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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 10 July 2018
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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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 PROPOSED TENURE RENEWALS AND TENURE RENEWAL STATUS UPDATE -
COMMUNITY ORGANISATIONS 3
2 1718T084 TRAFFIC CONTROL SERVICES - TENDER ACCEPTANCE 8
3 1718T083 PAVEMENT MARKING SERVICES - TENDER ACCEPTANCE 12
4 NOOSA TRANSPORT STRATEGY - 12 MONTH PROGRESS REPORT 16
5 APPOINTMENT OF 2019 SHOW HOLIDAY 66
REPORTS FOR NOTING BY THE COMMITTEE 68
6 RESULTS OF NOOSA COUNCIL 2018 WORKPLACE HEALTH AND SAFETY
AUDIT 68
CLOSED SESSION -
Page 2 of 71
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 PROPOSED TENURE RENEWALS AND TENURE RENEWAL STATUS UPDATE -
COMMUNITY ORGANISATIONS
Author Property Officer, Hayley Jamieson
Corporate Services Department
Index ECM/ 46.01 PROPERTY MANAGEMENT / Leases
Attachments 1. Expired Community Tenure Agreements and Renewal Status
2. Expired Community Tenure Agreements to 31 December 2019
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 10 July 2018; and
A. Note the Expired Community Tenure Agreements and Renewal Status provided at
Attachment 1 to the report;
B. Authorise the CEO to enter into tenure renewal negotiations with all community
organisations detailed in Attachment 2 to the report in accordance with the Community
Purpose Land and Infrastructure Tenure Policy; and
C. Apply the exception to the requirement for tendering of the leases under Section 236 (1) (b)
(ii) of the Local Government Regulation 2012 as the leases are to community
organisations.
REPORT
Council administers 89 community tenure arrangements across the Noosa Shire area for Council
owned or controlled land to various community organisations. Since the July 2017 update report
to Council, the number of tenure agreements has increased by 4, 12 tenure agreements have
been completed and there are currently 15 expired tenure agreements (see Attachment 1).
Of the 15 expired tenure agreements, 7 are annual permits which are updated every May. These
permits are currently with the respective groups for signing as noted in Attachment 1.
The remaining 8 tenure agreements are all in various stages of the renewal process. The
Property branch continues to work closely with the Community Development branch to renew
these agreements as efficiently as possible.
There are a further 4 community tenure agreements that will expire up to 31 December 2019
(refer to Attachment 2). These 4 tenure agreements will be renewed in accordance with the
Community Purpose Land and Infrastructure Tenure Policy which was endorsed by Council in
March 2015.
Under Section 236 (1) (b) (ii) of the Local Government Regulation 2012, Council is not required
to tender for the leasing of these properties as the purpose of the lease renewals are to
community organisations. The requirement of this exception is that a relevant Council resolution
is first obtained.
Page 3 of 71
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Previous Council Consideration
Ordinary Meeting, 20 July 2017, Item 7, Page 10
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 11 July 2017; and
A. Note Attachment 1 Expired Community Tenure Agreements and Renewal Status;
B. Authorise the CEO to enter into tenure renewal negotiations with all community
organisations noted in Attachment 2 to the report in accordance with the Community
Purpose Land and Infrastructure Tenure Policy; and
C. Apply the exception to the requirement for tendering of the leases under Section 236 (1) (b)
(ii) of the Local Government Regulation 2012 as the leases are to community
organisations.
Ordinary Meeting, 12 March 2015, Item 7, Page 7
That Council note the report by the Property and Facilities Manager to the Planning &
Organisation Committee Meeting dated 3 March 2015 and:
A. Repeal the Interim Tenure Policy for the Community Use of Council Owned and Managed
Infrastructure that transferred to the Noosa Council from the Sunshine Coast Regional
Council under the Local Government (De-amalgamation Implementation) Regulation 2013;
B. Approve the Community Purpose Land and Infrastructure Tenure Policy as set out in
Attachment 1 to this report subject to the following amendments:
1. Inclusion of an advisory note under “Land and Infrastructure Operating Expenses”
advising that Council has policies in place that deal with how general rates can be
waived for community groups;
2. changes as follows to “Land and Infrastructure Maintenance and Renewal
Expenses”:
All new tenure arrangements will specify the tenure holder as solely responsible for
the costs of maintaining, repairing and replacing improvements and also maintenance
of existing grounds and facilities within the tenured area, unless otherwise agreed. It
is acknowledged that there may be exceptional circumstances, such as matters
relating to public safety, where Council takes responsibility for short-term repairs and
associated costs. An inspection program undertaken by Council will generate an
asset renewal and maintenance plan which will be the community organisation’s
responsibility to implement; and
C. Authorise the Chief Executive Officer to put in place administrative guidelines and tools
required to implement the policy.
Finance
Council requires formal tenure arrangements to ensure that effective asset management
arrangements and group obligations are documented including ongoing maintenance of buildings
and facilities in line with asset management plans.
Risks & Opportunities
Security of tenure is often a requirement of government agencies (including Council) operating
grant programs that community organisations access. Groups may potentially be overlooked for
funding opportunities for projects and programs which improve facilities and build community
capacity if secure tenure arrangements are not in place.
Page 4 of 71
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Community Development Manager
Property Manager
Community Development Officer
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support X 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 Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 5 of 71
Section 6
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Page 7 of 71
ATTACHMENT 2: EXPIRED COMMUNITY TENURE AGREEMENTS TO 31 DECEMBER 2019
Tinbeerwah Hall Freehold (on Trust) Management Agreement _|Sunrise Road, Tinbeerwah Lot 5 RP116185 27/01/2019
Ridgewood Hall Freehold ( on Trust) Management Agreement __|2 Donnellys Road, Ridgewood Lot 1 RP96477 30/06/2019
66 Garnet Street, Cooroy
Noosa District Junior Rugby League ( Sports Field) Freehold Permit (Cooroy Sports Complex) Lot 1 SP246688 29/06/2019
Quamby Place Tennis Court Management Agreement _[Quamby Place, Noosa Heads Lot 33 N21855 30/11/2019
Page 7 of 71Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
2 1718T084 TRAFFIC CONTROL SERVICES - TENDER ACCEPTANCE
DOCUMENT INFORM AT ION
Author Civil Operations Manager, Allan Hull
Infrastructure Services Department
Index ECM / Project and Contract / 1718T084 Traffic Control Services
ECM / Subject / Contracting / Road Construction
ECM / Subject / Roads Management / Maintenance
Attachments 1. 1718T084 – Evaluation Spreadsheet
EXECUTIVE SUMMARY
This report considers the provision of traffic control services to support Council’s construction and
maintenance operations. This is a schedule of rates contract for an initial period of two (2) years.
There will be the option to extend for a further one (1) term of up to twelve (12) months at
Council’s discretion.
Council received eleven (11) tender submissions. After assessment, it is recommended that the
contract be awarded to Traffic Management People.
RECOMMENDATION
That Council note the report by the Civil Operations Manager to the Services and Organisation
Committee Meeting dated 10 July 2018 and:
A. Award tender 1718T084 Traffic Control Services to Traffic Management People;
B. Award the contract for an initial term of up to two (2) years, with an option to extend for one
(1) term of up to twelve (12) months. The option to extend will be at Council’s own
discretion and subject to the contractor’s ability to meet the requirements under the
contract.
REPORT
The invitation of public tenders for Traffic Control Services was advertised on LG Tenderbox on
Thursday 29 March 2018 and in the Sunshine Coast Daily on Saturday 31 March 2018. At
tender box close on Thursday 24 April 2018, submissions were received from the following
eleven (11) respondents listed in alphabetical order:
1. Aaction Traffic Control
2. Acquired Awareness Traffic Management
3. East Coast Traffic Controllers
4. Evolution Traffic Control
5. Global Road Safety
6. Just Traffic Solutions
7. K and D Traffic Management Pty Ltd
8. TCA Services
9. Traffic Management People
10. Verifact Pty Ltd
11. Workforce Road Services
Page 8 of 71
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
These tenders were assessed and rated by members of the assessment panel in accordance
with the following procurement probity plan evaluation criteria:
Capability and Resourcing
Contract Experience & Capacity
Methodology
Quality
Health and Safety
Environment & Sustainability
Contribution to Local Economy
Price
The evaluation methodology considered non-price elements (65% of the score) and a price
component (35% of the score).
For the non-price elements, Traffic Management People received the highest score for the Health
and Safety criteria which was the highest weighted part of the non-price elements and a key part
of traffic control services. Traffic Management People were also equal highest scoring in the
capability & resourcing, contract experience & capacity, methodology and quality criteria.
Traffic Management People were low scoring under the local criteria as they currently do not
have a large presence in the region. However, in their submission they included a detailed plan
of how they would expand their operations to Noosa. This includes using the Redcliffe area
manager to oversee operations until a local supervisor is engaged. They also included examples
of where this expansion was successful in the past.
Pricing was assessed applying a common goods plus services scenario.
In the overall evaluation Traffic Management People’s submission scored highest due to their
detailed and comprehensive responses to all the criteria and competitive pricing. Traffic
Management People is recommended as the preferred contractor for 1718T084 Traffic Control
Services.
Finance
As this is a schedule of rates contract, the total price is dependent upon the quantity of work
allocated to the contractor. The proposed 2018/2019 financial year operational budgets for traffic
control services across Council is $290,453 of which $289,044 is contained within the Civil
Operations budget. In addition, traffic control services will be required for capital projects from
the individual project budgets.
Risks & Opportunities
In their tender submission, Traffic Management People has been able to demonstrate their
capacity to supply the services required under this contract and currently supply these services to
other councils and construction companies. As Council has no prior experience with Traffic
Management People, Southern Downs and Goondiwindi Councils were contacted for referee
reports. The referee reports were very positive and indicated that Traffic Management People
provided professional services and had developed a good relationship with each council. Any
issues with traffic controllers or processes were resolved very promptly.
In their submission Traffic Management People advised that they have already developed a suite
of Traffic Guidance Schemes (TGS) which is now a requirement due to changes to the Manual of
Uniform Traffic Control Devices (MUTCD) which would be available to Council and potentially
save Council the cost of developing new Traffic Guidance Schemes.
Page 9 of 71
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
This tender process was conducted in conjunction with Council’s Procurement Officer.
Departments/Sections Consulted:
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
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 X Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 10 of 71
Section 11
Page 11 of 71
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
Contract Title: Traffic Control Services
ATTACHMENT 1
NAME OF TENDERER PRICE
(Conforming Tenders Only) (excl of GST)
1 [Just Traffic Solutions
2. [Traffic Management People
3
4 |Global Road Safety $720
5 |Workforce Road Services
6 [Evolution Traffic Control $724
7 |East Coast Traffic Controllers
8 |Verifact Pty Ltd $728
9 |K and D Traffic Management PTY Ltd
10 $805
11 |Acquired Awareness Traffic Management $820|
a
NON-CONFORMING TENDERS
1 2 3 4 5 6 7 8 9 10 11
: Traffic Management Workforce Road Evolution Traffic East Coast Traffic K and D Traffi Acquired Awareness
PART A - Non p' | it: Just Ti Soluti Aaction Ti Control | Global Road S ve t Pty Ltd TCA Servit -
on price erements Se ons People Cee ore ° ey Services Control Controllers EY [Management PTY Ltd ervices Traffic Management
Resultant Resultant Resultant Resultant Resultant Resultant Resultant Resultant Resultant Resultant Resultant
Weighting (%) score x score x score x Score score x Score score x Score score x Score score x Score score x Score score x Score score x Score score x
weighting weighting weighting weighting weighting weighting weighting weighting weighting weighting weighting
commerce | me fete left efwlalm|elfm|efmls|mlefm| mf] oom] [ow
ST A
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SS
Normalised Technical Score (Tn)
PART B - Price el t Ti Hutic Aaction Ti 1 | Global Re Ve L TCA i
ceremen pee People See eee eee eee Scet Services Control Controllers Sed Management PTY Ltd cers Traffic Management
Total Fees (Pc) $664 $704 $716 $720 $724 $724 $727 $728 $743 $805 $820
Average Fees (Pav) $.....sssesesseseseeee
Weighted Price Score (Pw)
Total Score of price and non price elements
Assessment Panel Position Title
The Contract Administrator confirms the above scores
Contract Administrator & Assesment Panel Member 1 Works Coordinator and weightings of this evaluation
Assesment Panel Member 2 Po WHSfficer
Assesment Panel Member 3 Technical Coordinator Contract Administrator's signature: Pedal
Page 11 of 71Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
3 1718T083 PAVEMENT MARKING SERVICES - TENDER ACCEPTANCE
DOCUMENT INFORM AT ION
Author Civil Operations Manager, Allan Hull
Infrastructure Services Department
Index ECM / Project and Contract / 1718T083 / 1718T083 – 06 Reports to Council
ECM / Subject / Contracting / Road Construction
ECM / Subject / Roads Management / Maintenance
Attachments 1. 1718T083 Evaluation Spreadsheet
EXECUTIVE SUMMARY
This report considers the provision of pavement marking services to support Council’s
construction and maintenance operations.
This is a schedule of rates contract for an initial period of two (2) years. There will be the option
to extend for a further one (1) term of up to twelve (12) months at Council’s discretion
Council received four (4) tender submissions. After assessment, it is recommended that the
contract be awarded to Suncoast Roadmarking.
RECOMMENDATION
That Council note the report by the Civil Operations Manager to the Services and Organisation
Committee Meeting dated 10 July 2018 and:
A. Award tender 1718T083 Pavement Marking Services to Cook Family Holdings Pty Ltd as
trustee for The Cook Family Trust t/as Suncoast Roadmarking.
B. Award the contract for an initial term of up to two (2) years, with an option to extend for one
(1) term of up to twelve (12) months. The option to extend will be at Council’s own
discretion and subject to the contractor’s ability to meet the requirements under the
contract and pricing.
REPORT
The invitation of public tenders for Traffic Control Services was advertised on LG Tenderbox on
Thursday, 29 March 2018 and in the Sunshine Coast Daily on Saturday, 31 March 2018. At
tender box close on Tuesday, 24 April 2018, submissions were received from the following four
(4) respondents in alphabetical order:
1. Diggerman Linemarking Pty Ltd.
2. Spraywayz Line Marking Pty Ltd
3. Suncoast Roadmarking
4. Sunshine Coast Linemarking
Page 12 of 71
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
The tenders were then evaluated using the following criteria:
Contract Experience & Capacity
Methodology
Quality
Health and Safety
Environment & Sustainability
Contribution to Local Economy
Price
The evaluation methodology considered non-price elements (65% of the score) and a price
component (35% of the score).
Suncoast Roadmarking demonstrated a high ability to deliver Council’s non-price requirements,
demonstrating they have the capability and resources to safely and efficiently carry out the
pavement marking requirements of Council.
No company provided evidence of being based in the Noosa Shire, however Suncoast
Roadmarking demonstrated an ability to employ locals and local suppliers, including their track
record as the current contractor to Council.
Pricing was assessed by applying the tendered unit rates to a recent project.
In the overall price and non-price evaluation, Suncoast Roadmarking demonstrated the best
value for money, and therefore is recommended as the contractor considered the most
advantageous to Council, for 1718T083 Pavement Marking Services.
Finance
As this is a schedule of rates contract, the total price is dependent upon the quantity of work
allocated to the contractor. The proposed 2018/2019 financial year Civil Operations operational
budget for pavement marking services is $202,000. In addition, pavement marking services will
be required for capital projects from the individual project budgets.
Risks & Opportunities
Risks associated with the delivery of work under this contract are low based on Suncoast
Roadmarking’s past performance. The contractor will be also required to provide quality and
safety management plans.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Page 13 of 71
Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development 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 X 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 14 of 71
Section 15
Page 15 of 71
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
ATTACHMENT 4
NAME OF TENDERER
(Conforming Tenders Only)
1
2 [Suncoast Roadmarking 0 SSG
3
s
See
a (
Tee Cd
a
Sf
RO
NON-CONFORMING TENDERS
i 2 3 a 5 6 7 8 9 10
primo | tow | ome |e Le ce et et ed ee — el -
Resultant Resultant Revultant Resultant Resukant
ti weightii J we wei) ti hth
favstieyaerortng | tom | | tc | oo | soo | om | em | oo | soo | mers | oners | mers | onert | avers | ners | eners | oners | mers | ners | oners | omer |
Metrodome me {tm | mo | rm | co | soo | co | soo | omar | mers | ness | ners | emery | eness | oners | oners | ances | oncor | anaes | ance |
fuanty tm we | te [me |r fm | rom | mm | sco | mers | amers | mer | enest | ances | ers | aners | ences | mers | ners | oners | omer
pemenier Emm [mm [oe [om fms [nm [| m | emf on | om | on | omen | on | oom | mr [ on | mer | men | or | oe |
fommmenasamnmy | | = fom |» [om [| m [om | m | om | mmm | man | oon | om | on | oon | own | own | mer | men | on | me |
Rontibutontotecattconomy sw] aa | xz | se | 2c | a | smo | mf azo | omer | ones | mers | omers | omers | omers | omers | omer | omers | omer: | eners | omer |
pestvachneatscows ee se fess | ws | ws |
PCT
‘otal Fees (Pc) $1,480 $1546 $1,677 $1,728
12 FOES (PAV) S.recicsvernrererenernnree
Price Score 108 104 96 93
Normalised Price Score (Pn) 100 96 a9 86
sighted Price Score (Pw)
a
The Contract Administrator confirms the above scores
and weightings of this evaluation
| Assesment PanelMember2 | Civil Works Supervisor
| Assesment PanelMembers | WHS OFficor Contract Administrator's signature: | Es aemill, =
| Assesment PaneiMembers |
| Assesment PaneiMembers |
Page 15 of 71Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
4 NOOSA TRANSPORT STRATEGY - 12 MONTH PROGRESS REPORT
DOCUMENT INFORM AT ION
Author Director Infrastructure Services, Carl Billingham
Infrastructure Services Department
Index ECM /Subject / Transport Policy
ECM / Project & Contract / Transport Strategy
Attachments 1. Working Group Options Assessment
2. e-Noosa Concept
3. Noosa Parking and Traffic Survey 2018 (Note: 52pg attachment provided
separately to this report)
4. Noosa Transport Strategy 2017-2027
EXECUTIVE SUMMARY
The purpose of this report is to provide an update on the status of the implementation of the
Noosa Transport Strategy 2017-2027.
Since the Transport Strategy was adopted, Council’s Infrastructure Services Department,
supported by a number of external consultants have been working on the five initiatives identified
in the strategy. This work has included the assessment of the root causes of the current traffic
and congestion focussing on:
capturing the data necessary to determine what solutions will target the root causes of
congestion, and
identifying the principles and objectives for potential solutions.
The Transport Strategy went through a comprehensive process of stakeholder engagement and
consultation resulting in some 1200 comments and submissions. Based on this feedback five key
priority areas were proposed for further investigation in 2017/18 and 2018/19. These
investigations are now largely completed.
In summary the activities of the first 12 months can be shown in the following 3 stages:
Allocate •Transport Planning Engineers
Resouces to •Project Manager
the project •Internal Staff
•Traffic & Parking Surveys
Define the •Intercept Surveys
problem •Schools Surveys
•Analysis & Report
What does •Internal & External
acceptable •Define Principles for a good
solution look solution
like? •Develop & Prioritise Options
Page 16 of 71
Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
RECOMMENDATION
That Council note the report by the Director Infrastructure Services to the Services &
Organisation Committee Meeting dated 10 July 2018 providing a 12 month progress report on
the implementation of the Transport Strategy and:
A. Note the development of the E-Noosa document as an integrated long term transport
proposal that will assist Council in seeking funding from other levels of government; and
B. Request the CEO to pursue funding opportunities from the State and Commonwealth
governments to advance the E-Noosa integrated transport concept.
REPORT
1. Overview
Council has been working with a number of consultants on a range of activities to address the
issues identified in the Transport Strategy. A copy of the adopted Transport Strategy is
Attachment 4 by way of reference.
The Transport Strategy prioritised five areas to be investigated as potential solutions, in addition
to a wider investigation into addressing congestion and transport in Noosa.
1. Investigate Park-and-Ride services.
2. Subject to investigation, and in keeping with the Noosa look-and-feel, introduce car parking
management controls (e.g. paid parking) in congested areas.
3. Subject to discussions with TransLink, trial a high frequency Noosa style shuttle bus to
service key destinations.
4. Implement Walk and Ride to School programs with supportive schools experiencing
significant traffic and congestion issues.
5. Investigate the feasibility of priority transport lanes for sustainable transport modes (buses,
bicycles, scooters, electric vehicles etc.).
The priority areas were identified as the starting point to be addressed in the initial investigation
phase.
2. Resourcing the Transport Strategy
A project team has been established consisting of:
a Project Manager to manage the delivery of the Transport Strategy
specialist traffic engineers and transport planning consultants to specifically manage the
delivery of the Transport Strategy
a Communications & Change Consultant to ensure that change in behaviours and attitudes
relating to transport are embedded in the Program and that this drives the prioritisation of
different trials and initiatives.
Page 17 of 71
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
3. Governance
A Transport Strategy Steering Group has been established comprising members of the Executive
Team and Councillors to oversee the project and approve the scope of works and associated
budgets. Below the Steering Group, Working Groups have been set up to provide feedback and
direction to the project team to ensure solutions meet the agreed principles and objectives.
Stage Gates as shown below control how projects proceed, with “Hold Points” requiring approval
by the Steering Group.
4. Short Term Projects
In addition to the work being undertaken by the project team on the five initiatives identified in the
Transport Strategy, a number of other measures were either continued or introduced to support
the aims of the Transport Strategy including:
4.1. Continuation of Free Holiday Buses
The Free Holiday Buses continued to be very successful seeing a tripling of passenger numbers
when compared with normal patronage during a similar holiday period.
4.2. Temporary paid parking fee increase
The cost for Christmas 2017/18 and Easter 2018 paid parking in the Noosa Heads Lions Park
was increased from $10 per day to $20 per day as a disincentive to people choosing to drive to
Noosa Heads and to reduce traffic congestion in the busy Hastings Street precinct.
4.3. Changes to car parking at Noosa Heads Lions Park
Reduced duration of stay in the Noosa Heads Lions Park from all day parking to four hour
parking in order to encourage greater turnover of parking bays. All day scooter parking was also
introduced opposite the toilet block in the Noosa Heads Lions Park.
4.4. Undertaking a Traffic & Parking Survey
Extensive data was collated on 3 January 2018 (holiday peak), and 17 and 22 February 2018 (off
peak weekend and week day). The data was analysed to identify:
the root causes of traffic congestion
quantify constraints, and
identify baseline traffic and parking volumes for peak/shoulder/off peak in the Hastings
Street and Noosa Junction precincts.
Details of the data and analysis on that data is contained in Attachment 3 to this report.
Page 18 of 71
Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
4.5. Walk & Ride to Schools Program
Local primary schools were invited to participate in the Program with the Noosaville State School,
Tewantin State School and Sunshine Beach Primary school nominating to participate in the first
round.
The following initiatives have been implemented at these schools
Travel Surveys and site assessments conducted
Bus info sessions and parade presentations
Cycle Skills
Car parking efficiencies with 2-minute pick-up/drop off trial at Sunshine Beach Primary
School.
Walking Wheeling Wednesdays proposed and subject to Community Road Safety Grant.
Other primary schools will be given an opportunity to participate in future years.
4.6. TransLink
Council is working closely with TransLink as a key partner to improve public transport in the Shire
and will assist TransLink with marketing surveys and campaigns aimed at improving awareness
of the existing TransLink services.
4.7. Wayfinding signage
In the September/October 2018 school holidays, a trial of improved traffic and pedestrian
wayfinding as well as promotion of Park and Ride facilities will be tested. Staff are currently
working with key stakeholders in the Noosa Junction and Hastings Street areas to ensure that
the trials have minimal impact on businesses and to ensure that monitoring is in place to
measure the impact of the trial.
It should be noted that the scale of the change in attitudes and behaviours required to achieve
modal shift is substantial. This process will be assisted by the Communications & Change
Consultant to identify key groups and their specific barriers to change.
4.8. Potential trial works in the Hastings Street Precinct
Consideration had been given to undertaking some trial changes to the flow of pedestrians and
traffic in the Hastings Street precinct. This would have entailed potential changes to pedestrian
movements near the Surf Club roundabout and other associated works to assist in freeing up the
flow of vehicles through that particular roundabout. After consultation with the Hastings Street
Association, practical difficulties with this option have been identified and will not be pursued
further at this stage.
Page 19 of 71
Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
5. Medium Term Projects
5.1. Transport Strategy - Priority Investigation Areas
Working Groups have been investigating the key strategy priority areas including:
1. Park-and-Ride services
2. Subject to investigation, and in keeping with the Noosa look-and-feel, introduce car parking
management controls (e.g. paid parking) in congested areas.
3. Subject to discussions with TransLink, trial a high frequency Noosa style shuttle bus to
service key destinations.
4. The feasibility of priority transport lanes for sustainable transport modes (buses, bicycles,
scooters, electric vehicles etc.).
Each Working Group produced around 7-10 options to improve transport, ranked against defined
principles and objectives. In May and June 2018, the Working Groups presented their
deliberations to Councillors for their consideration (refer to Attachment 1 - Working Group
Options Assessment).
The next phase of the program is for the project team to prepare feasibility studies for the best
potential options, to ensure that not only do they meet the principles, but that they are cost
effective and integrated. It is anticipated that these feasibility studies will be completed by
October and presented to Council for consideration and approval.
It is important to note that no options have been adopted yet. Some of the better potential
options have been identified but need further assessment in terms of their feasibility. The only
exceptions being Council working with Translink on leveraging the existing Tewantin to Noosa
Heads bus service and better use of the Noosa Junction service.
5.2. Shuttle Bus: Next Steps/Recommended Priorities
Best Potential Options Next steps
Leverage existing Tewantin to Noosa Heads bus Partner with TransLink on marketing campaign due
shuttle (phase 1) for Sept – Oct 2018
Retain Free Holiday Bus at Christmas and Easter Undertake economic assessment of continuing free
(phase 1a) holiday bus at Easter and Christmas periods only
Increase span of hours to existing Tewantin to Undertake business case assessment for various
Noosa Heads bus shuttle (phase 2) span of hours options
5.3. Park and Ride : Next Steps/Recommended Priorities
Best Potential Options Next steps
Leverage existing Noosa Junction parking Partner with TransLink on marketing campaign due
capacity (phase 1) for Sept – Oct 2018
Temporary/Events park ‘n’ ride facility at Commence planning in order to mobilise once
Sunshine Beach SS (phase 2) Noosa Junction nears capacity
Temporary/Events park ‘n’ ride facility near Commence planning in order to mobilise once
Tewantin (phase 3) Noosa Junction nears capacity
Site identification and negotiations required
Temporary/Events park ‘n’ ride near Noosa Civic Commence planning for future implementation, note
(phase 3) lead times
Site identification and negotiations required
Page 20 of 71
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
5.4. Transit lanes update
Best Potential Options Next steps
Attempt to prove transport advice regarding Discuss potential trials with Hastings Street
traffic congestion in the Hastings St Area through Association
a low impact trial at peak periods
Address Congestion along Noosa Parade by Noosa Parade corridor upgrade (Munna Pt bridge –
improving safety for all users and encourage Garth Prowd bridge)
modal shift to sustainable transport.
5.5. Parking management: Next Steps/Recommended Priorities
Best Potential Options Next steps
Parking Management & Information System to Technology Options Paper
reduce circulating cars Kerbside Management Plan
Paid Parking to incentivise other means of Noosa Heads Car Parking Plan Report
transport Full Feasibility Study on Paid Parking
6. Long Term Projects and e-Noosa Proposal
In May 2018, an integrated long term transport proposal called ‘e-Noosa’ was developed for the
purpose of seeking funding for long term initiatives. The e-Noosa concept focused on a subset of
the components of the broader Transport Strategy and Vision that could be implemented as an
integrated transport solution.
The e-Noosa proposal would enable a significant change in the way people travel around Noosa
and would represent both an environmentally and economically long-term sustainable solution for
Noosa. The e-Noosa proposal was developed as a sustainable and repeatable model that could
be re-applied to other similar regional tourism destinations around Australia. This may make the
approach more attractive to the Federal Government to fund.
It is important to note that the e-Noosa concept is, as the name suggests, conceptual in nature.
However, it is worth having an aspirational goal that aligns to our long-term vision. The e-Noosa
concept has been developed on the basis of – “What if……”. What if money wasn't an issue?
What if we could imagine our ideal transport solution for Noosa? If that would achieve our long-
term vision as set out in the transport strategy, what would we need do to fund it?
The e-Noosa concept sets out the long-term idealised solution. It clearly can't be funded by
Council alone and will depend on State and Commonwealth funding but it is an excellent starting
point to lobby other levels of government for appropriate funding.
The key elements of the E-Noosa Proposal are:
Provide an example of sustainable tourism to other regional tourism based communities
with a cutting-edge transport system that successfully manages peak holiday traffic, whilst
providing a range of unique travel experiences.
Develop an all-electric ‘Noosa style’ bus fleet in partnership with TransLink and local
operators based out of a satellite depot within Noosa Shire.
Develop an e-Bike share scheme on dedicated bikeways.
Redevelop the existing transit hub at Noosa Heads to incorporate improved traffic flow and
improved facilities, real-time travel advisory signage and access for all patrons.
Page 21 of 71
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Provide end of trip facilities for cyclists and a new pedestrian boulevard connecting the
transit hub with Hastings St and Main Beach.
Duplicate the Garth Prowd Bridge to include transit lanes and clear ways on Noosa Parade
to improve bus and bike access.
Develop Park and Ride facilities to help travellers leave the car behind.
Develop a Noosa travel app providing easy real-time transport planning covering buses,
bikes, parking availability as well as tourist and event information.
Incorporate smart-parking technology to provide immediate parking availability updates.
Charging stations for e-vehicles including buses, cars and bikes.
The above elements will provide an integrated and sustainable transport system that will improve
the experience of visiting Noosa for both locals and tourists alike.
Previous Council Consideration
Ordinary Meeting, 15 June 2017, Item 3, Page 17
That Council note the report by the Project Officer to the Services & Organisation Committee
Meeting dated 6 June 2017, and:
A. Adopt the Transport Strategy 2017-2027, provided at Attachment 1 to the report and
authorise the CEO to make minor changes as necessary;
B. Adopt the amended Transport Policy provided at Attachment 2 to the report; and
C. Request the Chief Executive Officer to report to a future Council meeting with an
Implementation Plan for the Transport Strategy and Transport Policy to ensure that tangible
actions can be undertaken in both the short and medium term following the adoption of the
Transport Strategy and Transport Policy.
Finance
It is proposed that initiatives from the Transport Strategy 2017-2027 may be funded by the
Sustainable Transport Levy. As of 30 June 2018, the closing balance of the Sustainable
Transport Levy was $2.2 million.
Risks & Opportunities
The Transport Strategy is a key document that will provide guidance for the next 10 years on
addressing the transport challenges faced in the Noosa Shire. Failure to have such a strategy will
result in haphazard responses, which will not be aligned to specific outcomes improving issues of
congestion, car parking, public transport and active transport.
The Transport Strategy can also lead to the deferral or removal of planned expenditure
associated with future intersection upgrades and other road infrastructure.
Page 22 of 71
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
External Consultation - Community & Stakeholder
Stakeholder Met Involvement
Tourism Noosa Provide input to proposed solutions
Promote transport options tourists
Survey tourists to identify improvement opportunities
Hastings St Assoc. Provide input to proposed solutions
Work with impacted stakeholder in HSA
Noosa Junction Provide input to proposed solutions
Assoc. Work with impacted stakeholder in NJA
Translink Co-fund initiatives – marketing & service modifications
Sun Bus Partner to promote the route and traveller experience
Local Schools Partner with Council to reduce congestion around schools by promoting
bus,
Zen Noosa Work as key stakeholder & collaborate through Sustainable Noosa
Noosa Digital Hub Engage local experts in series of workshops to contribute ideas to
improve public transport adoption and use of technology and innovation
to improve transport.
Business Operators Provide feedback into pre-trial planning and into post trial reviews.
Internal Consultation
Councillor workshops
Steering Group & Working Groups comprising Councillors and Council Staff
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
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 23 of 71
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 24 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Attachment 1: Transport Strategy Working Group Options Assessment
Car Parking Management
Mission Statement: /mprove access for people while reducing traffic congestion in peak
periods in the Hastings Street precinct.
(Hastings St precinct includes Noosa Parade, Noosa Drive, Park Road and Hastings St)
Objectives:
1. To discourage people from driving to the Hastings Street precinct in peak periods
2. Encourage modal shift
3. Improve pedestrian accessibility and safety in the Hastings Street precinct
4. Do not transfer unacceptable levels of congestion to other areas
5. To achieve community and business acceptance of proposed car parking solutions
Principles:
1. Car parking supply will be efficiently managed to meet the needs of residents and
visitors
2. Parking management will enhance the vitality of the centre and make best use of
the precinct for people
3. Parking solutions are flexible to respond to different user needs across times of days,
week and seasons
4. Arange of car parking options will meet demands
5. Provide safe access for all users
Page 24 of 71Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 25 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Parking Management:
a ee ee EERIE)
1. Reduce * Most likely to encourage modal + Will require improvements to
parking supply shift and traffic congestion sustainable transport modes
* Opportunity for improvements to * May reduce economic viability in
public realm and increase shorter term
capacity for pedestrians (people
place)
2. Increased * Supply meets demand * Likely to increase traffic
parking supply congestion in Hastings St precinct
+ Potentially expensive to achieve,
and may be unnecessary in long
term
* Limited mode shift
3. Congestion + Will also charge through traffic + Less acceptable to community
charge * Most successful in encouraging + Technology required may be
modal shift and reducing traffic expensive and requires all users
congestion including tourists to access
* Opportunity for improvements to * | May reduce economic viability
public realm and increase
capacity for pedestrians (people
place)
4. Time limited + Minor improvements required to * Less compliance with time limits
car parking manage supply compared to paid parking
with increased + Limited change required * Increased staff costs to enforce
enforcement * Less likely to reduce demand and
(improved therefore circulation of cars
status-quo) looking for a car park
* Less likely to deter people from
moving their car around or
encourage modal shift ml |
5. Paid + User pays system * Less equitable for low income and |
Parking * Increases turnover of spaces other disadvantaged groups
+ Reduces demand and mode shift + Need for payment system which
* Reduces circulation may not meet Noosa’s look and
* Generates revenue feel (but options are available)
* Improves compliance with time * Less likely to be popular with all
limits users
* More efficient use of existing supply °* _ Initial investment to install
* Lower operating cost compared to
increased enforcement, as self
enforcing | J
6. Increased * Reduces misuse of car park time * Increased staff costs
enforcement limits * Lower compliance compared to
+ Improves usage of supply paid parking
+ Can generate revenue * Less likely to reduce demand and
encourage mode shift
Page 25 of 71Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 26 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Variable Pricing Time Periods:
ie ee nn ABE:
1. Paid parking + Consistent approach * Demand not high enough all year
all year with + Year long use of assets around to sustain paid parking
price variance * Improved return on asset + May reduce turnover/economic
by season investment vitality
+ Increased revenue
+ Better opportunity for year long
mode change by regular visitors
and residents
2. Paid Parking * Longer period of time for * Demand will be variable over
in Summer, free consistent approach summer period e.g. some
rest of year + Better return on asset investment weekdays outside holidays
* Increased revenue compared to * May reduce turnover/economic
option 3 vitality
* Better opportunity for mode
change by regular visitors and
residents compared to option 3 | =
3. Paid Parking + Only charging in peak congestion + Less efficient use of asset
peak periods periods investment
rev ie. school + Defining peak periods could be * Reduced revenue compared to
holidays, flexible to meet demands other options
weekends * Improves use of existing parking * Mode shift may only happen in
supply during peak periods these peak demand periods
+ Encourages mode shift in peak * Lack of consistency may be
demand periods confusing
Page 26 of 71Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 27 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Price of Parking:
a ee ee FEE E:
1. High price e.g. | + Greatest opportunity for mode shift. + May reduce demand to the area in
$7-10/hr Makes it cheaper to catch the bus lower demand periods
+ Highest potential for revenue and + Essential to be implemented with
return on investment improvements to public transport
+ Values the “attractiveness” of * Less equitable for low income and
Noosa. other disadvantaged groups
* Prices parking to properly value its
actual cost | | |
2. Medium price * Less risk and may be an + Does not price parking to properly
e.g. $4-5/hr introductory/staged price option value its actual cost
* Likely to still encourage mode shift + Needs to be implemented with
but to a lesser extent improvements to public transport
* Still reasonable revenue and return * Less equitable for low income and
on investment other disadvantaged groups
3. Low price e.g * Similar to other Sunshine Coast * Does not price parking to properly
$2/hr centres car parking prices value its actual cost
¢ Less =e to encourage mode
shift as still cheaper than bus
(when no free service)
* Lowest potential for revenue and
return on investment
4. Price of parking * Encourages turnover of * Duration of stay results indicate
varies by length of spaces not many people staying for long
stay e.g. start * Increased revenue stays and therefore may not
medium price and have much of an impact
increase to high price * May be confusing and reduce
after 3 hours spend in an area
* Complex communications
required
5. Price varies during * Encourages turnover of * Lack of consistency may be
peak times eg. most spaces confusing for some users
mms | Kmart wae
weekends supply
* Enables people who still want
to drive to come at a cheaper
time —_ |
6. Price varies by * Can encourage people to * Demand is high in most locations |
location e.g Noosa search for car parks in less and therefore may be less price
Woods cheaper than expensive areas variation
Surf Club car park * More efficient use of existing
supply and high demand
areas
* Pay for prime locations
Page 27 of 71Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 28 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Resident Parking Exemptions:
1. Free for * Community acceptance of * Reduced mode shift by those who have |
residents scheme greatest opportunity for ongoing behavioral
¥ e ~ cha - | iz
S : ren oe community acceptance | Si gnifi ni adeninisiralicss couta
— : . vickeneg 7 s Froudiaks
system for * May have anim on mode
reeiiorts shane reduclion V priced correctly ° LOSS of revenue — approx. 30% (TBC)
+ Could result in loss of economic returns for
* Less coborunay er reduced traffic
businesses du peak periods
congestion as not targeting at least 30% of
potential traffic
* Potential technology issues
* Does not price parking to properly value its
actual cost Bo hay
5.UserPays + User pays system * No special treatment for residents and
System: + Same advantages and therefore may not receive community
- No disadvantages for all users acceptance
difference - Likely to be considered favourably + Less equitable for low income and other
for by business owners disadvantaged groups
residents * Greatest opportunity to achieve * May not be perceived as improving
- Remove mode shift and reduced traffic conditions for residents
Transport pee oeripae
Levy * Limited administration costs
* Price parking to properly value its
actual cost
Page 28 of 71Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 29 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Priority Transport Lane
Mission Statement: To provide corridor/s that allow people to travel by means other than by
car by making it the safest, fastest and most convenient option.
Objectives:
1. Reduces travel time for Public Transport and electric vehicles
2. Reduces travel time for cyclists and pedestrians
3. Encourages other modes of transport over cars
4. Improves safety for all users
5. Cost effective and fits with long-term transport strategies
Principles:
1. Priority Transport Lane may be time specific and temporary or permanent (Peak
period vs. non peak period)
2. Minimise loss of parking
3. Manage spill-over parking onto residential streets in Noosa Heads
4. Is in keeping with the Noosa Design Principles
5. Does not impact on the environment adversely
Page 29 of 71Section 30
Page 30 of 71
|Option —— CCCC‘TAMvaanttage CC‘ @Disavarntage Cs (jective
tt 28 4
1. Xmas & Easter temporary bus priority * Encourages behaviour ¢ Loss of parking at Xmas & Easter
lane Noosa Pde (Munna Pt bridge — change at busiest time of * Increased risk of conflict for peds/cyclists
Garth Prowd bridge) year ¢ Enforcement
* No environmental impact
2. Xmas & Easter temporary bus priority ¢ Encourages behaviour * Enforcement
lane Noosa Hill (Noosa Reef bottom of change at busiest time of
carpark — Noosa Dr) year
¢ No environmental impact
3. Trial - Hastings St Precinct Traffic Flow | « Trial * No travel behaviour change
Optimisation (Quick Wins) ¢ Potentially reduce car ¢ Loss of parking & relocation of taxi
congestion rank/loading bays
* No environmental impact ¢ Potential for more cars in the precinct
* Fits with long term strategies | « Impact on events (Noosa Tri, Noosa Alive
etc)
* Trial cost — non recoverable
* Potential negative impact on
businesses/community backlash
4. Trial pedestrian/traffic control on Noosa | * Low cost Enforcement
Dr ped refuges & roundabouts to ¢ Improve ped/traffic flow at
manage congestion. 4 day trial and busy times
could apply at Xmas & Easter * No environmental impact
* “Noosa Style” lollipop person,
themed with Free Holiday
Buses
¢ Supports Free Holiday Buses
Page 30 of 71Section 31
Page 31 of 71
}Option = C(i‘C‘*d vantage CC‘ @Wisadvarntage = Cd Objective
Pd 284
1. Priority Lane- Noosa Dr (bottom of Reef car | » Encourages travel behaviour | + Very high cost limited benefit gain per
park) to Transit Centre (North) change metre
* Not in keeping with Noosa Design
Principles
* Very high environmental impact
* Benefits realised only during peak periods
2. Bus slip lane off Noosa Dr & include bus * Encourages travel behaviour | * More difficult for pedestrians to cross the
bays at Noosa Lions Park (Westbound) change road safely
* Less environmental impact * Pedestrian movements could increase
* Reduces congestion at congestion
Noosa Dr roundabout * High loss of parking
* Potential impact on residential St
* Not in keeping with Noosa Design
Principles
3. Priority Lane - Garth Prowd bridge to * Encourages travel behaviour | + More difficult for pedestrians to cross the
Transit Centre (Eastbound) change road safely
* High cost limited benefit gained per metre
* Loss of parking
¢ Potential impact on residential streets
* Potential environmental impact
(mangroves)
* Benefits realised only during peak periods
4. Priority Lane - Mid way between Belli St & * Encourages travel behaviour * More difficult for pedestrians to cross the
Witta Cir to Transit Centre (Eastbound) change road safely
* More benefit per metre * Very high cost (widen bridge)
* Less environmental impacts * Loss of parking
* Potential impact on residential streets
* Benefits realised only during peak periods
5. Noosa Pde Corridor Upgrade (Munna Pt — * Design & consultation almost | * Pinch points at bridges for cyclists
Garth Prowd bridge) complete * Community backlash (removal of cocos
palms
Page 31 of 71Section 32
Page 32 of 71
* Budgeted 19/20 & 20/21 &
potential grant funding
* Benefits & improves safety for
all users
¢ Encourages travel behaviour
change
¢ Limited environmental impact
¢ In keeping with Noosa Design
Principles
¢ Minimal loss of parking
* High benefit per metre
* Benefits realised during peak
& non-peak periods
¢ Qld Police highlighted vehicle
crashes with cyclists and
recommended support for the
project (TAC & SMC)
6. Bridge (near Garth Prowd) to the Noosa * Potential pedestrianisation of | « Unlikely to achieve the horizontal alignment
Woods Hastings Street required for a bridge High cost limited
« Alternate access to Noosa benefit gain per metre
Woods/Spit ¢ High environmental impact
¢ Negative impact on businesses/community
backlash
¢ Additional conflict point for peds/cyclists
(new roundabout)
* Greater activation in an already busy
precinct
7. Permanent - ¢ Potentially reduce car ¢ No travel behaviour change
Hastings St Precinct Traffic Flow congestion ¢ Loss of parking & relocation of taxi
Optimisation ¢ No environmental impact rank/loading bays
¢ Fits with long term strategies | « Potential for more cars in the precinct
Page 32 of 71Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 33 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Park & Ride
Mission Statement: To reduce traffic congestion to the Hastings Street area by providing
alternate options
Objectives:
1. To support the public and active transport priority allocation on corridors to the
Hastings Street precinct
2. To discourage cars before they reach the above corridors, reducing congestion in the
Hasting Street precinct
3. To meet the needs of both locals and visitors in a cost effective manner for Council
Principles:
1. Council will seek to get the most out of the existing parking capacity prior to further
solutions being investigated
2. Council will consider temporary park ‘n’ ride facilities before building further
infrastructure
3. Park ‘n’ ride will deliver on the Noosa ‘look and feel’
4. Where appropriate, Council will trial solutions prior to full implementation
5. Park ‘n’ ride solutions will meet the needs of locals, workers and visitors
6. Park ‘n’ ride will be located on demand corridors to intercept day trippers and not
adversely impact traffic congestion
7. Park ‘n’ ride will be located with good access to active and public transport options
and consider Crime Prevention Through Environmental Design (CPTED) principles
8. Where possible, park ‘n’ ride facilities will also have access to supporting amenities
and services
9. Park ‘n’ ride facilities have availability at peak demand periods and be in locations
consistent with the Planning Scheme intent
Page 33 of 71Section 34
Page 34 of 71
1. Leverage existing Noosa * Leverage existing service * Need to manage
Junction parking capacity and infrastructure potential business and
(phase 1)* investment community concerns
* Opportunity to intercept * Need to ensure bus
car travel, reducing service supports remote
congestion park ‘n’ ride
¢ Note —- available car
parking in Noosa
Junction currently poorly
signed
2. Temporary/Events park ‘n’ ¢ Minimal infrastructure * Need to manage
ride facility at Sunshine required potential stakeholder and
Beach SS (phase 2)* community concerns
( ) * Leverage existing facility
generally not used on * Possible issues with
weekends Rugby club use
3. Temporary/Events park ‘n’ * Minimal infrastructure * May be limited to holiday
ride facility near Tewantin required period use only given
(phase 3)* sports ground/cricket
ground
Page 34 of 71Section 35
Page 35 of 71
4. Temporary/Events park ‘n’ ¢ Minimal infrastructure * Requires temporary
ride at AFL Grounds or required shuttle service to operate
Girraween Sports Complex
P P * Not available at peak
demand periods/may be
limited to holiday period
use only
5. Temporary/Events park ‘n’ ¢ Minimal infrastructure * Requires temporary
ride near Noosa Civic (phase required shuttle service to operate
3 *
) * Supporting amenities * Minimal land available
available, encourages (yet to be developed)
additional consumers to
Noosa Civic area
6. Purpose built park ‘n’ ride * Provides additional park ¢ Significant infrastructure
facility at Noosa Junction ‘n’ ride capacity investment required
(e.g. cinema or bowls club) . . .
* Encourages additional * Not consistent with
consumers to Noosa Planning Scheme intent
Junction ; .
* Inconsistent with the
Noosa Design Principles
* Subject to location, likely
to worsen traffic
congestion in Noosa
Junction
7. Purpose built park ‘n’ ride * Provides additional park * Requires service
facility at Noosa Civic ‘n’ ride capacity realignment
Page 35 of 71Section 36
Page 36 of 71
* Encourages additional * Inconsistent with the
consumers to Noosa Noosa Design Principles
Civic .
¢ Need to consider
* Supporting amenities additional traffic
. generation
* Intercepts people exiting
Bruce Highway & * Minimal land available
Sunshine Motorway (yet to be developed)
8. Dispersed park ‘n’ ride * Leverage existing service * Need to manage
along high frequency corridor investment potential business and
. . community concerns
¢ No infrastructure required
. . * May contribute to traffic
* Opportunity to intercept congestion
car travel, but less
control over where ¢ Parking in residential
streets (complaints)
9. Cooroy/Eumundi/Doonan * Existing Eumundi car * Locations are too far
park ‘n’ ride facility park (except Wed & Sat) away from end
destination
* Requires improvements
to public transport
services and/or
temporary shuttle service
* Eumundi not in Noosa
Shire
Page 36 of 71Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 37 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Shuttle Bus
Mission Statement: To make it easy to get around the Hasting Street precinct and
surrounds by public transport
Objectives:
1. To make public transport a real alternative to travel by car to the Hastings Street
precinct.
2. To provide frequent, reliable, cost effective and sustainable transport options for
travel to the Hastings Street precinct.
3. To meet the needs of both locals and visitors in a cost effective manner for Council.
Principles:
1. Council will not operate services but will partner with TransLink and/or service
providers
2. Council will foster a partnership approach and seek grants where appropriate
3. Council will only fund trial or temporary services rather than commit to recurrent
service funding
4. Council will seek to get the most out of the existing investment in services
5. Public transport initiatives deliver on the Noosa ‘look and feel’
6. Where appropriate, Council will trial solutions prior to full implementation
Page 37 of 71Section 38
Page 38 of 71
a a GG
1. Leverage existing Tewantin * Leverage existing investment * Does not provide ‘Noosa
to Noosa Heads bus shuttle * Supply available and service style/iconic/not-to-be-missed
(phase 1)* runs along demand corridor experience’
* Cost effective option for Council
2. Increase span of hours to * Additional bus frequency/spanof + Costestimate between $120k-
existing Tewantin to Noosa hours has been seen to improve 350k to operate 34 additional
Heads bus shuttle (phase 2)* bus patronage/modal shift services per week (addressing 6-
* Service runs along demand 7am and post 7.30pm services) —
corridor would require Council
contribution/seed funding
3. Introduce free/gold coin * Provides opportunity for ‘Noosa * Costimplications for Council
coconut bus shuttle/loop style/iconic/not-to-be-missed * Limited mode shift — subject to
shuttle experience’ fleet size
* May duplicate existing service
and lead to revenue loss
4. Introduce free/self funding * Provides opportunity for ‘Noosa * Costimplications for Council
shuttle service from Noosa Spit style/iconic/not-to-be-missed * Limited mode shift and may
to National Park. shuttle experience’ increase traffic/congestion on
* May discourage cars going to Hastings St
National Park * Depending on solution, may
need to source fleet and become
contract manager
5. Introduce free/gold coin * Provides additional peak period * Costimplications for Council
park ‘n’ ride shuttle (phase 3)* capacity * Need to source fleet and become
* Addresses shuttle bus and park contract manager
‘n’ ride priority initiatives
Page 38 of 71Section 39
Page 39 of 71
mm
6. Introduce free/gold coin * Provides opportunity for ‘Noosa * Costimplications for Council —
electric shuttle bus style/iconic/not-to-be-missed fleet, depot
shuttle experience’ * May duplicate existing service
* Aligns with Transport Strategy and lead to revenue loss
content * Depending on approach, may
need to source fleet and become
contract manager
7. Community shuttle bus e.g. * Shared economy * Costimplications for Council
RSL, Aged Care (incentives)
* DDA compliance and insurance
requirements
* Requires commercial agreement
possibly between competitors
8. Continue free holiday bus * Provides opportunity for ‘Noosa * Costs between $45-65k per
(retain)* style/iconic/not-to-be-missed’ holiday period to operate
branding opportunity
* Demonstrated mode shift
Page 39 of 71Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 40 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Walk & Ride to School Program
Mission Statement: To reduce traffic congestion around primary schools.
Principles:
1. Raise awareness of active travel options and provide opportunities for children to
gain skills through experience.
2. Raise parents, carers, teachers, and students awareness about the impacts of high
car usage on our environment and community.
3. Increase road safety and reduce traffic congestion around schools by reducing the
number of car tips to and from school.
Page 40 of 71Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 41 of 71
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 42 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
a
a ; \
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e-Noosa’s integrated transport system - the way of the
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e-NOOSA COMPONENTS
e-Buses Digitally Integrated Network
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Page 42 of 71Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 43 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
‘
|
|
:
BUILDING e-NOOSA
\ de“
* Transit Hubs allowing visitors to
swap between walking, cycling,
driving and e-buses
* Anew pedestrian boulevard
connecting Transit Hub with
Hastings Street and Main Beach
* Duplication of Garth Prowd Bridge
e= B USES as i} and bike access
near Hastings Street to improve bus
* Park ‘N’ Ride facilities to help
travellers leave the car behind
* Develop the first all-electric bus * Transit lanes on Noosa Parade
fleet in Australia, in partnership
with Translink and local operators
+ e-Buses to be built in Queensland
with unique Noosa branding
* e-Bus charging stations and depot @) + Noosa Travel App providing easy
real-time transport planning
* Smart-parking technology providing
immediate parking availability
* Charging stations for e-vehicles
| e-BIKES (66)
* e-Bike system to interface with a.
public transport services
* Bikeway infrastructure and a
charging stations
\
Page 43 of 71Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 44 of 71
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 46 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
© Noosa Council 2017
www.noosa.qid.gov.au
General Enquiries: 8.15 am - 5.00 pm Monday to Friday (excluding public holidays)
By telephone: (07) 5329 6500 (including After Hours emergencies)
By email: [email protected]
Fax: (07) 5329 6501
Street Address: 9 Pelican Street, TEWANTIN
Postal address: PO Box 141, TEWANTIN QLD 4565
May 2017
Page 46 of 71Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 47 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Contents
Noosa’s Transport Vision 4
Principles 4
Challenges 5
Desired outcomes 7
Community and stakeholder feedback i)
Prioritising the solutions 11
What’s already underway 12
What’s coming up first 13
Park and Ride 14
Car Parking 14
Noosa Style Bus 16
Walk and Ride to School Program 17
Priority Transport Lanes 18
What else 19
Innovation 20
Evaluation 21
Page 47 of 71Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 48 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
j . oo
Noosa’s Transport Vision
Noosa Shire enjoys an efficient, free flowing, innovative transport
system that enhances resident and visitor experiences, and results in
sustainable environmental outcomes.
Principles
1 Encourage transport options that meet the needs of both
locals and visitors.
2 Prioritise our focus on moving people and goods rather
than on moving cars.
3. Provide infrastructure and services that are designed to
give priority to pedestrians, cyclists, scooters and public
transport over private cars.
4 Improve the safety and amenity of pedestrians and
cyclists in our transport infrastructure.
5 Address peak time traffic congestion by reducing traffic
rather than increasing road capacity.
6 Accommodate changes in transportation technology.
{ Align our organisational transport options and usage
with Council's Zero Emissions Strategy and the above
principles.
8 Design for, encourage and facilitate transport options that
reduce the emissions produced by our community.
4
Page 48 of 71Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 49 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Challenges
Some of the key transport challenges in Noosa are summarised below.
Car Dependence
For most people, driving a car is a way of life and
their preferred mode of transport. Cars seem more
convenient and affordable than public transport
although the true costs of running a car (purchase
price, rego, maintenance, fuel etc.) are not always
considered when making a joumey by car.
A combined 44% of jobs in Noosa Shire are
within the retail, hospitality, accommodation, and
healthcare sectors. The nature of this work (shift
work, late hours) means that active transport
(walking and cycling) may not be appropriate
and public transport is unlikely to be available.
Shortfalls in services and infrastructure
Approximately one-third of Noosa’s population is in
the hinterland area with limited to no public transport
services. The Noosa hinterland also has a higher
proportion of young people aged 5-19 years.
The large TransLink buses, and also advertising on
buses, do not fit with the Noosa look and feel.
A connected off-road pathway network is needed to
cater for mobility scooters, cyclists and pedestrians.
Noosa’s many roundabouts can make it difficult to
safely cross the road on foot or by bike.
5
Page 49 of 71Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 50 of 71
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 51 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Desired Outcomes
1 Residents and workers of Noosa Shire are able to go about their
everyday business without having to be reliant on private vehicles.
2 The transport network is designed to facilitate and encourage an
overall modal shift away from private car use towards more sustainable
transport modes including walking, cycling, public transport, electric
vehicles and motor scooters/cycles.
3 The transport system supports the preferred pattern of development
including the local centres hierarchy, and is consistent with our planning
scheme.
4 Key regional destinations such as hospitals, airports and universities are
readily accessible by public transport from Noosa Shire.
5 Allschools are safely and conveniently accessible by walking, cycling
and public transport.
6 Parking is closely managed through effective controls.
{There has been a change in behaviour by people in Noosa with a
reduction in the number choosing to drive and park cars in congested
coastal areas.
8 Park-and-Ride facilities have been provided to assist with managing
visitor travel demand where supported by transport services.
Q The transport system supports the local lifestyle and also tourism by
delivering both active and public transport infrastructure that meets the
needs of locals and visitors.
1 0 Local public transport routes offer efficient and frequent services.
11. Road crossings and associated pedestrian networks are safe and
accessible for mobility scooters, cyclists and pedestrians.
12 The community at all levels is educated about the costs and benefits of
their travel choices, allowing people to make informed decisions.
13 Alternative transport is cost effective for users and providers as
compared with private car use.
1 4 New technologies are being used in our transport solutions.
15 Transport initiatives result in significantly reduced greenhouse
gas emissions.
7
Page 51 of 71Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 52 of 71
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 53 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Community and Stakeholder Feedback
Noosa Council engaged with consultants, key stakeholders and the community to understand
both the transport challenges in Noosa as well as the possible solutions. Council has welcomed
the hundreds of ideas and suggestions on addressing Noosa’s traffic and transport issues.
The Noosa community and key stakeholders were very active through the Your Say Noosa
website, writing letters, sending emails and talking to Councillors and staff. At last count,
Council received over 1,200 comments during the consultation process.
Residents, employees and visitors alike are becoming increasingly frustrated with traffic
congestion and parking difficulties in Noosa’s hotspots during peak holiday periods, on
weekends and also during major events. In 2016, approximately 58% of visitors to Noosa were
day-trip visitors with the vast majority arriving by car.
Population growth south of Noosa Shire is expected to increase by 30% over the next 10
years, thereby increasing the pressure on Noosa’s road network even further. For visitors who
arrive by car, the message could be “give your car a holiday while you relax in Noosa”.
Congestion in key hotspots cannot be addressed in isolation. Rather, any changes to car
parking or road configurations needs to address the impact on surrounding areas. In order to
maintain the laid-back Noosa lifestyle, it is important to resist the pressure to increase capacity
for more cars and more car parking.
While congestion and car parking may be an issue for coastal areas, lack of public transport
services and long distances between town centres is a concern for some hinterland residents.
Hinterland residents are particularly car dependent. Dispersed populations often make public
transport unviable.
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Page 53 of 71Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 54 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
A regional, low-density area like Noosa is unlikely to experience the levels of public transport
use that high density metropolitan areas enjoy. Demand responsive transport solutions, as
well as other community ride sharing services, have the potential to offer alternative transport
options to ensure residents are able to access key services and facilities.
There are a number of transport-related areas which fall under the jurisdiction of the
Queensland State Government. These include: public transport (bus and train services), plus
certain main roads and associated road intersections. The Noosa National Park, including
the car park at the end of Park Road, is also State controlled. Noosa Council will continue to
collaborate with and advocate to the relevant State Government bodies to address transport
matters which fall outside of Council’s direct control.
Transport is a complex issue and agreement on solutions can be contentious. The
development of this Transport Strategy has been informed by the suggestions of residents and
key stakeholders plus the expert advice of traffic and transport consultants.
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5 1 1 1 53 4 2194 3316 43 33 95 71Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 55 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
In order to address current and emerging transport and traffic issues, a change is needed
in how residents and visitors travel in Noosa Shire. This Transport Strategy summarises
approaches that act as incentives for change as well as actions that act as disincentives to
those who increase traffic congestion and parking problems at peak times. To discourage travel
by car, there needs to be a range of convenient alternative transport and parking options on
offer.
Some initiatives are designed to bring about a voluntary change in travel choices. Such
incentives include:
* park-and-ride services
* cycling and pedestrian pathway improvements
* — ride sharing and carpooling
* — public transport improvements.
Other initiatives are designed to increase the cost and/or reduce the attractiveness of travelling
by car compared to sustainable transport modes such as walking, cycling or catching public
transport. Disincentives to travelling by car could include:
* — time-limited car parking
* — paid car parking.
The purpose of paid parking would be to provide a disincentive to travelling by car and may
also provide revenue to fund alternative transport options.
Noosa Council seeks to actively commit to environmentally, socially and economically
sustainable transport and be bold in this commitment. Council has prioritised strategies based
on the following assessment criteria:
* Whatis currently the most pressing issue?
+ Whatis “do-able” in the short term (1-2 years)?
* What will make a significant impact?
* Whatis cost effective?
* What fits best with the Noosa look-and-feel?
Many of the strategies are subject to investigation, funding and trials. The Transport Strategy
will see Council try some solutions (such as Park-and-Ride services during peak congestion
times), introduce some new ideas (a Noosa style shuttle bus), along with some car parking
changes. Some trials will be successful, some may be temporary and others may not work,
but Council is striving to achieve the transport vision for Noosa of an efficient, free flowing,
innovative transport system that enhances resident and visitor experiences, and results in
sustainable environmental outcomes.
11
Page 55 of 71Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 56 of 71
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 57 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
What's coming up first?
; ‘ ‘
The following strategies have been proposed over the next 1-2 years (2017/18 & 2018/19).
1. Investigate Park-and-Ride services and conduct a detailed study to determine the
demand, preferred location, and likely capacity of a successful Park-and-Ride facility
with links to shuttle services.
2. Subject to investigation, and in keeping with the Noosa look-and-feel, introduce car
parking management controls (e.g.paid parking) in congested areas. Paid parking may
allow for variable controls for residents and non-residents, peak and off-peak periods,
and paid and free parking at Park-and-Ride facilities.
3. Subject to discussions with TransLink, trial a high frequency Noosa style shuttle bus to
service key destinations.
4. Implement Walk and Ride to School programs with supportive schools that experience
significant traffic and congestion issues.
5. Investigate the feasibility of priority transport lanes for sustainable transport modes
(buses, bicycles, scooters, electric vehicles etc).
In addition there are a number of medium to long term strategies (some of which are
dependent on the implementation of these short term strategies) which will be reviewed as part
of the ongoing Transport Strategy prioritisation process.
The Noosa Council Zero Emissions Strategy is targeted specifically at Council operations and
activities. Council acknowledges its role in providing leadership for the community’s transition
towards a zero emissions future and aims to inspire change by demonstrating best practice
options to the community.
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Page 57 of 71Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 58 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Park-and-Ride
Consultant Parsons Brinckerhoff (2016) identified Park-and-Ride as a key strategy to manage
traffic demand associated with travel within Noosa. This would provide visitors, employees and
residents with a location to park their vehicles before they enter the busy coastal areas and
hence reduce congestion and demand on local feeder streets.
To date Noosa Council has trialled temporary Park-and-Ride services during peak times such
as Christmas and Easter by utilising sports grounds and ovals.
Key features of a successful Park-and-Ride are:
* located on main arterial roads on approaches to the busy Noosa coastal areas
* — serviced with frequent, quality bus links to key destinations
* — security/surveillance, visitor information and a kiosk/cafe may add to the attraction and
usability of the facility
* more affordable and convenient than parking in the congested areas near the beach or
river.
Council will conduct a detailed study to determine the demand, preferred location, and likely
capacity of a successful Park-and-Ride facility with links to shuttle services.
A Park-and-Ride is necessary for Noosa as it is in many other popular small
destinations around the world. Day trippers to Noosa will always be a problem
unless visitors get the message that the town parking is full during holiday periodg
Your Say Respondent
Car Parking
Consultants Parsons Brinkerhoff (2016) recommended that Noosa Council consider managing
the supply of car parking rather than continuing the philosophy of supplying free parking in
response to demand.
Management controls include:
* Control by time (e.g. short term vs. long term)
* Control by price (free vs. paid)
* Control by type (e.g. resident vs. non-resident).
They note that it is important to resist the pressure to increase capacity for more cars and
more car parking. It is neither affordable nor practical to attempt to cater for all traffic during our
busiest periods. Rather, it is more important to provide for a high level of service during the
rest of the year and create alternative transport options for peak periods, such as free bus and
Park-and-Ride services.
14
Page 58 of 71Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 59 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
4 would like to see ariving/parking restricted in Hasting St. Shuttle buses to dro; \
[ off from all directions (smaller buses may go there more often if | could hop on |
| a DUS & be assured of another to get me back home four Say Respondent
= In an effort to change travel behaviour and reduce traffic congestion, Council will be
investigating car parking management controls with a view to implementing changes to car
parking in the next 1-2 years.
A locality based approach will be used to find solutions for each precinct based on the level of
traffic congestion and car parking availability. Consideration will be given to residents and non-
residents, Park-and-Ride services, peak periods and off-peak periods, as well as the impact on
surrounding areas.
( Some drivers think the cost of a parking ticket to overstay the 2-hour limit in : .
Y Hastings street is “chear parking a (ele mey~)y Respol dents ‘
Any management controls involving paid parking would be in-keeping with the Noosa
Design Principles, and would utilise ‘new generation’ payment systems such as number
plate recognition, smart phone apps, etc. as opposed to traditional parking meters. Given the
advances in technology, it may be possible to turn on and off paid parking depending on the
levels of traffic congestion and demand for car parking.
Paid parking is designed to be a disincentive to driving, therefore revenue generated from paid
parking could be used to fund alternative transport options such as Park-and-Ride services,
Noosa style shuttle bus, walking and cycling paths, etc.
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Page 59 of 71Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 60 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Noosa Style Bus
In many parts of the world, the local transport has become an iconic not-to-be-missed
experience associated with the place itself. Examples are the London red double decker bus,
San Francisco cable car or Island “coconut” bus.
The aim of the Noosa style shuttle bus is to provide a not-to-be-missed transport experience
associated with a visit to Noosa. However, more importantly, it may assist in alleviating traffic
congestion in our most popular coastal areas.
Consultants Parsons Brinkerhoff (2016) sourced from the travel site tripadvisor.com, the
following map showing all the restaurants, hotels and other tourist accommodation recorded by
that site in the coastal area of Noosa.
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he, te A “Ba EL | Fo ae =
Restaurants and accommodation - Noosa Coastal Area
Passengers could jump on the shuttle bus without the hassle of circling for a car park. Branding
would ensure that the shuttle is instantly recognisable for the service route it provides.
Imagery that evokes positive emotions or pride in our place, like that used on Noosa’s mobile
library, might be considered for a Noosa style bus.
| like the idea of small frequent electric shuttle buses with Noosa branding.
If done correctly these could become a tourist attraction in themselves! —
Your Say respondent
16
Page 60 of 71Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 61 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Walk and Ride to School Program
Traffic congestion at drop off and pick up times is an issue for some schools in Noosa Shire.
Students being dropped off at school in the morning also coincide with people getting to work
which in turn creates traffic and congestion in some areas of the Noosa road network.
A Walk and Ride to School Program is a behaviour change program which encourages
parents, carers, and teachers to consider using alternatives to driving a car to school. These
include walking, cycling, scooters, skateboards, carpooling or catching a bus. Schools are
frequently catchment based, meaning many people live within a few kilometres of their school.
This makes it ideal to encourage walking or riding bikes and scooters. Active travel to school
may not be possible all the time, but replacing even one or two trips a week with a sustainable
mode can make a difference.
Benefits of a Walk and Ride to School Program:
* Reduces traffic congestion and parking issues around the school.
* Safety when students walk and cycle in a group or with a parent. Cars around the
school gate pose a significant danger to students. Less cars makes the school a safer
place.
* Increases physical activity. A Walk and Ride to School Program is a great initiative for
health and well-being.
* Reduces greenhouse gas emissions associated with driving cars.
* People out and about walking and cycling create a sense of community and foster
social interaction. This means people can keep an eye out for each others’ well-being.
The weekday commute times could be eased greatly by encouraging children
to cycle or walk to school. Most schools have good cycle paths running nearby
Your Say Respondent
Park and Walk/Ride to School days, class competitions, bicycle education, and national event
days could be part of the solution to address congestion around schools.
The focus will be on primary schools. Establishing healthy habits for travelling to and from
school at a young age will hopefully continue into high school. Schools will be invited to
participate through an expression of interest process.
The success of the program will be dependent on support from school communities, in
particular those schools that take ownership of the program to reduce traffic congestion and
create a safer, healthier more vibrant school environment.
17
Page 61 of 71Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 62 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Priority Transport Lanes
A priority transport lane is designed to provide an express lane for sustainable transport modes
such as buses, bicycles, e-bicycles, electric vehicles, etc.
Council received community feedback suggesting a priority transport lane along Noosa Parade
and/or Noosa Drive. A dedicated lane generally improves the speed and reliability for buses
and operates during peak hours. An efficient priority transport lane could potentially make using
sustainable transport (buses, bikes, etc.) a more attractive option than driving.
/n general our road network is pretty good. If you really want to get people out
f cars and onto buses, scooters, bikes etc. do something very brave and replace
the parallel parking with priority transit lanes for everything other than cars (e.g
Noosa Parade). You still have a problem however if you have two lane bridges
Your Say Re Spon Yent
Council will thoroughly investigate the feasibility of a priority transport lanes at suitable
locations.
As with any traffic solution, there are potential impacts and flow-on effects that would need to
be considered:
* limited space and narrow bridges which create issues for merging traffic
* potential conflict between bicycle riders and buses
* maintaining the Noosa look and feel
* loss of existing on-street parking.
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5 1 1 1 36 4 2194 3316 43 33 96 71Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 63 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
The Transport strategy will be reviewed at least annually in keeping with rapidly advancing
transport innovations to ensure the strategies remain relevant.
The following strategies, to be considered further over the next few years, are in no particular
order and will be reviewed as part of the ongoing Transport Strategy prioritisation process.
* Consider ways to encourage the use of motorbikes, scooters and electric bicycles
including priority parking.
* Review and prioritise all missing links of walking and cycling pathways.
* Collaborate with community/private sector to establish electric charging stations at key
locations.
* Develop a Noosa visitor transport information pack containing details on how to have a
“car free & carefree” holiday in Noosa.
* — Investigate use of existing pathways as a network for motorised scooters as well as for
walkers and cyclists.
* Consider ways to increase the uptake of commuter cycling.
* Consider options for the creation of car free or shared zones which restrict vehicle
access to a street or area for the exclusive use of pedestrians and cyclists.
* Consider expanding the Flexilink service to other locations e.g. Kin Kin
* — Investigate the potential for Noosa Council to operate its own public transport services.
* Conduct an audit of community buses (Aged Care, resorts, RSL, school buses etc) to
identify opportunities for synergies with meeting shire-wide transport needs.
* Encourage the development of a suite of Apps (cycling, park & ride locations,
pathways etc.) to facilitate uptake of sustainable transport.
* Investigate establishment of community/private sector bike hire scheme at specific
locations (electric/non-electric).
* — Investigate using public transport ferries on the Noosa river.
* Investigate the provision of End of Trip facilities (showers, lockers, bicycle parking etc.)
in the public domain where there are high employment numbers e.g. Noosa Junction.
* Investigate alternative access options to Noosa Woods.
* Investigate alternative access options to Little Cove.
* Research and investigate smart technology transport solutions and their application to
Noosa e.g. Autonomous or driverless buses.
19
Page 63 of 71Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 64 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Innovation
Transport and transport services around the world are rapidly evolving. Noosa Council has a
history of being innovative and embracing new ideas and technologies. Council aims to continue to
embrace innovative transport solutions and keep a watching brief on smart technology and transport
research to address our transport service and infrastructure needs.
Innovations have the potential to significantly change the way we get from A to B. Below are just a
few examples of the future in transport.
* Autonomous vehicles are expected to be a reality with car manufacturers and technology
companies anticipating that fully autonomous vehicles will become available for purchase by
2020 (NRMA, 2016). The potential benefits of autonomous vehicles include:
- Improved road safety through eliminating human error which accounts for 90% of car
accidents in the United States.
- Reduced congestion through vehicle to vehicle communication.
- Parking efficiencies with autonomous vehicles dropping off passengers and proceeding
to remote parking locations.
- Greater mobility for those people unable to drive a car (older people, children etc.).
* The Western Australian government is trailing a driverless electric shuttle bus in Perth. The
tourist shuttle will transport up to 15 passengers and has a maximum speed of 45km/hr. The
driverless bus is fitted with multi-sensor technology that allows it to map the environment,
detect obstacles on the road and interpret traffic signs
+ Data sensors in the road network which allow vehicles to communicate and interact, locate
available parking spaces, respond to traffic congestion, and even turn on and off street
lighting.
* Mobile phone apps which provide updates regarding traffic congestion, Park-and-Ride
locations, parking availability etc.
* Smart bicycles that can pair with a smart phone to provide the cyclist with directions, alert
cyclists to passing cars and even act as a charging dock for USB devices.
* Transportation as a Service (TaaS) or Mobility as a Service (MaaS) — Similar to a
mobile phone plan or music subscription, TaaS/MasS takes a value based approach to
understanding individual lifestyle needs and then designs personalised products and
transport services. It brings every kind of transport option together into a single intuitive
mobile app which seamlessly combines all transport options from various providers.
20
Page 64 of 71Section 65
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Page 65 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Evaluation
The Noosa Transport Strategy has a ten year timespan and will be reviewed at least annually
in keeping with transport innovations.
Where possible, key performance indicators will be developed and baseline data will be
collected. Example performance indicators may include (but are not limited to):
* Number and percentage reduction in private vehicles in congestion hot spots at peak
periods
* Number and percentage reduction in primary school students being driven to school
* Number and percentage increase in public transport use in Noosa
* Number and percentage increase in taxi and ride sharing use in Noosa
* Number and percentage increase in cycling and scooter use in Noosa
There are a number of stakeholders relevant to the success of the Transport Strategy including
TransLink, Tourism Noosa, various community groups and business associations, and private
operators. Throughout the life of the Transport Strategy, stakeholder feedback will be sought as
part of the evaluation process.
The monitoring of key actions will ensure that the Transport Strategy remains focused and
effective.
21
Page 65 of 71Section 66
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
5 APPOINTMENT OF 2019 SHOW HOLIDAY
DOCUMENT INFORM AT ION
Author Executive Assistant to the CEO, Kylie Harris
CEO’s Office
Index ECM/ Subject/ Public Holidays - Noosa Show Day
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Executive Assistant to the CEO to the Services &
Organisation Committee Meeting dated 10 July 2018 and request the Chief Executive Officer to
write to the Office of Industrial Relations, Queensland Treasury requesting the appointment of
Friday, 6 September 2019 as a Show Holiday for the Noosa Shire.
REPORT
Under the Holidays Act 1983, the Minister is empowered to appoint, upon request by the Chief
Executive Officer of the local government for the district concerned, a special holiday within a
district. Holidays of this nature are usually appointed for an annual agricultural, horticultural or
industrial show.
The Noosa Country Show has traditionally been held annually on the second weekend in
September. For 2019, the Noosa Country Show is proposed for the weekend of 6 – 7
September.
Requests for the appointment of a special holiday for 2019 are required to be submitted no later
than 10 August 2018. After consultation with the Noosa Show Society, it is proposed that an
application be made to the Minister to appoint Friday, 6 September 2019 as the Show Holiday for
Noosa Shire for 2019.
Previous Council Consideration
Nil.
Finance
Nil.
Risks & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Noosa Show Society
Page 66 of 71
Section 67
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Internal Consultation
Nil.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
X 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 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 67 of 71
Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
REPORTS FOR NOTING BY THE COMMITTEE
6 RESULTS OF NOOSA COUNCIL 2018 WORKPLACE HEALTH AND SAFETY AUDIT
DOCUMENT INFORM AT ION
Author People and Culture Manager, Will Burgess-Dean
Executive Services Department
Index ECM/ Subject/ WHS/ Annual WHS Management Action & Subject/ Risk
Management
Attachments Nil
EXECUTIVE SUMMARY
This report communicates the progress made on improvements to Council’s Work Health and
Safety (WHS) system and safety culture as identified from the results of the recent external audit
undertaken by Local Government Workcare.
RECOMMENDATION
That Council note the report by the People and Culture Manager to the Services & Organisation
Committee Meeting dated 10 July 2018 reviewing the results of the audit undertaken by Local
Government Workcare of Council’s Workplace Health and Safety System and note the significant
improvement in Noosa Council’s Workplace Health and Safety over the last 3 years.
REPORT
Council has made significant inroads in the development, implementation and ongoing evaluation
of our safety management system since the previous external audit undertaken by Local
Government Workcare in September 2015. The purpose of this report is to inform Council of the
specific improvements delivered and to confirm that Noosa has both a functioning WHS system
and a culture that supports safety in the workplace.
1. Background
In September 2015, two audits were undertaken by our insurer, Local Government Workcare,
and highlighted significant gaps in Council’s safety management system. WHS injury statistics
also showed that Noosa was a poor performing Council in terms of WH&S with both lost time
injury frequency and duration well above the industry average. At that time, our external audit
scores were 19% and 26% which was not acceptable.
WHS was accordingly classified as a high-level strategic risk by the Executive Team and a two-
year plan to address all the issues and restore Council to a compliant and safe place to work was
developed. The Executive Team, Managers Group, and WHS Committee monitored the two-year
Workplace Health and Safety Management System Plan closely. An internal audit conducted half
way through the Plan confirmed Council’s progress and improvements in establishing a
functioning WHS system.
Delivery of the Plan required the cooperation of all staff and many significant improvements.
Page 68 of 71
Section 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Major safety initiatives in the plan included:
Formation of a single Safety Committee that established communication channels between
work groups and the Executive Team;
Establishment of all required safety documentation (policies, procedures and safe work
method statements;
Development of meaningful safety objectives and targets;
Development of a WHS monitoring, measuring and reporting framework;
Ensuring all staff were trained and aware of the role they played in WHS;
A WH&S address by Shane Webcke to our staff (Shane is a Queensland WH&S
ambassador and shares his personal story about the impact of a WH&S accident on his
family); and
Establishing a culture where working safely was encouraged.
2. Audit Results
At the request of the Executive Team, a further external audit of Council’s WH&S system was
undertaken by Local Government Workcare in May 2018.
The audit findings confirmed that Noosa Council now has a fully functioning and compliant WHS
system and a culture that supports safety in the workplace.
A score of 74% was achieved with no non-compliances noted which places Council in the Bronze
Award category, only 1 point below silver. (Note: Bronze 70%-75%, Silver 75%-85% and Gold
85-100%).
The External Auditor specifically congratulated Noosa Council for:
one of the largest improvements in WHS he has ever seen a Council achieve in 2 years;
industry leading WH&S housekeeping practices; and
the leadership demonstrated over the last 3 years to monitor, encourage and be involved
with the “on the ground” improvements.
There is always room for improvement and the Auditor made nineteen (19) recommendations.
Many of these were easy fixes and have already been closed out. The Executive Team will
continue to monitor our progress in completing all outstanding actions.
Going forward the “Noosa Council Work Health and Safety System Plan April 2018 - February
2020” will continue to provide a structured approach to achieving our overall WH&S objectives.
Previous Council Consideration
Progress on the implementation of the WHS plan and risk management activities are reported
regularly to the Audit and Risk Committee.
Finance
The improvements to the WHS system and safety culture is reflected in the lost time injury
statistics where Noosa Council has reduced the number and duration of lost time injuries.
Noosa’s statistics are now below the industry average. Future worker’s compensation premiums
will reflect the improvements but there is a lag between improved WH&S results and the
reduction in premiums.
Page 69 of 71
Section 70
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
No. Lost Time Injuries Lost Time Injury Frequency
20
Rate
15 40
30
10
20
5 10
0 0
15/16 16/17 17/18 15/16 16/17 17/18
No. Lost Time Days
200
150
100
50
0
15/16 16/17 17/18
Risks & Opportunities
Failing to take a practical and robust approach to Workplace Health and Safety (WHS)
Management would expose Council staff and in some instances the public to an unacceptable
risk of injury. In addition to the human factor, inadequate WHS management can also have
significant impact on Council’s reputation through legislative compliance issues, and financial
costs associated with increased insurance premiums and legislative fines in the event of serious
incidents.
Significant strides have been made to improve Council’s WHS systems and processes. Despite
our positive results, the organisation will remain vigilant and continue to prioritise and focus on
further improving this area given its importance.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Internal consultation has been extensive as WHS involves all staff, contractors and volunteers.
Page 70 of 71
Section 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 JULY 2018
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X 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
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
X People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 71 of 71