state of disrepair and condition assessments conducted in 2017
and 2018 indicate considerable works are required to the facility to bring it to an operationally
functional condition. Preliminary estimations of the costs of works required are $100,000-
$150,000.
The Noosa District Sports Complex Master Plan is currently being drafted for presentation to
Council and for public feedback. It has involved consultation with site user groups and relevant
stakeholders to the site. The Plan provides the following recommendation for the facility: “Navy
Cadets to be relocated to a more suitable facility for their needs. Building to be repurposed for
other community/sports club needs”.
Page 56 of 69
Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
3. Approaches to Utilise Building
Council has received a number of approaches from community and environment groups seeking
space in the premises or for overall tenure of the building. It is critical that the future use of this
facility aligns with the existing stakeholders of the Sports Complex and the vision provided in the
Noosa District Sports Complex Master Plan (currently being drafted).
Based on interest received, staff believe an opportunity exists to reinvigorate the facility, attract
external capital investment and provide improved community outcomes, in line with Council’s
Community Purpose Land and Infrastructure Tenure Policy. The proposed model of tenure for
the site is:
Trustee Lease over the facility to a new community group;
Tenure with Provision for other users to enter into formal hire agreements with the Trustee
Lessee.
4. Expression of Interest Process
An EOI process is proposed to identify a suitable community group to lease the facility. The EOI
is proposed on the following basis:
Lease to be offered to incorporated not-for-profit community groups only;
Lease offered for a term of 10 years with the potential to negotiate up to 20 years upon
significant capital investment in the facility in accordance with the Community Purpose
Land and Infrastructure Tenure Policy;
A capital works plan for the facility for the term of the lease is required with evidence of
secured and potential funding;
An Indicative lease commencement date 1 January 2020;
Annual rent prescribed at 1 Unit in accordance with Council’s fees and charges (currently
equating to $309.50);
Community use must align with the gazetted reserve purpose (Reserve for Recreation) and
align with the recommendations of the Draft Noosa District Sports Master Plan;
Trustee Lessee to be responsible for facility maintenance and all operational costs.
The assessment criteria proposed are:
Space utilisation and activation planning – 20%
Contribution to local community (community involvement and community benefit) – 25%
Resources, capacity and affiliations – 30%
Capital investment and facility improvements – 25%
The EOI process is proposed to commence in November 2019 and will be listed on Council’s
website, advertised in the Noosa News and posted via VendorPanel (Council’s e-tender portal).
Additionally, the EOI will be advertised in Council’s Community Connect e-newsletter sent out to
not for profit organisations. The results of the EOI process will be reported to a future Council
meeting.
Previous Council Consideration
Nil
Finance
The tenure model proposes “peppercorn” rent for the not-for-profit groups, with the proposed
Trustee Lessee to be responsible for maintenance and operational costs for the facility.
Page 57 of 69
Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Risks & Opportunities
The proposed EOI process will allow Council to explore opportunities to activate the facility in line
with the Community Purpose Land and Infrastructure Tenure Policy. Depending on the outcomes
of the EOI process, Council may need to consider risks specific to certain use proposals.
Consultation
External Consultation - Community & Stakeholder
Noosa Cadets Committee (Unit Support Committee)
Australian Navy Cadets
Tewantin Noosa Cricket Club Inc
Queensland Cricket
Noosa Netball Association Inc
Noosa Beach Classic Car Club
Noosa Pipe Band
Office of Fair Trading
Internal Consultation
Procurement Advisor
Community Development Officer
Property Officer
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director x Director
Executive Support x Community Development Financial Services
Community Facilities ICT
Libraries & Galleries x Procurement & Fleet
Local Laws x Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 58 of 69
Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 59 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Noosa District Sports Complex —McKinnon Drive Entrance Site Map
PS ae é ee | Pe Ov ls ge as
ep | 1 —.: ei ll a a
ae ee rig Neetcae Fea al NG a
te : peat oo A eee Shon 2 Fi,’ oe ‘ ni , yes sii Bg ey eh |
-— et ty PO ah oR, thls x 7 Ce oT
, ; aon sa aX . a Boye j : = =~ 3 tei Fs ; sh
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Page 59 of 69Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
6 COMMERCIAL PROPERTY MANAGEMENT SERVICES - SUNRISE BEACH
NEIGHBOURHOOD SHOPPING CENTRE AND PEREGIAN DIGITAL HUB (TENDER
1920T016)
DOCUMENT INFORM AT ION
Author Property Officer, Hayley Jamieson
Corporate Services Department
Index ECM/ 46.01 Lease
Attachments 1. Tender Evaluation Matrix
EXECUTIVE SUMMARY
In August 2019, Council issued an Invitation to Tender for commercial property management
services for the Sunrise Beach Neighbourhood Shopping Centre and the Peregian Digital Hub.
The tender was posted on VendorPanel, Council’s e-tender portal, on 1 August 2019 and
advertised in the Noosa News on 2 August 2019 and the Sunshine Coast Daily on 3 August
2019. Applications closed on 3 September 2019 and a total of five submissions were received via
VendorPanel with one additional submission received after the tender closing time.
An evaluation panel was assembled with the required skill sets and relevant expertise to
undertake the assessment. Council’s tender evaluation panel scored the submission from
Colliers International (SC) Pty Ltd & CISC REM Pty Ltd the highest and noted its price, capability,
resourcing, contract experience and capacity is of suitable industry standard and met the tender
evaluation panel’s expectations.
The tender evaluation panel supports Colliers International (SC) Pty Ltd & CISC REM Pty Ltd’s
submission and it is recommended Council agree to enter into a property management services
contract for a total maximum term of up to 10 years.
RECOMMENDATION
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 8 October 2019 regarding Commercial Property Management Services for Sunrise
Beach Neighbourhood Shopping Centre and the Peregian Digital Hub and
A. Award contract 1920T016 to Colliers International (SC) Pty Ltd CISC REM Pty Ltd for the
Property Management Services Contract for an initial Five (5) year period commencing 1
November 2019; and
B. Authorise the Chief Executive Officer to extend the contract for a further One (1) x Five (5)
year period, subject to satisfactory performance, at Council’s sole discretion.
REPORT
1. Background
The property management services contract for the Sunrise Beach Neighbourhood Shopping
Centre (currently managed by Ray White Commercial Noosa & Sunshine Coast North) and the
Peregian Digital Hub (currently managed by Forde Property) will expire on 31 October 2019.
The new property management services contract will commence 1 November 2019 and seeks to
engage the services of a suitable entity to manage both sites for an initial five year period and a
subsequent five year term, subject to satisfactory performance at Council’s sole discretion.
Page 60 of 69
Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
2. Invitation to Tender
In August 2019, Council issued an Invitation to Tender for property management services for the
Sunrise Beach Neighbourhood Shopping Centre and the Peregian Digital Hub. The tender was
advertised via VendorPanel (Council’s e-tender portal) on 1 August 2019, and advertised in the
Noosa News on 2 August 2019 and Sunshine Coast Daily on 3 August 2019.
Respondents were invited to submit applications through VendorPanel, with applications closing
on 3 September 2019. A total of five submissions were received via VendorPanel with one
additional submission received after the closing date/time via email.
Consistent with Council’s tender processes, the following documents were available to
respondents:
Invitation to Tender – general information for respondents including Conditions of Contract
information;
Tender Response Form – enabled respondents to respond to evaluation criteria via response
schedules;
Pricing Schedule – respondents were required to provide a cost breakdown for lease and
facility management functions; and
Conditions of Tender – detailed acceptable conduct and obligations of respondents and
Council and included further detailed information for respondents.
Specifically, in relation to the pricing schedule, tenderers were required to submit a detailed cost
breakdown detailing their management fee for various lease and facility management functions,
including collection of rent and bonds, breaches, compliance, financial reporting, inspections and
coordination of maintenance and repairs.
The Tender Response Form also required tenderers to acknowledge the procuring of new
tenants is to occur in accordance with the Local Government Regulation 2012, which sets out
specific advertising and compliance requirements.
The evaluation panel assessed the applications under probity and due diligence and in
accordance with the assessment criteria. The evaluation panel consisted of Council’s Property
Officer, Property Advisor – Commercial Property, and Property Manager.
3. Submissions
Council receiving five submissions via VendorPanel from the following respondents:
Colliers International (SC) Pty Ltd CISC REM Pty Ltd.
CPRM Property Group (QLD) Pty Ltd.
Trademart Property Pty Ltd t/as Forde Property.
Jones Lang Lasalle (Qld) Pty Ltd.
Sunshine Coast Commercial Pty Ltd as trustee for Sunshine Coast Commercial Unit Trust
t/as Ray White Commercial Noosa & Sunshine Coast North.
In addition, Council received a submission from CBRE Pty Ltd but given it was submitted after
the 3 September 2019 tender closing time, it was not accepted by the evaluation panel.
4. Evaluation
The evaluation criteria established as part of the invitation to tender included:
1. Price;
2. Capability and Resourcing;
3. Experience and Track Record; and
4. Lease and Facility Management.
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Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
The schedules and supporting information provided by each tenderer were reviewed by the
evaluation panel and informed the scoring in each of the evaluation criteria. Scoring within each
evaluation criteria included an appropriate weighting and detailed financial analysis was
undertaken submitted by each tenderer, given each had a different pricing methodology.
The preferred tender was submitted by Colliers International (SC) Pty Ltd CISC REM Pty Ltd.
Their tender scored highly for price, capability and resourcing, experience, track record and lease
and facility management, which are critical criterion to ensure effective ongoing management of
both commercial properties. Colliers International (SC) Pty Ltd CISC REM Pty Ltd is located on
the Sunshine Coast and is active in the Noosa commercial property market. A five year contract
is recommended commencing 1 November 2019 with an option to extend for an additional five
years subject to satisfactory performance at Council’s sole discretion.
Previous Council Consideration
Ordinary Meeting Minutes, 18 August 2016, Item 5, Page 9
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 9 August 2016 and:
A. Approve the transfer of the management services agreement for the period 1 September
2016 to 31 October 2016 to Sunshine Coast Commercial Pty Ltd as trustee for The
Sunshine Coast Commercial Unit Trust trading as Ray White Commercial Noosa &
Sunshine Coast North (currently Tennforr Pty Ltd & Indust-Real Pty Ltd trading as Ray
White Commercial Noosa & Sunshine Coast North); and
B. Authorise the CEO to extend the current management services agreement for a further
three (3) year period commencing 1 November 2016 to Sunshine Coast Commercial Pty
Ltd as trustee for The Sunshine Coast Commercial Unit Trust trading as Ray White
Commercial Noosa & Sunshine Coast North.
Finance
The preferred tenderer’s submission results in a $6,683 additional cost to Council’s 2019/20
budget. This additional cost is considered minor and will absorbed within the current budget.
Risks & Opportunities
Risks
Management continuity – the property management services contract employs skilled external
resources and is considered the most efficient model for the management of the 2 Council
commercial properties.
Opportunities
The Conditions of Contract also allows addition of further commercial properties to the contract
for property management services if required.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Procurement Advisor
Management Accountant
Property Advisor – Commercial
Property Officer
Departments/Sections Consulted:
Page 62 of 69
Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Chief Executive Officer Community Services x Corporate Services
Executive Officer Director x Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries x Procurement & Fleet
Local Laws x Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 63 of 69
Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Page 64 of 69
Final Evaluation
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
a
NAME OF TENDERER PRICE
(Conforming Tenders Only) (excl of GST)
1 [Colliers International (SC) Pty Ltd & CISC REM Pty Ltd
2
3
4
5
NON-CONFORMING TENDERS
1 2 3 4 5
[ey ier ewgm csc | mame | eaves | SEI | erent nce
PART A - Non pri
jon price elements sc) Ptyitda cise. | or! rty Gi pry Ltd t/os Forde || 2°ree lasalle | commercial -
Resultant Resultant
score x Score Score Score score x
foaivemmwee [mw [wm | | | | wm | ns | we | ns | a
weighting gt gi g a g weighting
fomcewincscos [ses fae | ms fos | [ow] @ [oo] » | wo
feeninanammenee fw [we | [oe | [ow [om [om [om [om
Ce
. Normalised Technical Score (Tn) 00 49.69 52.49 | 52.49 .
TS SS se ata aces | Sem aoeietles |e are. | SERN | ocr ns
PART B - Price el
pocbettencoes sc) pty itd &.cisc_| PRM Property Group | pry ita t/as Jones tang taSalle | commercial -
Toles a a soi sa7ae | ssaorr | sisson
Average Fees (Pav) $.....s:ssresssssseeseees
Price Score 114 116 124 48 99
Normalised Price Score (Pn) 92 94 100 39 80
Weighted Price Score (Pw) 4154 | 2.24 35,90
r - = T RAR al
L iar el d EAS stead
[SET MAssesmentPanelMembera cee]
[SUGAR MAstesmantranel Members ar ONSRM|
The Contract Administrator confirms the above scores and 4]
weightings of this evaluation / {Gat Ups) ow
Page 1 20/09/2019
|Section 65
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
7 TEMPORARY EVENT BONDS NOOSA HEADS LIONS PARK - PROPOSED FEES 2019
20 SCHEDULE OF FEES AND CHARGES
DOCUMENT INFORM AT ION
Author Property Manager, Clint Irwin
Corporate Services Department
Index ECM/ 22.16 Bank Guarantees/Bonds 34.60 Temporary Events 34.75
Events/Policies/Guidelines 46.15 Use of Council Land
Attachments Nil
EXECUTIVE SUMMARY
Council requires a bond for temporary events held in recreation parks where there is risk of
damage sustained as a result of the event. The dollar value of the bond is determined by the
Property Branch in accordance with the likelihood of damage from the event.
Current bond amounts applied by Council for temporary events in the Noosa Heads Lions Park
range from $3,000 to $7,500 and are generally sufficient to cover any minor damage and clean-
up costs arising from an event. In contrast, recent wet weather event damage sustained to the
Noosa Heads Lions Park has required reinstatement works of approximately $50,000.
Given the infrequency of wet weather event damage, event organisers do not consider the
financial cost of major reinstatement works into pre-event planning and pricing decisions. When
significant damage occurs and the reinstatement cost far exceeds the bond retained by Council,
Council must negotiate with an event organiser to fund major reinstatement works after the event
has finished. A bond will make that process much quicker and simpler.
This report recommends Council categorise temporary event bonds for events held in the Noosa
Heads Lions Park into three categories based on impact, with the bond amount increasing
accordingly. These categories are proposed to include low impact ($5,000), moderate impact
($20,000) and high impact ($50,000) and are proposed for inclusion in Council’s 2019/20
Schedule of Fees and Charges.
RECOMMENDATION
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 8 October 2019 and agree to include the following additional temporary event
bond fees in Council’s 2019/20 Schedule of Fees and Charges for events held in Noosa Heads
Lions Park:
Temporary Event Bond Category - Noosa Heads Lions Park Amount
Temporary Event Bond Noosa Heads Lions Park – High Impact $50,000
Temporary Event Bond Noosa Heads Lions Park – Moderate Impact $20,000
Temporary Event Bond Noosa Heads Lions Park – Low Impact $5,000
REPORT
The purpose of this report is to seek Council’s approval to include additional temporary event
bond fees for events held in Noosa Heads Lions Park in Council’s 2019-20 Schedule of Fees and
Charges.
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Section 66
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
1. Background
The Noosa Heads Lions Park (the Lions Park) was set aside as a reserve for recreation on 7
August 1982 following a land reclamation scheme. It is an area of approximately 1 hectare and is
state owned land with Noosa Council in control of the site as the nominated trustee. The Lions
Park is one of the Shire’s premier recreation assets, is highly valued by residents, tourists and
families and provides an attractive entry statement into the Hastings Street precinct.
Soon after the Lions Park was established it became the venue for the Noosa Triathlon and
today hosts events such as the Noosa Food and Wine Festival, Runaway Noosa Marathon and
Noosa Car Show. Over the years, the scale of the events held at the Lions Park has ranged from
small scale events organised by local not-for-profit organisations to large scale commercially
focussed events of state and national significance with thousands of participants.
Damage to the Lions Park as a result of an event is not common but can occur if an event is held
during or after wet weather. The likelihood of wet weather damage is increased depending on the
event’s timing, infrastructure requirements, vehicle movements, number of attendees and
number of event days. Unfortunately, wet weather event damage can occur despite the best
efforts of the event organiser and Council to mitigate damage risks.
Council requires a bond for events where it is determined community assets are at risk of
damage. The dollar value of the bond is set by the Property Branch commensurate with the
likelihood of damage. Current bond amounts applied by Council for events in the Lions Park
range from $3,000 to $7,500 and are generally only sufficient to cover minor damage and clean
up costs. In contrast, recent wet weather event damage sustained to the Lions Park has required
reinstatement works of approximately $50,000.
While permit conditions require event organisers to repair damage to assets, in practice due to
the infrequency of wet weather damage, event organisers do not factor in the financial cost of
major reinstatement works into pre-event planning and are unprepared should Council seek to
recover the cost of major reinstatement works once the event is completed.
2. Events Policy
At Council’s July Ordinary Meeting Council endorsed its Events Policy, (the Policy) which applies
to events held on community land. Principle b) of the Policy provides the following in relation to
responsibility for repairing damage to community assets:
Events must not adversely impact on the environment, public infrastructure or other community
assets. Events in locations susceptible to bad weather must provide detailed contingency plans
and meet the cost of any repair and reinstatement of community assets.
3. Proposed Temporary Event Bond Categories
Additional temporary event bond fees are proposed for inclusion in Council’s 2019-20 Schedule
of Fees and Charges relating to events held in the Lions Park. Lions Park events are proposed to
be categorised based on impact, which for assessment purposes will include the event’s
infrastructure requirements, expected vehicle movements, anticipated number of attendees and
number of event days including bump in and bump out (event preparation). The proposed
categories are:
Temporary Event Bond Noosa Heads Lions Park - High Impact - $50,000
Temporary Event Bond Noosa Heads Lions Park - Moderate Impact - $20,000
Temporary Event Bond Noosa Heads Lions Park - Low Impact $5,000
Page 66 of 69
Section 67
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Current Lions Park events are proposed to be categorised as follows:
Event Current Proposed Notes
Bond Bond
Noosa Food and Wine Festival $7,500 $50,000 Event has extensive site
(High Impact) infrastructure requirements and
vehicle / foot movements
Noosa Triathlon Festival (High $5,000 $50,000 Event has extensive site
Impact) infrastructure requirements and
vehicle / foot movements
Runaway Noosa Marathon $3,000 $5,000 Currently low impact but has
(Low Impact) (based on previously used the Lions Park site
current more intensively
impact)
Noosa Car Show (Low Impact) $3,000 $5,000 One day event which has capacity
to change locations due to
impending wet weather
4. Options for Payment of Temporary Event Bonds
Option 1: Cash Bond
This option allows the bond to be paid online or at Council’s Customer Service counter (current
practice); or
Option 2: Bank Guarantee
This option requires an unconditional undertaking to be given by a bank on behalf of the
customer and provides surety against damage to infrastructure. For example, Council’s
Development Assessment Branch requires this form of surety for all development applications.
5. Lions Park Reinstatement Principles
Council currently undertakes pre and post event condition inspections of the Lions Park to inform
its decision to return the bond to the event organiser. It is proposed the following principles will
apply to future Lions Park condition inspections in the interests of supporting evidence based
decision-making and transparency:
Council and the event organiser to jointly undertake a formal pre and post event condition
inspection process capturing photographic data and completing checklist information
(formalising existing process);
Reinstatement works will be undertaken by Council approved contractors procured via
Council’s Invitation to Quote process complying with Council procurement policy
requirements.
Reinstatement works borne by the event organiser are not to include capital upgrades or
improvements over and above pre event asset condition, i.e. works must be on a ‘like for
like’ basis.
Event organisers are not responsible for normal fair wear and tear of the community asset.
Previous Council Consideration
Nil.
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Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Finance
Implementing the proposed temporary event bond categories will allow the financial risk to
ratepayers of any reinstatement works due to the impact of wet weather to be mitigated.
Risks & Opportunities
Risks
Infrastructure damage as a result of event use has the potential to increase maintenance costs
and bring forward capital renewal costs which will be required to be funded by ratepayers if
appropriate contingencies are not instigated, i.e. appropriate temporary event bonds.
Opportunities
Implementation of a categorised temporary event bond process allows the event organiser to
appropriately consider the potential overall cost of the event and plan pricing decisions
accordingly.
Conclusion
The Lions Park is a favourite recreation area for the local community and visitors and has been
community purpose land set aside as a reserve for recreation since 1982, while also serving as a
popular event venue for most of the intervening period. It is one of Council’s premier community
assets and is maintained to a high standard however, it will always be susceptible to rain induced
event damage because it is an outdoor venue.
While wet weather event damage to the Lions Park is uncommon, the cost of major
reinstatement works far exceeds the current bond amount Council holds for the event. Given the
infrequency of wet weather event damage, event organisers do not consider the financial cost of
major reinstatement works into pre-event planning and pricing decisions. Currently, where the
reinstatement cost far exceeds the bond, Council must negotiate with an event organiser to fund
the works after the event has finished.
In summary, the bond amount Council collects from event organisers for the Lions Park has been
inadequate to cover wet weather event damage. The proposed changes to the Lions Park bond
categories will ensure event organisers consider and plan for the full wet weather impact of their
event without the requirement for ratepayer subsidisation if the Lions Park is damaged. The
‘Lions Park Reinstatement Principles’ noted in this report provide further clarity for Council
officers and event organisers providing for evidence based decision making regarding future
reinstatement works.
Consultation
External Consultation - Community & Stakeholder
Noosa Food and Wine Festival – Consultation was undertaken with Tourism Noosa in its
capacity as event organiser on 2 September 2019. Tourism Noosa supported the proposal to
increase event bonds for major reinstatement works and did not object to the proposed impact
categorisation.
Noosa Triathlon – Consultation was undertaken with Ironman in its capacity as event organiser
on 30 August 2019. Ironman supported the proposal to increase event bonds for major
reinstatement works and did not object to a proposed moderate impact categorisation. Given the
potential risk of weather damage given the scale and size of the Noosa Triathlon Festival it is
recommended that a high impact categorisation be applied.
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Section 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 OCTOBER 2019
Internal Consultation
Director Corporate Services
Financial Services Manager
Civil Operations Manager
Parks and Gardens Coordinator
Property Advisor
Property Officer
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development X Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 69 of 69