Title

New Royal Project – Issues and Opportunities

The Client

New Royal Project Team, Department of Health and Human Services

Participants

Representatives from the Building and Construction Industry Council, BurnsBridge Sweet, CDL, Civil Contractors Federation, Construction Forestry Mining and Energy Union, Department of Economic Development and Tourism, Department of Environment, Parks Heritage and Arts, Department of Health and Human Services, Department of Infrastructure energy and Resources, Department of Treasury and Finance, Engineers Australia, Hobart City Council, Housing Industry Association Tasmania, Industry Capability Network Tasmania, Economic Development, Manufacturing Industry Council, Master Builders Association Tasmania, New Royal Project, Planning Institute of Australia (Tasmanian Division), Property Council of Tasmania, Real Estate Institute of Tasmania, Royal Australian Institute of Architects, Skills Tasmania, Sullivans Cove Waterfront Authority, Tasmanian Building and Construction Industry Training Board, Tasmanian Chambers of Commerce and Industry, TasPorts, Tourism Industry Council of Tasmania and the Waterfront Business Community Inc.

Background

The New Royal Project is the replacement hospital for the Royal Hobart Hospital. The project team were seeking stakeholder views as to business and economic issues and opportunities associated with the project.

Objective

Gather information and gain a shared understanding of the project and the potential economic and business impacts and opportunities it presents; and to

Analyse this information and establish an understanding of what could be done by the project and others to minimise the potential impacts and maximise the benefits from the identified opportunities.

Outcomes

• Key Issues were agreed and prioritised

• A number of opportunities were detailed

• he workshop participants also agreed the following:

• Participants must make a commitment about what they will do e.g. become Project Champions.

• Individual participants to take ownership of issues they can influence.

• Participants to monitor the New Royal Project web site (www.newroyal.tas.gov.au).

• Participants and the project team to ensure a two-way flow of information.

Title

Tasmanian Frequency Standards

The Client

Transend Networks Pty Ltd

Participants

Representatives from Alinta, Aurora, DIER, ETAC, GUNNS, Hydro Tasmania, NEMMCO, OTTER, Roaring40s and Transend Networks

Background

The Australian Energy Market Commission (AEMC) is undertaking a review of the Frequency Operating Standards for Tasmania (refer AEMC website (http://www.aemc.gov.au/electricity.php?r=20080424.133954)).

In Tasmania there is a technical working group which provides advice to the Tasmanian jurisdiction on technical matters relating to the electricity industry. This group is called the Electricity Technical Advisory Committee (ETAC) and is chaired by Peter Clark (Transend). Its members have been appointed to represent the various industry sectors (Generators, Retailers, DNSP, TNSP, etc).

Under the auspice of ETAC it was decided to hold a workshop to produce a list of issues that Tasmanian participants may have with any proposed change to the Frequency Standards for Tasmania. The intention was not to resolve or progress the issues, but to provide the Tasmanian jurisdiction with a list of issues and to ensure that all significant Tasmanian issues are dealt with through the formal consultation process.

Objective

The production of an issues list for the Electrical Technical Advisory Committee (ETAC) on proposed changes to Tasmanian Frequency Standards

Outcomes

Key Issues were identified and agreed and follow-up actions were identified.

Title

Brighton Transport Hub

The Client

Brighton Council

Participants

representatives from Asia Pacific Rail, Boral, Brighton Council, Chas Kelly Transport, Economic Development, Infrastructure, Energy and Resources, Dudley Clark Developments, Forestry Tasmania, G13 Pty Ltd, Gunns Ltd, Kuehne and Nagel, Macmahon, Pacific National, Rockefeller Developments, SRT Logistics, Tasmanian Freight Logistics Council, Tasmanian Ports Corporation, Tasman Freight Logistics, Tasmanian Chamber of Commerce and Industry and TOLL.

Background

Brighton Council identified the need to engage key stakeholders of the proposed Transport Hub to be built at Brighton to identify key issues, concerns and expectations and to develop a shared understanding of the State Government’s aims and processes in developing the Hub at Brighton.

Participants representing a cross section of industry, government and transport operators were identified with the objective of providing valuable information to the State Department of Infrastructure, Energy and Resources to assist in the development of the project.

Objective

Engage key stakeholders to identify key issues, concerns and expectations for the Transport Hub at Brighton

Outcomes

• There was general consensus that there is an immediate need for government/stakeholder consultation.

• A five step plan to move the Brighton Transport Hub Project forward was developed.

• Participants identified a number of issues as critical as well as a number of associated concerns and actions

Title

Review of the Standard Specification for Contract Administration Services

 Duration

1-day workshop

Client

Infrastructure, Energy and Resources

Participants

15 departmental representatives attended

Background

The Asset Strategy Group had been reviewing the Services Specification since May 1999 with a revised document expected to be issued in April 2000.

The original specification was drafted when technical services were delivered in house as well as by consultants.

With the out sourcing of technical services, it was considered appropriate to re-write the specification as an umbrella document with detailed procedures for various services held separately by the service provider.

Objective

To review the purpose of the Contract Administration Specification and obtain input into the content of the new specification.

Outcome

Key issues identified were the exchange of information, alignment of project and contract administration objectives, management of contract risk identification and clarification of auditing requirements and timely decision-making at all levels.

Critical functions the contract specification must deliver were identified.

These include provision of a framework statement that clarifies objectives, scope and outcomes; definition of roles responsibilities and accountability; identification of reference documents and standard forms; provision of guidelines for contract payments; identification of Infrastructure, Energy and Resources requirements for handling variations; identification of essential meetings; identification of reporting deliverables; definition of the handover process; an high level risk management process; and identification of critical hold points.

Title

Bass Highway, Somerset to Smithton Safety Works – Post Construction Contract Review

 Duration

1-day workshop

Client

Infrastructure, Energy and Resources

Participants

12 departmental representatives attended

Background

A decision to redirect funding to the safety works on the Bass highway between Somerset and Smithton at short notice provided challenges in terms of contract scoping, timing and construction. It was decided to tender with “For Tender Only” drawings with the intention of delivering “For Construction” drawings at Award of Contract.

Objective

To identify improvement opportunities with respect to

·        procurement methodology used for technical services and construction; and

·        contract documentation

Outcome

The methodology was designated Fast Track Semi Design and Construct. It was agreed the process could work. Four distinct stages were identified – Concept to Tender, Tender to selection of Preferred Tenderer, Selection of Preferred Tenderer to Award of Contract and Award of Contract to Completion. A management team must be established with membership changing as the project proceeds through the four stages. Membership drawn from Infrastructure, Energy and Resources, the Design Consultant, the Contract Administration Team and the Contractor’s Team. Adequate staffing by all parties is essential. A risk management assessment is critical, as is an agreed process for managing variations.