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2016-09-06 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 6 September 2016
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Frank Pardon (Chair), Jess Glasgow, Tony Wellington, Frank Wilkie
“Engagement with our community to protect and enhance our lifestyle”
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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 CONSTRUCTION OR MAINTENANCE OF UNCONSTRUCTED ROADS POLICY 3
2 ASSET MANAGEMENT CAPABILITY ASSESSMENT AND ROADMAP 7
3 NOOSA LOCAL DISASTER MANAGEMENT PLAN 2016/17 20
4 1516T089 COUNCIL OWNED HEATING, VENTILATION & AIRCONDITIONING
MAINTENANCE 25
5 COOROY BUTTER FACTORY - UPDATE ON FIRST SIX MONTHS OF
OPERATIONS UNDER MANAGEMENT BY THE COOROY FUTURE GROUP 28
6 1516T108 ICT MANAGED SERVICES 35
REPORTS FOR NOTING BY THE COMMITTEE 41
7 UPDATE ON COUNCIL ICT SECURITY 41
8 RATE LEVY - JULY 2016 44
CLOSED SESSION -
Page 2 of 47
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 CONSTRUCTION OR MAINTENANCE OF UNCONSTRUCTED ROADS POLICY
DOCUMENT INFORM AT ION
Author Civil Operations Manager, Allan Hull
Planning & Infrastructure Department
Index ECM/Subject/Governance & Executive/Council Policies
Attachments 1. Proposed Council Policy – Construction or Maintenance of
Unconstructed Roads
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Civil Operations Manager to the Services & Organisation
Committee Meeting dated 6 September 2016 and adopt the Construction or Maintenance of
Unconstructed Roads Policy as provided at Attachment 1 to the report.
REPORT
Pursuant to Section 60 of the Local Government Act 2009, Council has control of all roads in the
local government area other than State-controlled roads under the Transport Infrastructure Act
1994. This includes the capacity to take all necessary steps for construction, maintenance and
improvement of roads.
The Local Government Act defines “road” as:
(a) an area of land dedicated to public use as a road; or
(b) an area that –
(i) is developed for, or has as one of its main uses, the driving or riding of motor
vehicles; and
(ii) is open to, or used by, the public; or
(c) a footpath or bicycle path; or
(d) a bridge, culvert, ford, tunnel or viaduct.
However, a road does not include –
(a) a State-controlled road; or
(b) a public thoroughfare easement.
It should be noted, that not all properties with legal access via a dedicated road reserve have
practical access by means of a constructed road.
A constructed road is a road constructed to comply with Council’s Engineering Design Standards
for the use of the public for the driving or riding of motor vehicles for which Council has accepted
responsibility for the on-going maintenance.
Page 3 of 47
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
An unconstructed road is land that is dedicated to public use as a road, but does not contain a
road constructed to comply with Council’s Engineering Design Standards, for the use of the
public for the driving or riding of motor vehicles. A road is also deemed to be unconstructed if it
contains only a driveway access.
The Act places no obligation on Council to undertake the construction of a road simply because a
road reserve exists, or because it has been named. Similarly, Council is not obliged to repair and
maintain a road in its area that it has not constructed or previously maintained. A policy has
been developed to ensure that any requests for construction or maintenance of unconstructed
Council roads are managed in a consistent, transparent and sustainable manner, in accordance
with all relevant legislation.
When property owners require access from the formed part of the road to their property
boundary, the policy determines to treat the associated section of unconstructed road as a
driveway. Under Council’s Local Law No. 4, maintenance of a driveway access is the
responsibility of the property owner.
The proposed Policy also provides the option for such property owners to apply to Council to
construct the road to the relevant Council standard at their own cost. Subject to the issue of an
Operational Works Permit and construction of the road to Council’s satisfaction, Council would
then assume responsibility for the on-going maintenance of the road after expiry of a 12 month
maintenance and defects liability period.
Previous Council Consideration
Nil.
Finance & Risk
Council has adopted a zero based budget formulated on the basis of maintenance only of
Council’s constructed road network. In addition, the budget provides no funding for construction
of roads beyond the approved Capital Works Program. Under the Civil Liability Act 2003 a local
government will not be liable for failing to maintain a road that it has not constructed or previously
repaired or maintained. The adoption of this Council Policy will provide a key element in the risk
management framework in relation to unconstructed roads on public road reserves.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Director, Planning & Infrastructure
Governance Advisor
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office X Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service X Civil Operations
Economic Development Disaster Management
X Governance X Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 4 of 47
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
ATTACHMENT 1
Page 5 of 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
ATTACHMENT 1
| ¢ ) | NOOSA Council Policy
mm meee Construction or Maintenance
of Unconstructed Roads
Corporate Plan Reference: Looking after community assets
A sustainable Council
Endorsed by Council: <Insert Date of Ordinary Meeting >
Policy Author: Civil Operations Manager
POLICY BACKGROUND
Under the Local Government Act 2009, Council has control of all roads in its local government area
other than State roads within the meaning of the Transport Infrastructure Act 1994. This control
includes the power to construct, maintain and improve roads. The Act does not impose an
obligation on Council to construct roads or maintain roads that Council has not accepted as part of
its constructed road network.
Not all properties with legal access via a dedicated road reserve have practical access via a
constructed road. This Policy provides direction on requests for construction or maintenance of
unconstructed roads.
COUNCIL POLICY
Council bears no responsibility for maintenance of roads beyond its constructed road network or
any obligation to extend its constructed road network to provide access to properties that are not
serviced by the constructed road network. Requests for construction of roads shall be treated in
the same manner as any Capital Works submission and will be listed for consideration by Council
in its Budget process.
Property owners may apply to Council to construct the road to the relevant Council standard at
their own cost. Subject to the issue of an Operational Works Permit and construction of the road to
Council’s satisfaction, Council would then assume responsibility for the on-going maintenance of
the road after expiry of a 12 month maintenance and defects liability period.
No works should be undertaken by property owners within the road reserve without the appropriate
Council approval. Should property owners choose to accept the current standard of access or wish
to undertake limited works to create an approved driveway standard access, the section of road
reserve that is being used for the access (which is not within Council’s constructed road network)
will not be maintained by Council.
Council's Vehicle Crossover Application covers the requirements and approval processes for
driveways. Driveways up to 25m in urban areas or 45m in rural areas are self-assessable however
a standard vehicle crossover application must still be lodged with Council. Any driveways which do
not meet the requirements of the standards access will require Operational Works approval.
Page 5 of 47Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Page 6 of 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
COUNCIL POLICY - Construction or Maintenance of Unconstructed Roads
ROLES AND RESPONSIBILITIES
This policy applies to all Council Officers dealing with requests for construction or maintenance of
unconstructed roads. Council’s Civil Operations Manager is responsible for developing and
maintaining this policy in consultation with Councillors and staff.
RELEVANT LEGISLATION
Local Law No. 1 (Administration) 2015
Local Law No. 4 (Local Government Controlled Areas, Facilities and Roads) 2015
Local Government Act 2009
Noosa Planning Scheme Policy 5 Engineering Design Standards — Roads, Drainage and
Earthworks
DEFINITIONS
Road
A road is an area of land that is dedicated to public use as a road (an area of land that — is
developed for, or has as one of its main uses, the driving or riding of motor vehicles and is open to,
or used by, the public).
Unconstructed Road
Land that is dedicated to public use as a road but does not contain a road constructed to comply
with Council's Engineering Design Standards for the use of the public for the driving or riding of
motor vehicles. A road is also deemed to be unconstructed if it contains only a driveway access
which provides access to one or a small number of properties.
Constructed Road
A constructed road is a road constructed to comply with Council's Engineering Design Standards
for the use of the public for the driving or riding of motor vehicles for which Council has accepted
responsibility for the on-going maintenance.
Driveway Access
A driveway access may be a vehicular crossing which provides vehicular access to a site between
the carriageway and the property boundary however in the case of an unconstructed road, can
extend from the constructed carriageway within the road reserve to the property boundary.
Version control
Version Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
Page 6 of 47Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
2 ASSET MANAGEMENT CAPABILITY ASSESSMENT AND ROADMAP
DOCUMENT INFORM AT ION
Author Asset Planning Coordinator, Bryan O’Connor
Planning & Infrastructure Department
Index ECM/ Subject/ Asset Management Plans
ECM/ Projects(T1)/ Asset Management Maturity Assessment – Op Works
101245
Attachments 1. Noosa Council Asset Management Roadmap (60 pg document provided
separately to this report; 2 hard copies provided in the Councillors’ room)
2. Summary of Roadmap initiatives
EXECUTIVE SUMMARY
Council commissioned CH2M consultancy to undertake a capability assessment of Council’s
asset management activities across all Departments. This assessment used the ISO55000
standard as a baseline in developing a gap analysis of Council’s current asset management
practices, in order to develop a roadmap for the development of asset management activities
across Council. Undertaking an asset management capability assessment and developing a
roadmap demonstrates that Council is committed to effective organisational asset management.
The development of Council’s asset management roadmap was undertaken in four stages:
1. An asset management gap analysis;
2. Creation of a draft improvement plan;
3. Identification of roadmap initiatives, through a series of collaborative workshops; and
4. Documentation of the roadmap.
The development of the roadmap is considered a step in the overall development of good asset
management practices across the organisation. The roadmap development identified a number
of improvement activities to be undertaken and these were workshopped with various asset
managers in developing and prioritising each of these activities (and are detailed within the
roadmap document).
This report highlights the major asset management priorities required in continuing the asset
management journey and identifies the necessary resources required to commence the
implementation of these initiatives.
This report also provides roadmap tasks (Attachment 2) that give a general overview of the
number of tasks required in implementing the short term asset management priorities.
RECOMMENDATION
That Council note the report by the Asset Planning Coordinator to the Services & Organisation
Committee Meeting dated 6 September 2016 providing an update on the asset management
capability assessment and:
A. Adopt the asset management roadmap (as provided at Attachment 1 to the report) as the
asset management improvement plan for staff to commence implementation, and
B. Support the implementation of the asset management initiatives and activities across the
organisation, including those defined in the Noosa Council asset management roadmap.
Page 7 of 47
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
1 BACKGROUND
The purpose of this report is to provide Council with an update of the asset management
capability assessment commissioned by CH2M consultants using ISO55000 as a baseline, and
to support the implementation of the Noosa Council asset management roadmap.
The ISO55000 standard represents current best practice in asset management, and Council has
chosen to develop its asset management system with this standard in mind. It was agreed at the
outset of the project that Council should not consider immediate compliance or accreditation to
the standard but rather alignment to the fundamentals of ISO55000 and what is best suited for
Council’s environment.
The development of Council’s asset management roadmap was undertaken in four stages, as
follows:
1. An asset management gap analysis – through various staff interviews;
2. Creation of a draft improvement plan - is a “first cut” of the roadmap that has been created
before all of the deliverable inputs have been considered or identified;
3. Identification of roadmap initiatives, through a series of collaborative workshops including
the development of task allocation for implementation of asset management activities and
tasks; and
4. Documentation of the roadmap.
The roadmap workshops were facilitated by CH2M liaising with Council staff (asset managers
and stakeholders), who had a clear instruction to only consider what was a priority for Council
and to avoid ‘nice to haves’ or other specific ISO55000 accreditation activities in the development
of the roadmap. There was still an emphasis to align to the ISO55000 standard but there was no
consideration given to achieve compliance or accreditation to the standard at this point of time.
In the development workshops, staff identified Council’s five key priorities from the gap analysis
and improvement plan to determine achievable asset management outcomes. These five key
priorities are defined below:
1. Asset Management Awareness – how do we share the asset management story? How will
we communicate, undertake training and is there consideration for having different
competencies of asset management within the organisation. The need to have more staff
aware and sharing the asset management journey is key to its success. This is done through
the development of workshops, training sessions and then ongoing development of asset
specific sessions supported with relevant competencies.
2. Asset Management Resourcing – there were many recommendations from the gap
analysis that then resulted into asset management tasks and activities from the roadmap
workshops. Workshop participants acknowledged the volume of activities and that all the
outcomes/recommendations/tasks were not the sole responsibility of the Asset Planning
Coordinator. It was apparent that the range of asset management activities undertaken within
the organisation needed a review of current resourcing to support these priorities into the
future.
3. Understanding the organisation and its context – what asset management strategies do
we have? Whilst there are some great practices and work being done by individual teams -
our asset management activities are not aligned to a whole of organisation approach and
there is no strategic guidance overarching these activities. A strategic asset management
plan and an asset management information strategy are fundamental to the development of
our asset system and detailed asset management plans. Another important element of this
priority is to demonstrate how asset management relates to individual teams in the decision
making process for services and assets – emphasis of “line of sight” principles from the
ISO55000 Standard. This priority touches all aspects of asset management and is the major
influence on how we make good asset management decisions within the organisation.
Page 8 of 47
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
4. Preventative Action – the context of preventative action is the collection and updating of
asset data, the development of renewal programs, preventative and planned maintenance
activities and most importantly alignment to our long term financial plan for the sustainable
management of assets.
5. Asset Management System – this priority not only refers to the information technology asset
system but the overarching framework for asset management and capital works that supports
the decision making and management of the asset information by Council. The key outcome
for this priority is to develop an Asset Management Information Strategy and the
implementation of the priorities of that strategy through our asset system and framework.
These priorities along with ensuring there was organisational relevance, resource allocation and
realistic timeframes determined the priorities within the asset management roadmap.
2 ASSET MANAGEMENT ROADMAP
The asset management roadmap is essentially Council’s asset management improvement plan.
The roadmap has broken down the asset management functions into specific initiatives and
detailed tasks which have been prioritised based on the previously discussed criteria and
dependencies of other tasks. The roadmap has provided relevant tasks that assist in the
development of and implementation of asset management across the organisation. The roadmap
provides for each initiative a detailed description, alignment of the task/activity, interfaces within
Council, dependencies with other roadmap initiatives, reference to ISO55000 and defines the
potential benefits in implementing the specific initiatives.
Asset management is a whole of Council approach and throughout the document it may appear
to have some initiatives already implemented, however those initiatives require further re-work to
ensure effective asset management outcomes. The roadmap has identified the need for an
overarching strategy for our asset management activities. In the absence of strategic documents,
we will continue to do only the basic of asset management practices across our organisation.
There are three strategic documents highlighted within the roadmap that are required in
developing our asset management maturity:
1. Strategic Asset Management Plan;
2. Asset Management Information Strategy; and
3. State of the Asset Report.
Strategic Asset Management Plan (SAMP) – the SAMP is the overarching guiding document
for an organisation. The SAMP is the reference for organisational decisions that relate to the
assets. Without the SAMP there is little relevance or structure to the development of detailed
Asset Management Plans for specific asset classes. The majority of the initial tasks defined in the
roadmap relate to the development of the SAMP. The SAMP also pulls together all the
organisational activities for assets, services, people and provides relevance to Council’s asset
management journey.
Asset Management Information Strategy (AMIS) – The AMIS provides an overarching
framework and guideline in the development and management of asset information and data.
Like most strategies it will define the strengths, weaknesses, opportunities and challenges to
determine the overall improvements with asset data and information management aligned to
assets. The AMIS will provide direction and assist in the development of data management,
collection, analysis and structure in developing long term funding programs. The AMIS will
determine when the organisation is ready to commence implementation of a strategic asset
management system.
Page 9 of 47
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
State of our Assets Report – The state of our assets report brings together all asset classes
and is a high level document that summarises the overall state of play with current assets by
asset class. It assists in determining the priority for detailed asset management plans and
provides a snapshot of what the overall asset condition is by asset class. Detailed asset
management plans are determined and developed from this document.
In addition to the strategic documentation there are a number of high level asset management
initiatives that are prioritised in developing asset management across Council. The roadmap has
grouped the tasks around these initiatives which are defined below:
1. Leadership;
2. Planning;
3. Support;
4. Operation;
5. Performance Evaluation; and
6. Improvement
The above initiatives are where asset management becomes part of the organisational behaviour
and culture. The roadmap defines these initiatives and further highlights the tasks required in
establishing them within the organisation. These initiatives are briefly defined below and to put
context to the level of support required in implementing and maintaining asset management
consistently across Council.
Leadership – in referencing the roadmap, this relates to policy, roles and responsibilities that
support our assets and services.
Planning – is the baseline of asset management and includes a number of functions to be
undertaken and maintained by Council and examples of these activities and initiatives include
risk assessment, whole of life activities of our assets, asset investment (particular to capital
planning and renewal programs), asset management for contracts, asset handover (ASCON
process), development of project delivery and the development of detailed asset management
plans.
Support – the roadmap recommends that Councils define its asset management capabilities to
ensure competencies are assessed to perform good asset management. This initiative highlights
training requirements at all levels across the organisation and includes initiatives such as
awareness sessions, competency training for staff undertaking asset specific functions,
development of asset management into position descriptions across the organisation and the
implementation of the priorities from the asset management information strategy.
Operation – is defined as the asset management plan through to delivery. Ensuring the asset
management culture is being implemented and maintained. The change management activities
are embedded to support the implementation of the asset management initiatives of the
roadmap. The outcome and success can be measured and Council will have the maturity and
ability to control of the outsourced asset management functions on particular asset classes.
Performance Evaluation – The roadmap initiative identifies how Council brings the asset
management system together and how to monitor, manage, review, analyse and more
specifically, how well non-conformity and the evaluation of our individual asset classes are
addressed.
Improvement - This initiative seeks to identify the mechanisms of asset failure and implement
processes to ensure these failures can be appropriately and cost-effectively responded to ensure
Council is on a continual improvement path.
Page 10 of 47
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
These asset management initiatives have been broken down into prioritised tasks for the short,
medium and long term implementation and are detailed throughout the roadmap document. In
defining a time against these priorities these are:
Short = current financial year / first 12 months
Medium = 2017/18 to 2020/2021 financial years
Long = beyond 2020/2021 financial year.
The short term (highest priority) tasks directly relate to the development of the three strategic
documents. These asset management activities have been determined as the priority to ensure
the establishment of asset management practices around Council’s assets. The roadmap
articulates the dependencies and the potential benefits of these initiatives throughout the
document.
3 IMPLEMENTATION
The roadmap has highlighted the importance of the development of overarching strategic
documents that define the framework of Council’s asset management practices. These strategic
documents require ownership from Council and it has been considered that the development of
these documents will be developed in-house through the Asset Planning Team with the
assistance of consultancy services where required to ensure the delivery timeframes are on
target and the documents are relevant to the organisational context of asset management and
Council. Consultancy services will also be utilised to initiate the pilot detailed asset management
plans and initiate asset management awareness training.
The implementation and management of the six asset management initiatives previously defined
will require an adjustment with the current resources available to the Asset Planning Team.
These initiatives can be defined in three separate asset management functions currently
performed within the Asset Planning Team and are defined below:
Asset Planning – activities include asset management awareness & training, asset condition
assessments, data collection, ASCON process, data reconciliation, asset inspections, renewal
programmes and the development of asset management plans.
Capital Planning – Project initiation, capital works assessment & prioritisation, 10-year capital
works program, ASCON process, project and design briefs and the implementation &
management of capital works database.
Asset Systems – Asset system implementation, system development & configuration, mobility
project & support, asset inspection development, asset data reconciliation, ASCON process,
asset reporting and systems support.
These functions are integrated within the asset management framework and are aligned to the
various initiatives defined in the roadmap. Each function has specific roles that perform varying
tasks and activities which will require specialised skills and knowledge to support the
organisation. The current level of resources that relate to asset management currently reside
within the Asset Planning Team in the Planning and Infrastructure Department. The Asset
Planning Team supports not only asset management but also provides business support within
the Planning and Infrastructure Department.
The Asset Planning Team currently consists of:
1. Asset Planning Coordinator
2. GIS officer
3. Asset Systems – Project Officer – 2 years full time (Advertised)
4. Asset Systems Officer
Page 11 of 47
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
5. Technical Support Officer – (Traffic Counters)
6. Administration Officer – supports all of Branch CRM and Procurement
7. Administration Officer – supports all of Department and Director
The resource allocation to the asset system (once the currently advertised Asset Systems -
Project Officer’s position is filled) is considered appropriate to move forward with the
implementation activities of mobility and ongoing rollout and support of the asset system across
the organisation, with the 2016/17 capital program including sufficient funds to support the
resourcing of the commencement of asset planning and capital planning activities. As the
roadmap implementation progresses ongoing permanent resourcing requirements can be
determined and funding implications considered through future budget initiatives.
4 SUMMARY
The implementation of the asset management roadmap is a major step forward in the
development of asset management practices across Council. Whilst the most significant short
term implications will be overcoming the backlog of asset management initiatives (i.e. asset data
condition assessments and development of the asset specific renewal programs) the long term
benefits will include possessing good asset management knowledge, processes and ultimately
least cost decision making. The implementation of the asset management roadmap is a
significant step in progressing good asset management outcomes for the Noosa community.
Previous Council Consideration
Ordinary Meeting, 19 November 2015, Item 4, Page 4
That Council note the report by the Asset Planning Coordinator to the Infrastructure & Services
Committee Meeting dated 10 November 2015 and;
A. Agree to undertake an independent Asset Management Capability Audit; and
B. Refer an additional budget allocation of $128,000 to be included in the Budget review
process (BR3) to undertake the asset management capability audit.
Finance & Risk
The funding for consultancy services to assist in the development of strategic documents and
detailed asset management plans has been made available in the 2016/17 operational budget,
with asset and capital planning activities to be funded by the capital works budget.
Council’s strategic risk register identifies poor asset planning as a high risk that can impact on
poor decision making, community services and ultimately Council’s financial sustainability and
reputation.
Consultation
External Consultation - Community & Stakeholder
Nil.
Page 12 of 47
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Internal Consultation
The development of the roadmap was undertaken in consultation with membership of the Asset
Management Team, Leadership Team and a number of asset stakeholders who participated in
the development of the gap analysis or the roadmap development workshops.
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO X Community Facilities X Financial Services
Executive Support Community Development ICT
X Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office X Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service X Civil Operations
Economic Development X Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 13 of 47
Section 14
Page 14 of 47
Attachment 2 —Summary of Roadmap Initiatives
Task Task Description Sub- Sub-task Description Linked XT yolt go - MeLOT B RtLeLy Approx. Delivery Deliverable / Outcome
No. aT RoadMap Duration Timing
No. Tasks
Develop the Complete the Asset Management CH2M Asset Planning 1month | Short Improvement RoadMap
Improvement RoadMap Improvement RoadMap for Noosa Coordinator
and Report Council
Draft and finalise Asset Management 1.1 CH2M Asset Planning Short Improvement RoadMap Report
Improvement RoadMap Report Coordinator
Refine Asset 1 Develop draft governance structure Asset Planning Short Draft Governance Structure
Management for consideration / refinement by Coordinator, Proposal
Governance Council Asset
Arrangements Management
Steering Team
Refine, seek approval of and 2.1 Asset Planning 1month | Short Agreed Governance Structure and
institutionalise proposed structure Coordinator, Responsibility Matrix
Asset .
Management Governance players assigned and
Steering Team, active
NSC Management
Team
Develop the Asset 1 Engage with Council’s HR Branch to Asset Planning 1 month Agreed change management
Management System establish an appropriate change Coordinator approach for the asset
Change Management management approach. management system
Strategy Develop and/or integrate any 3.1 Council Asset Planning Existing documents modified or
necessary change management Coordinator, new documents developed to
documentation and protocols. Human Resources support AMS change.
Manager
Develop the Asset 1 Develop draft Communications Community Draft Communications Framework
Management Framework for Internal stakeholders Engagement (internal)
Communications Manager
Framework = - —
2 Refine, seek approval of and Council Community 1month | Short Agreed Communications
institutionalise Communications Engagement Framework (internal)
Framework (internal) Manager, Asset
Management
Steering Team
Develop draft Communications Community Draft Communications Framework
Framework for external stakeholders Engagement (external)
Manager, Asset
Management
Steering Team
Refine, seek approval of and Council Community Agreed Communications
institutionalise Communications Engagement Framework (external)
Framework (external) Manager, Asset
Management
Steering Team
Asset Management 1 Agree scope of assets covered in Asset Asset Planning Agreed list of assets within the
System Scope Management System Coordinator, scope of the Asset Management
Asset System.
Management
Steering Team
Develop a “block diagram” showing External Asset Planning Short Block Diagram of Council’s AMS
the elements of Council’s AMS and Support Coordinator,
their connectivity to other Council . Asset
functions / Management Systems. Counell Management
Steering Team
Document rationale for Asset Sed) Asset Planning 1month | Short Rationale for AMP scopes,
Management Plan scopes and Coordinator, provided in SAMP.
priorities Asset
Management
Steering Team
Environmental Scan 1 Data gathering for PESTLE / SWOT Executive Short Supporting data for the PESTLE /
analysis (optional) Manager, Asset SWOT Workshop
Planning
Coordinator
1 day PESTLE and SWOT Analysis Council Executive 1 week PESTLE and SWOT Analysis Report
Workshop (optional) Manager, Asset
Planning
External .
. Coordinator
Provider
Page 14 of 47Section 15
Page 15 of 47
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Vs} ecey a Delivery Deliverable / Outcome
No. AE RoadMap Duration Timing
No. BET <)
Stakeholder Analysis 1 Develop / document stakeholder Council Asset Planning Short Stakeholder Analysis Guideline
analysis approach and supporting Coordinator, document and Template.
template. ee Community
Provider
Engagement
Manager, Asset
Management
Steering Team
Consolidate current stakeholder 7.1 Council Asset Planning Short A consolidated knowledge-base of
information. Coordinator, stakeholder information
Asset
Management
Steering Team,
Asset
Management
Working Group(s)
Analysis of / reporting on gathered vee Council Asset Planning Short Asset Stakeholder Report /
stakeholder information Coordinator, Stakeholder Section for CAMP
External Short
ider Asset
ao Management
Steering Team,
Asset
Management
Working Group(s)
Asset Management 1 Document currently available Levels of Council Asset Planning 1month | Short A list of current Levels of Service
Objectives (Levels of Service Coordinator, and the assets they relate to.
Service) Asset
Management
Steering Team,
Asset
Management
Working Group(s)
Develop Level of Service Framework 6.3, 11.1 Council Asset Planning 6 months A comprehensive Framework of
External Coordinator, 41 month Asset Service Levels that provide
Asset transparent “line-of-sight”
SUE ror Management
Steering Team,
Asset
Management
Working Group(s)
Asset Management 1 Review and refine as necessary, Council Asset Planning 1 month Use of “8-point score” approach as
Decision-Making current “8-point score” approach for Coordinator an asset management decision-
asset management purposes. tool.
2 Develop asset management decision- 7.3 Asset Planning 2 months | Short Documented asset management
making criteria for individual Asset Coordinator, decision-making criteria
Management Plans Asset
Management
Steering Team,
Asset
Management
Working Group(s)
Develop Council’s 1 Develop a SAMP Template for Council Council Asset Planning 1month | Short SAMP Template.
Preliminary SAMP Coordinator,
External
. Asset
Provider Management
Steering Team,
Asset
Management
Working Group(s)
Develop and document a preliminary 7.1, 7.3, Asset Planning Preliminary SAMP Document.
SAMP. 8.2, 9.2 Coordinator,
Asset
Management
Steering Team,
Asset
Management
Working Group(s)
Review / Update Asset 1 Refine existing Council Asset Council Asset Planning 1month | Short Revised Asset Management Policy
Management Policy Management Policy External Coordinator,
Provider Asset
(optional) Management
Steering Team
Develop Asset 1 Review of existing responsibility Asset Planning 2 months Understanding of current
Management Roles and matrices. Coordinator, responsibilities.
Responsibilities Human Resources
Manager
Development of a comprehensive 12.1 Council Asset Planning RACI Charts for the Asset
RACI Chart for Council’s Asset Coordinator, Management System.
Management System. Human Resources
Manager
Page 15 of 47Section 16
Page 16 of 47
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Approx. Delivery Deliverable / Outcome
Toe Task RoadMap TTT ede) a 4
No. ATC)
Develop Risk Determine Asset Management System Asset Planning 2 months — Short AMS Risk Assessment needs
Assessment risk / opportunity assessment Coordinator, identified.
Methodology and requirements. Governance
Framework Advisor, Asset
Management
Steering Team
2 Modify Council’s Corporate Risk 13.1 Council Asset Planning 18 Short to Revised corporate risk
Assessment Approach, as necessary. Coordinator, Months Medium | management approach.
Governance
Advisor, Asset
Management
Steering Team
Develop Asset 1 Review of existing Council asset Director 2 months Opportunities to leverage existing
Investment Planning investment review / approval Corporate processes/ tools. Any workflow
Framework processes Services, Asset “gaps” identified.
Management
Steering Team
2 Document the Asset Investment 14.1 Council Director 4months Medium | The Asset Investment Planning
Planning Framework Corporate Framework.
Services, Asset
Management
Steering Team
Develop Asset Capture of asset management Council Asset Planning 2 months Medium | Contracts accurately and
Management Delivery requirements in Contracts. Coordinator, to consistently address asset
Platform: Capture of Procurement and Long management requirements
Asset Management Fleet Manager,
Requirements in Asset
Contracts Management
Steering Team
2 Develop Guidelines for alternative 15.1 Council Procurement and | 2 months | Long Asset Management Contracting
Forms of asset management Fleet Manager, Guidelines
contracting. Asset
Management
Steering Team
Develop Asset 1 Develop corporate Project Long
Management Delivery Management Framework (covering
Platform: Develop asset management)
Project Management - -
Approach for Asset 2 Develop and implement a Project
Management Management training regime
Develop Asset Ensure capture of asset management Council Asset Planning 2 months | Short PD Toolkit developed meets asset
Management Delivery requirements in existing PD Toolkit Coordinator, management requirements.
Platform: Define Asset initiative. Infrastructure
Management Handover Planning & Design
Procedures Manager,
Financial Services
Manager,
Coordinator
Engineering.
2 Document procedures for realisation Council Asset Planning 4months | Short Consistent approach to asset
and capitalisation of handed-over Coordinator, capitalisation that meets financial
assets Infrastructure and operational requirements.
Planning & Design
Manager,
Financial Services
Manager
Asset Management Develop a suitable template for future Asset Planning 2 months | Short Draft Asset Management Plan
Planning Platform: Asset Management Plans Coordinator, Template
Develop and Agree on a Asset
Standard Asset Management
Management Plan Steering Team
Template - = = - -
Develop a “Pilot” AMP using the 18.1 Council Asset Planning 4months | Short Refined AMP Template and
template developed to test / refine the External Coordinator, completed AMP
template. Provider Asset
Management
Working Group(s)
Asset Management 1 Capture and document existing asset 9.2, 18.1 Council Asset Planning 2 months — Short Existing asset strategies and their
Planning Platform: strategies. Coordinator, decision criteria
Develop State of the External Asset
Provider
Assets Report (optional) Management
Steering Team
Develop Asset-specific Levels of 19.1 Council Asset Planning 12 months | Short Asset Levels of Service
Service Coordinator,
Asset
Management
Steering Team
Develop State of the Assets Report Asset Planning 2 months SoAR Document
(SoAR). Coordinator,
Asset
Management
Working Group(s)
Page 16 of 47Section 17
Page 17 of 47
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Approx. Delivery Deliverable / Outcome
No. BET RoadMap Duration Timing
or BET
Asset Management a Develop draft list of AMPs and their Asset Planning Short Preliminary AMP Program
Planning Platform: delivery timeframe Coordinator,
Develop Asset Asset
Management Plans Management
Working Group(s)
Incremental development of AMPs 10.2, 18.1, Council Asset Planning TBA Short to Completed AMPs
£971,192; Coordinator, Medium
20.1 Asset
Management
Working Group(s)
Develop Asset 1 Determine minimum competencies for Asset Planning AM Competency Framework
Management Asset Management System roles. Coordinator,
Competency Framework Human
and Plan Resources
Manager, Asset
Management
Steering Team
Map competencies of staff assigned to Council Asset Planning 1 month Clarity of staff roles
AMS roles. Coordinator,
Human
Resources
Manager, Asset
Management
Steering Team
Undertake a gap analysis of staff 211,222 Council Asset Planning 1 month Staff competence improvement
competencies. Coordinator, needs understood.
Human
Resources
Manager, Asset
Management
Steering Team
Create an Asset Management 213. Council Asset Planning 3 months Plan to close any competence
Competence Development Plan Coordinator, “gaps”
Human
Resources
Manager, Asset
Management
Steering Team
Asset Management 1 Develop asset management induction Council Asset Planning Asset Management Induction Pack
Awareness pack. Coordinator,
External Hunan
Provider
Resources
Manager, Asset
Management
Steering Team
Develop staff AM training Council Asset Planning Staff AM Training Materials
materials Coordinator,
Human
Resources
Manager, Asset
Management
Steering Team
Asset Information 1 Map the workflows supporting the Asset Planning 6 months AMS Process Maps and
Improvement: Asset Asset Management System Coordinator, (staged)
Management Process Director
Mapping and Data Corporate
Analysis Services, Asset
Management
Working Group(s)
Determine the data requirements for 231 Council Asset Planning Asset Management System data
the workflows mapped. Coordinator, , requirements
Asset
Management
Working
Group(s),
Director
Corporate
Services
Page 17 of 47Section 18
Page 18 of 47
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Vey el ge) a YI =1 a A LLIN] Olt ceed iit)
No. BieTa RoadMap Duration Timing
tom BETS <3)
Asset Information 1 Review existing asset hierarchy Council Asset Planning 3 months Revised asset hierarchy
Improvement: Asset Coordinator,
Information Director
Improvement: Asset Corporate
Management Process Services
Anaivsie and Data Develop or revise data standards Council Asset Planning 2months | Short Agreed asset information data
Coordinator, Standards
Asset
Management
Working
Group(s),
Develop information improvement 23.2, 24.1, Council Asset Planning 3 months Comprehensive and high-quality
program 24.2, 24.3 Coordinator, asset data to support the Asset
Director Management System
Corporate
Services, Asset
Management
Working
Group(s), Asset
Management
Steering Team
Asset Management 1 Determine asset management Council Asset Planning 1month | Short / AMS document control needs
Document Control document control requirements Coordinator, Medium understood.
Asset
Management
Steering Team,
Incorporate procedures developed Council Asset Planning 1 month Revised document control
into existing corporate governance / Coordinator, procedures aligned to AMS
document control procedures Asset requirements
Management
Steering Team,
Asset
Management
Working Group(s)
Asset Management Plan 1 Document the workflow from Asset 14.2 Council Asset Planning 2 months Documented AMP to Budget
to Budget Workflow Management Plan to approved Coordinator, workflow.
Budget. Director
Corporate
Services, Asset
Management
Steering Team
Management of Change | 1 Identify possible changes and their 19.3 Council Asset Planning 3 months Comprehensive list of possible
influencing factors, by asset class. Coordinator, changes, by asset class.
Asset
Management
Steering Team,
Asset
Management
Working Group(s)
Develop measures to mitigate the risks 13.1 Council Asset Planning Identified measures to mitigate
of changes identified. Coordinator, risks of change.
Human
Resources
Manager, Asset
Management
Steering Team
Control of Outsourced 1 Develop an Asset Management Council Noosa Leadership | 2 months AM Strategic Sourcing Strategy
Activities Strategic Sourcing Strategy Team,
Governance
Advisor,
Procurement and
Fleet Manager
Quality Management 1 Investigate integration of AMS 10.2 Council Asset Planning 2 months Required amendments to existing
Plan performance management Coordinator, Plans or functions.
requirements in existing Council Governance
quality management and audit Advisor, Asset
functions Management
Steering Team
Develop Asset Management System 29.1, 24.3, Council Asset Planning 2 months Asset Management System Quality
Quality Management Plan 25.2 Coordinator, Management Plan
Governance
Advisor, Asset
Management
Steering Team
Page 18 of 47Section 19
Page 19 of 47
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Vey ego) a Delivery Deliverable / Outcome
No. Task RoadMap Duration Timing
on BET
Failure / Root Cause 1 Capture and documentation of routine Asset Planning Short/ Database of routine asset failures
Analysis asset failures Coordinator, Medium | and the factors that influence them
Asset
Management
Working Group(s)
Implement process of routine failure Council Asset Planning Failure review process embedded.
review in work management system Coordinator,
Asset
Management
Steering Team,
Civil Operations
Manager,
Procurement and
Fleet Manager,
Asset
Management
Working Group(s)
Implement a process of post-delivery Council Asset Planning Project review process refined.
review for larger capital projects Coordinator,
(including revision of Standards). Infrastructure
Planning &
Design Manager
Page 19 of 47Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
3 NOOSA LOCAL DISASTER MANAGEMENT PLAN 2016/17
DOCUMENT INFORM AT ION
Author Disaster Management & Special Projects Officer, Beth Potter
Planning & Infrastructure Department
Index ECM/Disaster/Local Disaster Management Plan
Attachments 1. Noosa Local Disaster Management Plan 2016/17 (87 pg document
provided separately to this report; 2 hard copies provided in the Councillors’ room)
2. Membership of Noosa Local Disaster Management Group 2016/17
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Disaster Management & Special Projects Officer to the
Services & Organisation Committee Meeting dated 6 September 2016 and:
A. Repeal the Noosa Local Disaster Management Plan 2015/16 and adopt the Noosa Local
Disaster Management Plan 2016/17 as provided at Attachment 1 to the report, and.
B. Devolve responsibility for updating and approving the operational appendices of the Local
Disaster Management Plan 2016/17 to the Noosa Local Disaster Management Group.
C. Adopt the list of members and advisors for the Noosa Local Disaster Management Group
as provided at Attachment 2 to the report.
REPORT
1. Local Disaster Management Plan
It is a requirement of the Disaster Management Act 2003 (the Act) that a local government
develops a Local Disaster Management Plan (the Plan) to assist with effective disaster
management for its area. It is also a requirement of the Act that a local government for the area
review, or renew, its Plan when considered appropriate.
With the annual self-assessment against the Emergency Management Assurance Framework
due by the end of September 2016, it is timely for Council to review the 2015/16 Plan.
Following de-amalgamation, the 2014/15 Plan underwent a substantial review due to the
separation of Noosa components from the previous years’ joint Sunshine Coast Council and
Noosa Council Plan. This review of the 2015/16 Plan has focused on updating data and
reviewing the disaster risk management elements.
Material changes made to the 2015/16 Plan are as follows:
Update of Local Disaster Management Group Members and Advisors list
Review of Disaster Risk Management including:
o Update of statistical data (where available)
o Increase of risk likelihood for East Coast Low in July and August from Possible to Likely
o Decrease of risk likelihood for Major Air Transport Accident from Unlikely to Rare
Page 20 of 47
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
o Increase of risk likelihood for Terrorism from Rare to Possible
o Update of risk reduction strategies to reflect changes in disaster management at Noosa
Council in last 12 months
Inclusion of new role of Disaster Management & Special Projects Officer
The 2016/17 Plan will be tabled for the endorsement of the Noosa Local Disaster Management
Group (LDMG) at its meeting on 15 September 2016. Refer Attachment 1 for 2016/17 Plan.
2. Local Disaster Management Plan operational appendices
The Plan also has a number of operational appendices. Devolving the responsibilities for
updating and approving these appendices to the LDMG will enable updates and improvements to
be made quickly and as required.
Although the Recovery Plan is an appendix, it is a substantial document and details all aspects of
responsibility for recovery from a disaster. Therefore, it is prudent that a formal review of the
Recovery Plan is undertaken, and this is scheduled for completion in 2017. The reviewed
Recovery Plan will be presented to Council for adoption.
3. Local Disaster Management Group Members and Advisors
The local government has responsibility for appointing members and advisors to the LDMG.
Only members of the LDMG have voting rights and count towards the meeting quorum.
Members are appointed if the local government is satisfied that the person has the necessary
expertise or experience to be a member of the LDMG.
Advisors to the LDMG provide expertise on an as-needed basis and are invited to attend
meetings.
The membership of the LDMG and the list of advisors have been reviewed as part of the review
of the Plan. Refer Attachment 2.
Previous Council Consideration
Ordinary Meeting, 2 July 2015, Item 5, Page 4
That Council note the report by the Director Community Services to the Infrastructure & Services
Committee Meeting dated 23 June 2015 and:
A. Repeal the Sunshine Coast and Noosa Local Disaster Management Plan 2014 and adopt
the Noosa Local Disaster Management Plan 2015/16 and Noosa Local Disaster Recovery
Plan 2015/16 provided at Attachments 1 and 2; and
B. Devolve responsibility for the operational components of the Local Disaster Management
Plan to the Local Disaster Management Group.
Finance & Risk
Regular review of the Plan will assist with ensuring effective disaster management and
compliance with legislative requirements.
Page 21 of 47
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Consultation
External Consultation - Community & Stakeholder
Noosa Local Disaster Management Group external members:
Australian Red Cross
Department Communities, Child Safety & Disability Services
Energex
Ramsey Health
Queensland Police Service
Queensland Fire & Emergency Services (Emergency Management)
Queensland Fire & Emergency Services (State Emergency Services)
Queensland Fire & Emergency Services (Fire & Rescue)
Queensland Parks & Wildlife Service
Unity Water
Internal Consultation
Local Disaster Coordinator, Director Planning & Infrastructure
Deputy Local Disaster Coordinator and Local Recovery Coordinator, Director Community
Services
Community Development Coordinator
Community Engagement Manager
Civil Operations Manager
Waste & Environmental Health Manager
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support x Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
x Waste & Environmental Health Revenue Services
Executive Office x Planning & Infrastructure
x Community Engagement Building & Plumbing Services
Customer Service x Civil Operations
Economic Development x Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 22 of 47
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
ATTACHMENT 2
Membership of the Noosa Local Disaster Management Group 2016/17
Role Position
Chairperson Cr Tony Wellington
Deputy Chairperson Cr Joe Jurisevic
Local Disaster Coordinator Director Planning & Infrastructure, Noosa Council
Local Recovery Coordinator Director Community Services, Noosa Council
Australian Red Cross Emergency Services Coordinator Qld
Community Liaison Officer Community Development Coordinator, Noosa Council
Community Health Officer Waste & Environmental Health Manager, Noosa Council
Energex Representative Principal Asset Officer (North Coast), Energex
Queensland Fire and Emergency Services Zone Commander, Sunshine Coast Queensland Fire and
representatives x 2 Emergency Services (Fire);
QFES Regional Emergency Management Coordinator
Queensland Parks and Wildlife Senior Ranger, Sunshine Coast
Representative
Queensland Police Service Representative Senior Sergeant, Officer in Charge, Noosa Police Station
SES Local Controller (Noosa)
Unitywater Representative Planned Services Manager
All members will nominate a Deputy to ensure continuity and full agency representation.
Page 23 of 47
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Advisors to the Noosa Local Disaster Management Group 2016/17
Role Position
Chair of Council’s Emergency Operations Civil Operations Manager, Noosa Council
Team
Coastguard Commander Noosa Coastguard
Department of Communities, Child Safety & Manager, Programs Support Team
Disability Services Representative
Department Transport & Main Roads Principal Project Officer
Disaster Management Disaster Management & Special Projects Officer, Noosa
Council
District Disaster Management Group Executive Officer to the District Disaster Coordinator
Economic Development Economic Development Manager, Noosa Council
Environment Planning & Environment Manager, Noosa Council
Health Representative Director Emergency Medicine, Noosa Hospital
Information Technology Advisor Manager ICT, Noosa Council
Local Media Representative Editor Noosa News
Local Member Representative Assistant Electorate Officer
Media Liaison Officer Community Engagement Manager, Noosa Council
Queensland Ambulance Service Officer in Charge, Noosa Station, Queensland Ambulance
Representative Service
Rural Fire Representative Group Officer Noosa
SEQWater Representative SEQ Water Dam Safety Manager
Surf Life Saving Queensland Regional Manager
Representative
Telstra Representative Area Sales Manager
Page 24 of 47
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
4 1516T089 COUNCIL OWNED HEATING, VENTILATION & AIRCONDITIONING
MAINTENANCE
DOCUMENT INFORM AT ION
Author Building and Plumbing Services Manager, Allan Hazell
Planning and Infrastructure Department
Index ECM/Subject/Procurement
Attachments 1. Tender Assessment
EXECUTIVE SUMMARY
This report provides a recommendation for the appointment of the preferred contractor for the
maintenance of Council owned air-conditioning, heating and ventilation systems (HVAC)
contained within numerous Council owned buildings.
RECOMMENDATION
That Council note the report by the Building and Plumbing Manager to the Services &
Organisation Committee Meeting dated 6 September 2016 and:
A. Award tender (1516T089) for the whole of region maintenance of Council owned heating,
ventilation and air-conditioning systems to Gealy’s Air-conditioning and Refrigeration for the
initial term lump sum price of $48,923 excluding GST; and
B. Award the contract for an initial term of 12 months, with consideration to extend the
contract up to four (4) terms of up to twelve (12) months each.
REPORT
Under Council’s previous contract, a main contractor was engaged to undertake the maintenance
of most of Council’s split and ducted air conditioning systems. This previous contract, however,
did not incorporate all Council air-conditioning assets or the heating and ventilation systems
within Council owned buildings. This resulted in numerous contractors being utilised, with varying
costs and outcomes across the whole of Council.
The recommended contract will utilise a single contractor and provide a comprehensive schedule
of works for all Council owned heating, ventilation and air-conditioning systems for routine and
reactive maintenance.
Tenders were sought for the maintenance and servicing of heating, ventilation and air-
conditioning systems for Council owned buildings. The tender was advertised via the Local
Government Tender Web site and local press. Council received six (6) tender submissions with
five (5) deemed conforming and one (1) deemed non-conforming.
1. Tender Assessment
The tender assessment panel undertook the evaluation of the five (5) conforming tender
submissions.
Air master Australia Pty Ltd
Climatech
ENGIE Mechanical Services QLD
Gealy’s Air-conditioning Refrigeration
Laguna Bay Air-conditioning
Page 25 of 47
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Gealy’s Air-conditioning and Refrigeration scored highest in a majority of non-price criteria, and
provided the most cost effective hourly rate.
The overall tender price submission from Gealy’s Air-conditioning and Refrigeration of $48,923
(excluding GST) represents a very competitive price for a whole of region approach.
Gealy’s Air-conditioning and Refrigeration are recommended as the preferred contractor due to
their technical skill capability, level of resourcing, methodology applications and ability to respond
to Council’s required emergency call out time frames, providing a submission deemed the most
advantageous to Council.
Previous Council Consideration
Nil
Finance & Risk
Council has an obligation in delivering safe and healthy work places for the benefit of Council
employees and the public. This contract allows Council to better manage our operational
financial and risk obligations.
The recommended initial period of 12 months with the possibility of up to four (4) further terms of
12 months, provides the ongoing opportunity to monitor and review the performance of the
contractor. Should any performance issues arise, then Council has the ability to re-tender the
contract in a suitable time period.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Financial Services
Council Procurement Services
Community Facilities
Property and Facilities
Waste and Environmental Health
Libraries and Galleries
Human Resources
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO X Community Facilities X Financial Services
Executive Support Community Development ICT
X Libraries & Galleries X Procurement & Fleet
Local Laws X Property & Facilities
X Waste & Environmental Health Revenue Services
X Executive Office X Planning & Infrastructure
Community Engagement X Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
X Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 26 of 47
Section 27
ATTACHMENT 1
Page 27 of 47
Weighted Attribute Evaluation Spreadsheet
ContractNo: S15 16TOT ATTACHMENT 1
ant Maintenace and Servicing of Heating. Ventilation and Air
Conditioning Systems
PIC
(excl of GST)
based on
Hourly Rate Pricing
-6am-6pm
No. |NAME OF TENDERER Workdays ' % 2 x 4 4 ) x 3 % 1
1 [AimasterAustralaPlyltid ~~ S~C(S~S~S~S~S~S~SS Uewccagtle Vy Pe Poa Goad Very Geet Brtgten
2 [Climatecy SO
3 |ENGIE Mechanical Services (Qld) ST The ratings:
4 |Gealy's Airconditioning and Refngeration, SO + 0 (zero) = Unacceptable ~ a fat for that criteria and extreme risk
5 [Laguna Bay Airconditoning Cs + 20 (twenty) = Very Poor = the content of the submission for that criterta is of a low standard and hégh risk
+40 (forty) = Poor ~ the content of the submission fer that criteria ts unimpressive and poses a moderate risk
ee | + 60 (stety) * Good ~ the content of the submission for that criteria is meritabdle and will need to be monitored f awarded
De eee + 80 (eighty) * Very Good ~ the content of the submission for that criteria is of s high standard and advantageous
a 9 | + 100 (one-hundred) © Exceptional =the content of the submission for that criteria is flawless / outstanding and most advantageous
a 9 |
a | | Once all the data is entered the resultant scores based on the price and non price elements are automatically calculated for you
NON-CONFORMING TENDERS
Hirotec Maintenance (Donat evaluate Number of Tenders Evaluated == [6]
CEE EEE
1 2 3 4 5
Alrmaster Australia ENGIE Mechanical Gealy's Laguna Bay
PART A -Non price elements Airconditioning
Pty Ltd Services (Qid) and Refrigeration Airconditioning
Resultant Resultant Resultant
wegnting weigming weigming ghting ghbing
ContractExperience &Capacity | 5% | | 355 | 32 | | 4 | 46 | | 225 |
Mewocoon | | | Oe Pia | Pas
a | 3 | | 52 MB es | we | cs
Contribution to LocalEconomy | 10% | oo | a | 2 | oe | ss | wo | 2 |
Total Technical Score 60% p86 BS 8S
Normalised Technical Score (Th) |
\ T NGIE W ot q 5
PART B - Price element eee uid | _Stimatech__ | T sevices ald) | Akconditionina | Akcondiiontna |
Total Fees (Pc) 390) 380 0 >60 “* Primary work function under the Contract will be done under Hrly Rates, therefore
this pricing was deemed the most appropriate for the evaluation.
Average Fees (Pav) $0.00.
Price Score 87 99 103 99
Normalised Price Score (Pn) 77 89 92 89
Weighted Price Score (Pw
Total Score of price and non price
elements
OTHER DETAILS
Assesment panel member 1 — Facility Officer, Planning and Infrastructure
Assesment panel member 2 —_ Electrician, Planning and Infrastrucute The Contract Administrator confirms the above weightings
Assesment panelmember3 —HR Officer - WH&S, Executive Office Contract Administrator's signature:
Assesment panelmember4 = Building & Plumbing Services Manager, Planning and Infrastructure
Page 27 of 47Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
5 COOROY BUTTER FACTORY - UPDATE ON FIRST SIX MONTHS OF OPERATIONS
UNDER MANAGEMENT BY THE COOROY FUTURE GROUP
DOCUMENT INFORM AT ION
Author Manager Libraries & Galleries, Kerri Contini
Community Services Department
Index ECM/ Subject/ 72.04 Butter Factory Arts Centre
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Libraries & Galleries to the Services & Organisation
Committee Meeting dated 6 September 2016 and:
A. Authorise the CEO to enter into an agreement with the Cooroy Future Group Inc to operate
the Butter Factory Arts Centre for a three-year period with a three-year option, commencing
1 January 2017. This agreement to be in accordance with Council’s Community Leasing
Policy and subject to continued satisfactory performance by the Group in the second half of
2016 calendar year;
B. Provide funding of $61,042 (ex GST) to the Cooroy Future Group Inc to support operations
to the six-month period to June 2017; and
C. Refer future funding arrangements to the 2017/18 budget process pending the final
outcome of the twelve-month trial.
REPORT
The purpose of this report is to provide Council with an update on the twelve-month trial of the
operation of the Cooroy Butter Factory under a community managed model and to recommend
appropriate longer term arrangements.
1. Background
The Butter Factory at Cooroy is a local heritage building purchased by Noosa Council in the early
1990s.
Since then, the Butter Factory has fulfilled a variety of community functions as a creative hub, an
art gallery, a workshop space, an education provider, a performing arts venue and an office
space for Council’s creative and heritage staff. Groups and organisations that have used the
Butter Factory include TAFE, Permaculture Noosa, the Butter Factory Arts Inc., the Queensland
Museum Regional Development Officer and Creative Noosa.
A ceramics studio was built on the site when TAFE was based at the Butter Factory and, since
2004 when TAFE left the site, the studio has been utilised by local ceramic artists as a workshop
space and pottery studio.
Page 28 of 47
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
From 2006 to 2015 the Butter Factory was operated as a council-run gallery exhibition and
workshop space. From 2008 to 2010 the Lower Mill Site was redeveloped to the north of the
Butter Factory incorporating the new Cooroy Library, further expanding the community facilities
on the precinct.
In 2014, following the de-amalgamation of the Noosa Council from the Sunshine Coast Council, a
service review of the operations of the Noosa Regional Gallery and the Butter Factory was
undertaken. It recommended that a further review of the operations of the Butter Factory be
conducted in consultation with the community to explore other facility uses, consider more
sustainable management models and provide greater community participation in the facility.
The Butter Factory review was undertaken in 2014/15. It included extensive community
engagement and considered a range of options for the future of the facility. The outcome of the
review was to retain the cultural and community focus of the facility and trial the operation of the
Butter Factory under a community managed model. Council resolved to enter into an agreement
with the Cooroy Lower Mill Board (now the Cooroy Future Group Inc) to manage and operate the
Butter Factory Arts Centre on a twelve-month trial basis, commencing 1 January 2016; and to
provide $12,600 for transition costs and a twelve-month operating subsidy of $120,279.
Following a transition period from October to December 2015, the Cooroy Butter Factory opened
under the management of the Cooroy Future Group on 8 January 2016.
2. Operations under Cooroy Future Group: January – June 2016
Under the agreement developed with Council, the Cooroy Future Group (CFG) have been
provided overall management and operational control of the Butter Factory and the adjacent
pottery for a twelve-month trial. The purpose of the twelve-month trial is to provide a reasonable
period for the CFG to establish itself as the management body, to test programming and
operational assumptions, to understand the true nature of operation costs and potential income
under the new model and ultimately determine whether continued CFG operation of the Butter
Factory is viable.
The first six months of operation under the Cooroy Future Group have produced a solid positive
performance.
A summary of key achievements includes:
Establishment of management structure including Butter Factory Arts Centre Management
Committee.
Establishment of start-up operations including permits, insurances, administration,
procedures, telecommunications and computer systems.
Appointment of three contract staff to manage the day-to-day running of the Butter Factory
and pottery operations. They are part-time and cover operations six days per week.
Development of marketing collateral including branding, printed material, signage, social
media and website http://www.butterfactoryartscentre.com.au/
Receipt of thirty-five exhibition proposals and selection of twenty-one exhibitions.
Establishment of the ‘Butter Factory Friends’ group which now has 50 fee-paying members
who receive discounts from supporting organisations and the opportunity to participate in an
annual group exhibition.
Attraction of Butter Factory volunteers which now number over 70. They assist with gallery
visitors, installs, demounts, children’s workshops and launches.
Page 29 of 47
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Key data: January – June 2016
Visitors to the Butter Factory 6,251
Volunteer hours worked in Butter Factory 1,105
Volunteer hours by Management Committee 555
No. of Volunteers 70
No. of Contracted staff 3
No.of Butter Factory Friends paid members 51
No. of Media Articles 27
Facebook Reach 1,811 between 21 & 27 June, up 8%
on previous period
Website Page Views Avg 638 per week
Instagram Followers 190
There have been continual exhibitions since the January opening with at least two exhibitions
and occasionally three taking place at the same time in the Butter Factory. A modest program of
workshops and classes has been provided along-side the exhibitions. The CFG has taken steps
to offer the Butter Factory as a venue and has hosted several successful events including a
chamber ensemble performance and a wedding. An artist’s studio has been created on the
mezzanine level with an artist on-site three days per week.
The Cooroy Future Group Management Committee report that they have overcome a number of
challenges particularly regarding expectations of venue users and creating an awareness and
understanding that the facility needs to operate on a financially stronger basis to ensure its
survival. This was particularly evident when negotiating changes in the pottery as hiring and kiln
rates had not been altered in ten years. They are confident about the future of the facility and are
exploring new initiatives to extend programming and generate income.
Council officers observe that the CFG is committed to the success of the Butter Factory facility
and they have worked diligently to build a strong operation. While they have consulted with
Council when required, they have generally capably managed the facility independently:
generating initiatives and resolving problems. Where there have been issues they have
communicated with Council officers and received advice constructively.
Overall the first six months have been successful and provide a solid foundation to build upon
across the second six months of the trial.
3. Financial Operations January – June 2016
The review process highlighted the difficulty of forecasting a budget for a community managed
model given the limited financial data available under the newly de-amalgamated Council and the
lack of expert advice yet available to the CFG. An estimated budget was therefore developed
based on a combination of CFG estimates and Council actuals. The twelve-month trial would
provide an opportunity to test the budget figures and establish a more realistic projection of
revenue and expenditure.
Council provided a twelve-month operating subsidy of $120,279 which has been paid in two
instalments. The subsidy was to assist in funding a broad range of operating costs including
human resources, administration, marketing, programming and telecommunications. Operating
costs such as water, electricity, security and building maintenance, were to remain Council’s
responsibility during the trial period. The CFG was expected to undertake a range of revenue-
raising activities to fund additional requirements.
Page 30 of 47
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Financial operations for the six-month opening period have been sound with a small net surplus.
Budget Jan – Jun Actuals Jan – Jun Variance
2016 2016
Revenue (inclusive of Council grant) 79,369.70 80,641.15 -1,271.45
Expenses 67,227.20 66,210.38 1,016.82
Surplus 12,142.50 14,430.77 2,288.27
Opportunities to attract revenue have been explored and, as anticipated, have eventuated
differently from the forecast budget. The original budget forecast $5,000 revenue from
sponsorship and $2,520 revenue in rental from Sunshine Coast Community College which have
been unrealised. The Sunshine Coast Community College closed down at the beginning of the
year and were unable to commit to their venue hiring arrangement. The management committee
determined that a brand and reputation needed to be established before sponsorship could be
sought in this difficult market. Commission on artist’s sales has been well below original
expectations. However, this deficit has been offset by the CFG pursuing other income initiatives
including venue hire fees, strong exhibition bookings, a membership drive and obtaining an
RADF grant.
The CFG has demonstrated tight fiscal control during this establishment phase. Expenditure has
been limited to essential services and contracts and therefore it has been kept slightly below
budget forecasts. Contract staff costs have been higher than anticipated to ensure consistency of
opening hours and meet venue hire commitments. The CFG have worked diligently to build up
volunteers to supplement paid staffing.
The following governance aspects have been implemented:
The CFG has gained permission from the Office of Fair Trading to change their financial year
end from 28 February to 30 June to bring the audited accounts in line with the Council
financial year to particularly assist with acquitting grant funds.
The combined income from the joint CFG operations took them over the GST threshold. The
CFG is now registered for GST and this been applied from 1 July 2016.
4. Forecast operations July – December 2016
Following on from a positive first six months, the CFG are anticipating a strong second six
months of the trial. Forward bookings for exhibitions are very healthy with all galleries booked
through to the end of December and all exhibition hire fees paid. Provisional bookings are also
being held through to June 2017 pending a decision on the CFG’s longer term operation of the
facility.
Marketing strategies are being developed to increase awareness and maximise exposure in the
local press and other media. A sponsorship package is being drawn up and efforts to attract
sponsorship will commence shortly.
Initiatives planned for the six months July – December 2016 include:
Expanding the workshop program
Relocating the staff office upstairs
Creating an artists’ retail outlet in the original office space
Sourcing additional grant funding
Promoting the Butter Factory as a venue for hire
The CFG have prepared a draft Business Plan which builds upon the work undertaken during the
transition period. It will be complete once there is more robust financial data available through the
second six months of the trial.
Page 31 of 47
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Income and expenditure have been reviewed for the rest of the year based on the first six
months’ performance. The CFC are projecting a balanced budget for the calendar year with the
total income for the year of $156,139 being offset by an expenditure of $156,139 which is in line
with original expectations.
5. Operations 2017 and beyond
The purpose of the twelve-month trial is to provide a reasonable period for the CFG to establish
itself as the management body for the Butter Factory and determine whether continued CFG
operation of the BFAC is viable.
The CFG have demonstrated their ability to assume responsibility for the Butter Factory and
successfully establish and operate it for the first six months of the trial. This was not without risk
as they had not managed a cultural facility previously however their business acumen and
prudent approach has delivered a strong platform across the first phase of the trial. They have
experienced challenges particularly in understanding the cultural sector and establishing
relationships in this area however they have taken active steps to address this including
changing the make-up of their management board. If they are to continue in this manner then it is
expected they will steadily develop the facility, improving revenue and maintaining tight controls
over expenditure.
If the community managed model was not found to be sustainable, then other options proposed
in previous reports were to be considered. These included:
Council operating the BFAC as a fully programmed space in line with previous Council
operations;
Council operating the BFAC under a ‘caretaker’ model with limited programming, essentially
a venue for hire; and
Council investigating other uses for the BFAC such as leasing it out.
As the community consultation was overwhelmingly in favour of retaining the cultural and
community focus of the Butter Factory and increasing community participation in the
management and operation of the facility and there is limited ability for Council to resume
operations, there would need to be a significant failure of the trial to warrant exploring the other
options. However, as the trial has proved successful to date, this report recommends continuing
operation of the Butter Factory under the community managed model.
Operation under the CFG remains the most cost effective model which delivers the greatest
benefit to the community including:
Provision of an important arts and cultural space within the hinterland particularly to emerging
artists and smaller touring exhibitions;
Accessibility to the public 6 days a week, including both weekend days;
Community responsibility for the management and operation of the facility;
Ability to attract external resources such as grants and sponsorship;
Ability to extend the scope of the Butter Factory to incorporate other uses identified through
the review such as venue hire.
It is therefore proposed that Council enter a three-year agreement with a three-year option for
management of the Cooroy Butter Factory by the Cooroy Future Group. This agreement to be
accordance with Council’s Community Leasing Policy and to contain a clause that should the
performance of the CFG in managing the Butter Factory for the second six months of the trial be
markedly different from the first six months and produce a substantially negative audited financial
result, then the agreement will lapse as at June 30 2017 and Council funding to the CFG to
manage the Butter Factory beyond June 2017 will not be considered.
Page 32 of 47
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
In order to ensure smooth continuity of operations of the Butter Factory for the second half of the
2016/17 financial year it is recommended that Council approve funding of $61,042 to the CFG to
support the six-month operations of the Butter Factory from January 1 2017 to June 30 2017.
Further funding will then be considered as part of the 2017/18 budget process following the
receipt of the CFG’s final report at the completion of the twelve-month trial.
6. Capital Works
The 2014 and previous reviews have all identified the limitations of the building layout in
undertaking operations and extending scope for maximising income. Particular issues include
acoustics and lack of disability access. The CFG have identified options to improve building
issues and will be seeking external grant funds to undertake these works. A three-year
agreement with a three-year option will assist the CFG them to secure these funds.
Previous Council Consideration
Ordinary Meeting, 12 March 2015, Item 1, Page 9
That Council note the report by the Director of Community Services to the Infrastructure &
Services Committee Meeting dated 3 March 2015 and agree to:
A. Adopt Option 3 as its preferred option;
B. Staff consulting with the Cooroy Lower Mill Board to develop a Business plan and budget to
present to Council in a future report; and
C. Continue to maintain the Butter Factory and Pottery Shed buildings.
Note: Option 3 proposed a hybrid community managed model with the Cooroy Lower Mill Board
as the facility manager, and U3A and Centre for Ceramic Excellence as anchor tenants.
Ordinary Meeting, 24 September 2015, Item 2, Page 12
That Council note the report by the Special Projects Officer to the Infrastructure and Services
Committee Meeting dated 15 September 2015 and the Further Report to the General Committee
Meeting dated 21 September 2015 and:
A. Adopt Option A (as set out in the Report to the Infrastructure and Services Committee
Meeting dated 15 September 2015) and authorise the CEO to enter into an agreement with
the Cooroy Lower Mill Board to operate the Butter Factory Arts Centre on a 12 month trial
basis, commencing 1 January 2016; and
B. Provide a 12 month operating subsidy of $120,279 to the Cooroy Lower Mill Board on the
basis that the Board provide six-monthly acquittals.
Finance & Risk
There is sufficient funding in the 2016/17 Cooroy Butter Factory budget to provide financial
support of $61,042 to the CFG for management and operations to June 2017. This amount is
equivalent to the level of funding provided for January to December 2016 with a 1.5% increase
allowing for inflation, pro-rata for six months.
There is not sufficient funding in the 2016/17 budget for Council to return to managing and
operating the Butter Factory.
At the end of the twelve-month trial period as part of its 2017/18 budget process Council will
enter negotiations with the CFG about the level of operational subsidy for the next three years,
the expectation being that Council’s level of operational subsidy will reduce over time.
Page 33 of 47
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Consultation
External Consultation - Community & Stakeholder
Cooroy Future Group
Internal Consultation
Property and Facilities Manager
Management Accountant
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities x Financial Services
Executive Support Community Development ICT
x Libraries & Galleries Procurement & Fleet
Local Laws x Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 34 of 47
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
6 1516T108 ICT MANAGED SERVICES
DOCUMENT INFORM AT ION
Author ICT Manager, Justin Thomas
Corporate Services Department
Index ECM\ Subject\ Contracting\ Tenders
Attachments 1. Tender Evaluation Matrix
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the ICT Manager to the Services & Organisation Committee
Meeting dated 6 September 2016 and
A. Award Contract 1516T108 ICT Managed Services to the following Contractor:
1. Portion A – Managed Infrastructure as a Service to Nexon Asia Pacific;
2. Portion B – Managed Unified Communications Services to Nexon Asia Pacific;
3. Portion D – Managed Network to Nexon Asia Pacific;
B. Award the Contract for an initial term of three (3) years, with the option to extend the
Contract for up to a further period of twelve (12) months; and
C. Note Portion C – Managed Call Centre System had not been awarded.
REPORT
Council has contracts for managed ICT services that expire on the 1 January 2017. The request
for quote is for services currently contracted including:
ICT infrastructure (computer servers and data storage) and expert technical support;
Council’s network telecommunication links,
Management of networking equipment;
Internet access for staff;
Telephone services (excluding mobile services); and
Call centre system.
The managed ICT Services contracts do not include the corporate software systems currently
provided by TechnologyOne.
1. Tender Process
A request for quote under Local Buy panel arrangement BUS248-0415(D) ICT Managed
Services was distributed to all prequalified contractors compliant and active under the
arrangement. The quote consisted of four (4) separable portions as shown below:
1. Portion A – Managed Infrastructure as a Service;
2. Portion B – Managed Unified Communications Services;
3. Portion C – Managed Call Centre System; and
4. Portion D – Managed Network.
Page 35 of 47
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
The invitation to quote was split into separable portions to encourage responses by providers
with specific expertise. The specification avoided specifying a particular infrastructure technology
other than requiring all server operating systems to be the Microsoft Windows Server operating
system and Microsoft SQL Server due to software application compatibility requirements. The
generic specification was intended to encourage innovative solutions.
2. Tender Assessment
Three (3) submissions were received, with two (2) of these submissions deemed conforming.
Nexon included two (2) non-conforming submissions with one (1) conforming submission.
The tender evaluation panel carried out an assessment of the conforming tender submissions
from:
1) Nexon Asia Pacific; and
2) Queensland Computers.
The following table shows which portions of the Contract each respondent provided a submission
for.
Contractor Portion A Portion B Portion C Portion D
Nexon Asia Pacific All All All All
Queensland Computers All All All All
The tenders were then evaluated using the following price and non-price criteria:
Capability and resourcing;
Track Record;
Methodology;
Quality;
Safety;
Environmental Sustainability;
Contribution to Local Economy; and
Price.
3. Portion A – Managed Infrastructure as a Service
This portion of the Contract provides computer processing and storage to enable staff to access
Council computers and run various software used by the Noosa Aquatic Centre, The J, Noosa
Leisure Centre, Libraries and Noosa Community Care. The infrastructure is critical to customer
service delivery for these sites.
The Contractor will be required to run the software used by the Noosa Community Care centre
on a separate server from the Leisure facilities, under this Contract, which will help to ensure
security and availability of the software used by Noosa Community Care.
Nexon Asia Pacific scored the highest during the evaluation process for both price and non-price
elements. Nexon has provided managed infrastructure as a service to Council since December
2013, and has delivered a very reliable service with effective support and mature incident
handling processes.
Nexon Asia Pacific is the preferred contractor for Portion A – Managed Infrastructure as a
Service.
Page 36 of 47
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
4. Portion B – Managed Unified Communications Services.
This portion of the Contract provides telephony services, teleconferencing, video conferencing
and instant messaging.
Nexon Asia Pacific scored the highest in the evaluation of submissions, and additionally provides
Council with the least disruptive option for staff with the least change involved.
Nexon has provided these services since December 2013 with the Microsoft Lync 2013 solution,
with satisfactory resolution of issues. The support from Nexon for the managed unified
communication service system has been both expert and reliable.
Nexon Asia Pacific is the preferred contractor for Portion B – Managed Unified Communications
Services.
5. Portion C – Managed Call Centre System.
This portion of the Contract provides the call centre software used by customer service staff. The
call centre system is a critical system for the delivery of front line customer service activities. It
includes:
delivering recorded messages;
interactive menus when calling Council;
recording the types of calls to Council; and
reporting and statistics on customer interactions.
Both submissions to Portion C were deemed to be not advantageous to Council. The Nexon
response uses the current call centre provided by Nexon that has had past reliability issues. The
Queensland Computer solution has a separate customer chat system and requires replacement
of the telephony solution used by customer service staff that will require significant retraining in
systems and processes.
It is recommended that portion C not be awarded.
Additionally, it is recommended that:
1. The ICT Manager and Customer Service Co-ordinator obtain quotes and evaluate
submissions on alternatives, including consultation with other Councils on their call centre
systems; and
2. The successful Contractor for managed call centre systems be required to successfully
integrate the call centre system with the Council’s managed unified communications solution
including testing and sign-off by Council.
Nexon will continue to provide the ongoing service for the existing call centre system whilst an
alternative is being procured.
6. Portion D – Managed Network
This portion of the Contract provides telecommunication services linking Council offices, internet
access for staff and management of network devices.
This portion does not include unmanaged mobile telecommunications and public internet
services provided under contract by Telstra. A future tender will be sought for unmanaged mobile
telecommunications and public internet services.
Page 37 of 47
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Nexon Asia Pacific scored the highest during the evaluation process and has provided these
services since December 2013. Nexon has delivered reliable managed network services with
effective support and mature incident handling processes using expert technicians.
Nexon has provided optional services as non-confirming quotes:
Refresh of network switch equipment;
Network switches as a service; and
Providing the backup telecommunications link to Sydney currently provided by BigAir Pty Ltd.
The evaluation panel deemed Nexon’s non-conforming quote to provide the primary link and
back up link to Sydney as not advantageous to Council. The evaluation panel recommends the
backup link be provided by a separate company (as is currently provided) to assist in ensuring
network availability if there is an issue within the Nexon network. It is recommended to continue
the contracted service for the backup link to Sydney with the current provider contracted directly
by Council.
It is not recommended Council award the non-conforming services, rather it is recommended
Council undertake a separate competitive procurement process for network switch hardware to
help ensure the best value solution to Council.
Nexon Asia Pacific is the preferred contractor for Portion D – Managed Network (without the
optional services).
Previous Council Consideration
Nil.
Finance & Risk
Council’s 2016/17 budget includes funds for managed ICT services.
Service delivery to the community will be significantly disrupted should ICT infrastructure not be
provided to host critical application software and communication systems and technology.
Consultation
External Consultation - Community & Stakeholder
Council held an industry tender briefing on to all interested contractors with four (4) interested
companies attending the briefing. Questions and answers from the briefing were supplied to all
companies on the Local Buy ICT Managed Services panel arrangement – BUS 248-0415 (D).
Page 38 of 47
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Internal Consultation
Officers from customer service and libraries were on the tender evaluation panel.
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development X ICT
X Libraries & Galleries X Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
X Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
X Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 39 of 47
Section 40
ATTACHMENT 1
Page 40 of 47
Weighted Attribute Evaluation Spreadsheet ATTACHMENT 1
aucorrenoenee |e
No. |NAME OF TENDERER excl of GS fo ff ff |
q o - 20 » ao ee “ a) wo * 100
2 Un ecorpiette Very Pow Pew ue Very Geod Exceptions!
The ratings:
» 0 (zero) = Unacceptable — a fal for that crtena and extreme risk
+ 20 (twenty) = Very Poor — the content of the submission for that cnteria ts of a low standard and high risk
+ 40 (forty) = Poor = the content of the submission for that criteria is unimpressive and poses a moderate nsk
= 60 (sixty) « Good — the content of the submission for that criteria is meritable and will need to be monitored if awarded
+ 80 (eighty) « Very Good — the content of the submission for that criteria is of @ high standard and advantageous
+ 100 (one-huncred) = Excepbonal - the content of the submession for tat crftena is flawless / outstanding and most advantageous
Once al the Gata is entered the resultant scores based on the price and non price elements are automatically cakulated for you
NON-CONFORMING TENDERS Number of Tenders Evaluated = = © [__2 _ ]forall Tender portions
1 2
— | sm
Resutant Resultart
vo
weignting weighting
=
p12
Total Technical Score 4296
Normalised Technical Score (Tn) pO
PART -Pric element ee
mae
Average Fees (Pav) $..........--ccccee $1,448,847
na a
Normalised Price Score (Pn) 75
‘Weighted Price Score (Pw)
Total Score of price and non price
elements
OTHER DETAILS
Assesment panel member 1 The Contract Administrator confirms the above weightings
Assesment panel member 2
Assesment panel member 3 ee
Assesment panel member 4 Signature
Assesment panel member 6
ps Page 40 of 47Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
REPORTS FOR NOTING BY THE COMMITTEE
7 UPDATE ON COUNCIL ICT SECURITY
DOCUMENT INFORM AT ION
Author ICT Manager, Justin Thomas
Corporate Services Department
Index ECM/ Subject/ Information Management Strategies
Attachments Nil
EXECUTIVE SUMMARY
The purpose of this report is to update Council on organisational ICT (Information
Communication Technology) security measures following recent media surrounding security
breaches at the state and local government levels.
RECOMMENDATION
That Council note the report by the ICT Manager to the Services & Organisation Committee
Meeting dated 6 September 2016 providing an update on Council’s ICT security measures.
REPORT
1. Unauthorised access to Council’s system
In late July 2016 both the Queensland government and then a number of Queensland local
governments were impacted by a malicious electronic social engineering campaign targeted at
securing system login details of unsuspecting users. Social engineering, in the context of
information security, refers to psychological manipulation of people into performing actions or
divulging confidential information.
One Council email account was impacted by the scam following receipt of a state government
email containing a malicious attachment. The Council email account was then used to send the
same malicious email to hundreds of recipients in the email address book. Council ICT staff
secured the affected mailbox within thirty minutes of the email being sent, preventing further
unauthorised access. Council ICT staff also warned all recipients of the malicious email to delete
the email or change passwords if they had opened the link in the email.
The ICT breach at the state government is being investigated by the police. Council ICT provided
details of the Council mailbox access to the Queensland Government Cyber Security Unit to
assist with their investigation. The response to the incident was consistent with the cyber incident
response in Council’s ICT Business Continuity Plan (BCP). The Plan guides Council officers’
response to ICT outages and incidents.
The incident highlights the real and present ICT security risks facing individuals, governments
and organisations across the globe, with financial fraud, identity theft and also data theft and sale
a thriving industry for individuals as well as criminal organisations. As part of Council’s ongoing
ICT security efforts the following activities and programs are in place / are being implemented to
reduce ICT security risk where possible.
Page 41 of 47
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
2. Cyber security awareness
Cyber security awareness is an important issue for all staff across the organisation, not only
relating to the use of Council systems but also for personal protection. The key messages being
communicated to Council officers on cyber security awareness are:
The characteristics and importance of good passwords;
Not reusing Council passwords for public internet services;
Examples of malicious emails and what to look for; and
To contact the ICT helpdesk if they see anything unusual including unexpected invoices.
This information is being communicated to all staff via:
The monthly emailed ICT Newsletter;
Posters in common areas;
ICT staff attending team meetings;
Information, videos and examples on the Intranet site; and
Email alerts.
3. New capabilities
The ICT branch continues to improve security and add new capabilities with recent activities
including:
Improved email filtering;
Auditing suspicious account activity, for example mailbox access from overseas;
Ability to detecting an unusual number of password attempt failures; and
Auditing of modification of security associated with user accounts.
These capabilities were used to investigate the unauthorised Council mailbox access.
4. External review of internal ICT security
In December 2015 Council contracted an ICT security company to undertake a systems
penetration test (including external websites). This test involved attempting to gain access to
Council’s systems remotely via technical weaknesses. The test and the resulting
recommendations were used to improve the security of Council systems and were reported to
Council’s audit and risk committee.
A second security review of Council’s ICT internal security was conducted by the same ICT
security company in July 2016. The scope of the review included internal governance, policies,
procedures and internal capabilities. The review has provided a prioritised list of recommended
improvements, with five priority initiatives identified as follows:
network design changes to better segment the network;
new security software;
central logging of messages from network and hardware devices;
using a software system to manage mobile devices; and
testing of psychological manipulation of staff for fraud (social engineering tests).
Page 42 of 47
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
The ICT branch is scoping the resource implications, changes and impacts to staff of the
recommended initiatives. The results of the review were recently been presented to Council’s
Audit and Risk Committee, with the progress of the implementation of the recommendations to
be reported on an ongoing basis.
5. Queensland cyber security unit
The Queensland state government announced the creation of a new $12.5 million cyber security
unit in February this year, highlighting the importance of ICT security and the associated risks of
cyber-attacks. The unit has been established to combats threats against Queensland
government information technology providing support and leadership.
The unit provided valuable information to Council during the recent malicious access to state
government mailboxes. Council ICT receives regular email bulletins from the unit on current
cyber threats. This information is simplified and passed to Council staff via Council ICT
newsletters or emails.
Previous Council Consideration
Nil.
Finance & Risk
ICT security has been identified as a strategic risk on Councils risk register. Failure to adequately
protect Council data from malicious attack has the potential for significant financial, reputational
and community harm.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Director Corporate Services
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development X ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 43 of 47
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
8 RATE LEVY - JULY 2016
DOCUMENT INFORM AT ION
Author Manager, Revenue Services, Kellie Seeleither
Corporate Services Department
Index ECM Rates Management/Rateable Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Revenue Services to the Services & Organisation
Committee Meeting dated 6 September 2016 providing an overview of the outcomes from the
July 2016 rate levy.
REPORT
This report provides Council with a summary of the outcomes of the recent July 2016 rate levy.
1. Levy Summary
Rate notices were issued on 19 July 2016, with a due date of 19 August 2016. The gross levy
issued amounted to $35.6 million, comprising of $32.6 million of Council rates and charges, and
$2.9 million for the State emergency management levy. Between January and July 2016 the net
increase in rateable properties was 112, amounting to relatively small property growth of 0.4%.
The main change to the differential general rate structure for this financial year was the removal
of separate categories for high rise strata units and low rise strata units. This differentiation was
introduced during the amalgamation period across the Sunshine Coast region, and as such only
two strata complexes in Noosa fell within the definition of high rise. The general rate structure
adopted for the 2016/17 financial year combined the low and high rise unit categories to remove
the anomaly, with all strata units now rated the same.
Other changes to the rates and charges to note included an increase in the Heritage levy to
$10.00 per annum and the expansion of the Tourism Levy to the Tourism and Economic Levy.
July Levy Rateable Valuation /
Levy/Charge # Properties
Amount # Services
General Rates $23.4 million 30,153 $8 billion
Separate Charges
Environment Levy $0.9 million 30,153 30,153
Public Transport Levy $0.3 million 30,153 30,153
Heritage Levy $0.2 million 30,153 30,153
Special Rates and Charges
Tourism & Economic Levy $1.4 million 5,681 $1.4 billion
Noosa Main Beach Maintenance $0.3 million 2,087 $602 million
Hastings St Precinct Maintenance $0.2 million 2,087 $602 million
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Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
July Levy Rateable Valuation /
Levy/Charge # Properties
Amount # Services
Hastings Street Safety Levy $0.08 million 834 834
Rural Fire Levy $0.08 million 6,261 6,261
Noosa Junction Levy $0.05 million 156 $39 million
Noosa Waters Lock & Weir Levy $0.04 million 591 $412 million
Noosa Waters Canal Maint Levy Nil Nil Nil
North Shore Electricity Charge $0.02 million 28 29
Utility Charges
Waste Management Charges $5.6 million 29,013 33,235
Holding Tank Charges $0.05 million 77 77
Backflow Device Registration Fees $0.1 million 1,475 4,004
Emergency Management, Fire and Rescue
$2.9 million 30,335 30,366
Levy (EMFRL)
2. General Rate Details by Category
Properties
# Rateable
General Rate Category Amount on
Properties Valuation
Minimum
1 - Rural & Agricultural 228 $51,031,500 $152,957 138
2 – Commercial valued up to $175,000 894 $66,781,604 $477,797 826
3 – Commercial valued $175,001 -
412 $112,084,683 $389,776 37
$400,000
4 – Commercial valued over $400,000 243 $229,841,201 $793,628 13
5 – Extractive (not in Cat. 31) 12 $2,709,610 $15,366 9
6 – Residential PPR valued up to $280,000 11,093 $2,093,513,251 $5,912,344 9,860
7 – Residential PPR valued $280,001 -
2,538 $857,104,363 $1,735,154 932
$450,000
8 – Residential PPR valued $450,001 -
394 $196,009,966 $393,311 121
$550,000
9 – Residential PPR valued $550,001 -
286 $180,154,560 $357,538 101
$700,000
10 – Residential PPR valued $700,001 -
270 $204,455,899 $394,802 221
$800,000
11 – Residential PPR valued $800,001 -
175 $150,499,000 $277,836 127
$920,000
12 – Residential PPR valued $920,001 -
114 $116,693,738 $207,705 56
$1,100,000
13 – Residential PPR valued $1,100,001 -
74 $94,725,000 $154,897 38
$1,400,000
14 – Residential PPR valued $1,400,001 -
101 $193,000,000 $303,555 1
$2,500,000
15 – Residential PPR valued over
21 $66,000,000 $99,180 11
$2,500,000
16 – Residential Not PPR valued up to
4,511 $979,160,020 $3,044,058 3,296
$420,000
17 – Residential Not PPR valued $420,001
262 $120,135,704 $297,051 102
- $500,000
18 – Residential Not PPR valued $500,001
407 $252,888,116 $616,046 90
- $750,000
19 – Residential NPPR valued over
548 $717,260,202 $1,729,936 84
$750,000
20 – Vacant Land > $1M and area more than
11 $25,610,000 $107,447 -
1,500m2
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Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
Properties
# Rateable
General Rate Category Amount on
Properties Valuation
Minimum
21 – Pump Stations, Stock Grazing Permits
and garages/small lots with an area less than 2 $45,128 $190 1
20m2
22 – Vacant Land subject to developers
84 $38,664,498 $48,504 -
concession
23 – Retirement Villages and Nursing Homes 10 $17,330,000 $58,584 -
24 – Shopping centre - gross floor area
6 $18,710,000 $96,703 -
between 2,500 & 10,000m2
25 – Shopping centre - gross floor area
1 $27,500,000 $194,989 -
greater than 10,000m2
26 – Shopping centre - gross floor area
4 $5,926,952 $23,376 -
between 1,000 & 2,500m2
27 – Strata Units Not PPR 5,696 $942,305,670 $4,454,146 3,678
28 – Strata Units PPR 1,754 $243,132,869 $1,074,932 1,194
29 – Extractive Industries
1 $335,000 $1,699 -
Quarries
Total 30,153 $8,003,608,534 $23,413,507 20,936
Note: PPR – Principal Place of Residence.
3. Rate Concessions
Details of the Council pensioner concessions granted on the July Levy are set out below.
Maximum Rebate
Type of Council Concession # Properties Amount
(1/2 year)
Maximum/Sole Owner $115.00 1,205 $138,575
Maximum/Joint Owners $ 90.00 1,200 $102,978
Not Maximum/Sole Owner $57.50 725 $41,687
Not Maximum/Joint Owners $32.50 1,101 $35,170
Total 4,231 $318,410
In addition to the pensioner concessions Council allowed general rate concessions on 51
properties totalling $59,573.
Details of the pensioner concessions funded by the State Government are as follows:
State Government Rebates # Properties Amount
General Rates & Charges 4,478 $440,782
State Emergency Management Levy 4,478 $ 72,332
4. Electronic Delivery Option
In the period leading up to the July levy Council continued to encourage property owners to have
their rate notice emailed, and this resulted in a total of 4,952 properties registered for email
delivery in July, up from 2,053 in the January levy. Council will continue to explore different
methods of publicising the benefits of email delivery in coming months, as well as exploring
alternative methods of electronic delivery such as BPayView.
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Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 SEPTEMBER 2016
5. Payment Preferences and Arrangements to Pay
Bpay continues to be the most popular payment options by far, accounting for 57.5% of all
money received, followed by over the counter payments (including cheques mailed into Council)
at 11.8%. Payments at Australia Post offices account for a further 9.3%, the automated phone
payments total 8.1%, with online payments at 6.7%, and direct debit representing 6.6%.
There are currently 433 properties that have made an arrangement to pay off their current rates
in accordance with section 2.5.2 of the Revenue Statement, representing $334k of the
outstanding rates and charges, slightly down on previous levies. This indicates that there has not
been an increase in number of ratepayers unable to pay their bi-annual notice within the 30-day
period.
6. Further Recovery Action
In June 2016 we referred 13 commercial and non-principal place of residence properties (with a
combined debt of $177,000) to an outside debt collector as part of a debt collection trial, as all
previous attempts by Council staff to recover the outstanding rates had failed.
To date we have received payments totalling $70,500 from these property owners, with 6
properties clearing their debt, and one property owner entering into an arrangement to pay. The
next step on the 6 remaining properties will be to commence court action. Consideration will now
be given to preparing debt recovery procedures that specify the criteria for referral to an external
debt recovery agency.
Previous Council Consideration
Nil.
Finance & Risk
There are no properties where the current rates and charges balance is close to the rateable
value of the land, consequently there is no default payment risk of any rates and charges being
written off as bad debts that could impact on Council’s financial sustainability.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health X Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
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