Title

Ferry Main Road – Traffic Management

The Client

Department of Infrastructure, Energy & Resources

Participants

Representatives from the Kettering and Bruny Island Communities, Department of Infrastructure, Energy & Resources and GHD Consulting Engineers

Background

Traffic Management on Ferry Main Road at Kettering has been an ongoing issue for many years. The Government has allocated funds to identify and implement a solution. Community consultation is seen as a key part of identifying a sustainable solution.

Objective

Establish whether the current range of solutions meet all the transport needs on Ferry Main Road

Outcomes

·          The identification of key issues

·          Agreement on a list of key functions that any traffic management solution must deliver

·          Identification of a number of possible solutions and assessment of these solutions against the key functions developed during the workshop

Title

Brighton Grant Application

The Client

Brighton Council

Participants

Brighton Council, local Job Network Providers, Jordan River Service and the Grant Application Writer

Background

The Australian Government is seeking proposals for innovative community, environmental and heritage projects that will create jobs and build skills for the future.

The Jobs Fund is a $650 million Australian Government Initiative to support and create jobs and skills development through projects that build community and social infrastructure. The Jobs Fund forms part of the Australian Government’s Jobs and Training Compact and has been established to support families and communities most affected by the Global Economic Recession.

Objective

To identify the best approach to the Federal Government for Grants under the $650 Million Jobs Fund to create employment for residents in the Bridgewater and Gagebrook areas

Outcomes

• Key issues were identified

• Critical elements of the Grant Application were agreed

• The workshop participants agreed to submit a joint Grant Application based on the East Derwent Highway beautification project and the Brighton Landscape Strategy.

• John Hall to prepare a draft Grant Application for consideration by Brighton Council and the Job Network Providers attending the workshop

• Assumptions requiring review for the need for preventative and/or contingency plans were identified

Title

Flagstaff Gully Link Road

The Client

Clarence City Council

Participants

Representatives from Clarence City Council, JMG Engineers and Planners, Business East Inc, Hanson Construction Materials, Meehan Range Land Care, Department of Infrastructure, Energy and Resources, Risdon Vale Neighbourhood Centre, Tasmanian Fire Service, Residents and Ratio Consultants

Background

Clarence City Council has allocated funding to investigate the feasibility of creating a road reservation corridor for a potential extension of the existing Flagstaff Gully Link Road which will connect the Tasman Highway at Mornington to the East Derwent Highway at Risdon Vale/Geilston Bay. Such a link will provide improved traffic flow and residential amenity.

Objective

Involve community representatives, Aldermen and Council staff to identify options for the Flagstaff Gully Link Road and issues for investigation

Outcomes

• Key issues were agreed

• The purpose of the Link Road was identified and critical functions were agreed

• A list of data required for economic analysis of the options was identified

• Environmental issues and sensitive areas in the area of the proposals, together with a list of suggested contact persons, were identified

• A comprehensive Community Participation Plan was developed and endorsed by the workshop

• Five routes were identified for further investigation by the Consultant Team. These five options fell into 3 broad corridors

Title

George Town Memorial Hall and Surrounds Redevelopment

The Client

George Town Council

Participants

Elected councillors and staff; local business, schools and community representatives; State Government Agencies

Background

The George Town Council had agreed that it would proceed with the redevelopment of the Memorial Hall complex and immediate precinct at Regent Square and to consider integration of existing recreation uses at the existing community centre building located at Friend Street, George Town.

The Council felt it was important to involve community representatives in developing this concept.

Objective

Involve the community, including specific user groups, in a review of the concept development of the Memorial Hall Area including improvement opportunities, refinements and the way forward.

Outcomes

• The participants agreed to the concept presented for the gardens and surrounds of the Memorial Hall, including ideas for an iconic entrance

• Issues and proposals relating to a multi purpose centre at the Memorial Hall were explored in some detail.

• The plenary evaluation of this presentation recommended the establishment of a working group to firm up the brief for the multi purpose area.

• This working group is to include some of the participants from this work shop and to access technical expertise as required.

• This group is to review the work from this work shop

• A proposal for staged implementation of the redevelopment was presented and endorsed. The proposal considered issues such as minimisation of disruption to users

• A plan to move the project forward was presented and endorsed

• A numbered of participants at the work shop volunteered to be involved in working groups to assist in moving the redevelopment forward

Title

Maintenance Contract Model

The Client

The Department of Infrastructure Energy and Resources

Participants

Invited participants included representatives from Infrastructure, Energy and Resources, Treasury and Finance, Crown Law, Pitt and Sherry Consulting, ICN Tas and Economic Development.

Background

To enable a fully informed decision to be made on the most appropriate maintenance delivery model(s) for the next round of maintenance contracts Infrastructure, Energy and Resources engaged Global Value Managment Pty Ltd to conduct a Value Management Study to assist it in determining the key characteristics of the new road maintenance contract(s), which will need to be developed in time to enable a smooth transition from the current contracts.

Objective

To consult with a wide group of maintenance practitioners to develop the preferred maintenance model characteristics that meet Infrastructure, Energy and Resources’ objectives for the next round of maintenance contracts.

Outcome

• It was agreed that the Asset Management task must stay within Infrastructure, Energy and Resources

• A frame work for the procurement process, with time frames, was identified and a flow chart was developed

• Essential characteristics of the contract model were agreed

• A Communication and Marketing Strategy was developed, and

• A Consultation Strategy was developed

Title

Road Maintenance Agreement – Cape Barren Island

The Client

The Department of Infrastructure Energy and Resources

Participants

Invited participants included representatives from:

• Cape Barren Island Aboriginal Association.

• Premier and Cabinet.

• Office of Aboriginal Affairs.

• Department of Infrastructure, Energy and Resources

• Crown Solicitor’s Office.

Background

In early 2005, the Aboriginal Lands Act 1995 was amended to enable Crown Land on Cape Barren Island to be transferred to the Aboriginal Land Council of Tasmania.  As part of the supporting arrangements, the Government made a commitment to declare approximately 92 kilometres of public roads, vehicle and access tracks on the Island as State Roads.  Also, as part of this commitment, the Government agreed to purchase used plant and equipment and provide ongoing funding to enable the Cape Barren Island Aboriginal Association to maintain the roads on the Island.

The Department of Infrastructure Energy and Resources is responsible for implementing this commitment through the development of a funding and service agreement.  To enable all relevant issues to be considered during the development of the agreement it was agreed to convene a workshop.

Objective

To involve representatives from the Cape Barren Island Aboriginal Association, Aboriginal Land Council of Tasmania and Infrastructure, Energy and Resources to develop a road maintenance agreement with agreed time frames and processes that achieve on ground works at the earliest possible time

Outcome

• Key Issues and critical success factors were agreed.

• A number of quick wins were identified.

• A framework for the agreement was agreed.

• A communication strategy was developed.

• A plan for moving the project forward was agreed.

Title

MRProject - CASTas

The Client

MRProject Team

Participants

Participants included representatives from:

• Arts Tasmania (DTPHA).

• Education.

• Infrastructure, Energy and Resources.

• Racing Services, Tasmania.

• Primary Industry, Water and Environment.

• Premier and Cabinet.

• DTPHA.

• Tasmanian Qualifications Authority - ICT Project.

• Information Management Branch.

• Inter-Agency Policy and Projects Unit - Premier and Cabinet.

•  ISB - Premier and Cabinet.

• Marine and Safety Tasmania.

•  MRProject Team.

• Parks and Wildlife Service.

• Registration and Licensing Branch.

• Service Tasmania.

• State Library of Tasmania.

• Tasmania Police.

Background

The Motor Registry Project (MRProject) is a Whole-of-Government project based in the Department of Infrastructure Energy and Resources (DIER). The MRProject has been funded for, and tasked with, the creation and implementation of the Contact Address System Tasmania (CASTas) for the Tasmanian Government.

CASTas will be a system to facilitate accurate communication between government and its clients (clients may be individuals or organisations). It will provide a link between a client's name and a valid address. CASTas will enable Agencies to compare contact information, contained within their systems and CASTas, to identify the most likely valid contact address for an Agency's client.

Objective

To identify the impact of CASTas on clients (individuals and organisations), Business Unit and Agency

Outcome

• Critical Issues were identified

• Functions essential to the success of the project were agreed

Title

Sorell Traffic Management

The Client

Sorell Council

Participants

Participants included representatives of:-

• Sorell Councillors

• Sorell Council Officers

• Department of Infrastructure, Energy and Resources

• Sorell Chamber of Commerce

• Sorell Businesses

• Sorell Industrial Estate

• Tourism

• Sorell School

• Midway Point Businesses

• Port Arthur Regional Marketing

• Tasmanian Bus Association

• Southern Beaches Residents

• Midway Point Residents

• Tasmania Police

• Tasman Council

• Department of Economic Development

Background

Sorell Council recognised that traffic management at Midway Point and within the town boundaries of Sorell is a significant issue for the Community and the Council. Council negotiated a joint initiative with the State Government to undertake a Value Management Study to examine the problem.

Objective

To scope traffic management concepts that deal with traffic congestion, amenity and access issues facing Sorell in the short, medium and long term.

Outcome

• A preferred option for an alternative route to relieve traffic congestion in Sorell was identified

• Streetscape and amenity improvements were identified

• Parking options were developed, and

• Traffic flow improvements were identified for further development

Title

Motor Registry Project – Strategic Road User Reporting

The Client

Motor Registry Project Team, Department of Infrastructure, Energy & Resources, Tasmania

Participants

Invited participants included representatives from the Departments of Infrastructure, Energy & Resources and Premier and Cabinet.

Background

In excess of 140 offline reports are generated at various intervals from the Motor Registry System.

Data from the Motor Registry System could also be used in combination with information from other sources and DIER databases to produce a variety of reports to aid decision-making.

The Motor Registry Project Unit decided to hold an “Ideas Workshop” using the Value Management process to clarify the scope of the Strategic Road User Reporting System business initiative.

Objective

To gain an understanding of what the Motor Registry Project team need to consider to facilitate enhanced Strategic Road User Reporting

Outcome

Key issues and functions for strategic road user reporting were agreed.

Major agreements and outcomes included

• There is a need to establish a forum for Road User related project team representatives (e.g. RIMS, SIPS, MRS, MRPU) to meet on a regular basis to coordinate project development with the objective of minimising duplication, overlap and lost opportunities, maximising interoperability between projects and ensuring good communications and relationships between the teams.

• There is a need to establish standards for technology, data and information requirements to maximise interoperability and information sharing between Divisions, and Agencies.

• The workshop was very productive, well structured and ran reasonably to schedule. Whilst there was a diversity of ideas, there were also similar ideas generated.

Title

Motor Registry System User Interface

The Client

Motor Registry Project Team, Department of Infrastructure, Energy & Resources, Tasmania

Participants

Invited participants included representatives from

• Department of Infrastructure, Energy and Resources,

• Department of Police and Public Safety,

• Department of Primary Industry, Water and Environment

• Motor Registry Project Unit.

Background

The Business Case for the redevelopment of the Motor Registry System recommended implementation of a series of sub projects to deliver a range of new, direct and indirect benefits and outcomes to the Tasmanian government and the community. A phased implementation approach was recommended to deliver the sub projects by the end of 2006. The Motor Registry System User Interface is one of those sub-projects.

This approach will ultimately see the Motor Registry System ‘evolve’ to a position where it was able to effectively and efficiently meet current and future Government requirements.

This Value Management workshop is seen as an important and necessary step in moving forward to identify the high-level business requirements for the new user interface

Objective

To gain an understanding of the requirements of, and expectations for, the Motor Registry System User Interface from the key users.

Outcome

Critical issues and functions were identified.

Other key agreements and outcomes were

• There is a need to give appropriate consideration to the impacts this project may have on Finance 1 and other users such as Police and the Vehicle Information System.

• The ideas presented at this workshop are worth pursuing.

• The current system is reasonably good but needs upgrading to meet future needs.

• Ideas were presented in the following categories:

  • Customer Service.

  •  Data Entry, Integrity and Validation.

  •  Efficiency Improvements.

  • Finance and Revenue.

  • Improved Communications.

  • Occupational Health and Safety.

  • Remote Access.

  • Training.

Title

Information Communications Technology Redevelopment Project

The Client

Tasmanian Qualifications Authority

Participants

Participants included representatives from the Tasmanian Qualifications Authority, Tertiary and Further Education, Rosny College, Education, Science and Training, Centrelink, Premier and Cabinet, University of Tasmania, Office of Post Compulsory Education and Training, Office for Educational Review, Education, Service Tasmania, Teachers Registration Board, Claremont College and Catholic Education.

Background

The Tasmanian Qualifications Authority was formed in January 2004. It combines the functions of a number Boards and other entities within Education and the University of Tasmania.

In addition to the functions performed by the previous entities the Tasmanian Qualifications Authority needs to be able to provide a consolidated statement of the qualifications of a person at his or her request, as well as collect, record and distribute individual student information relating to senior secondary education, vocational education and training and higher education.

Objective

To gain an understanding of what services the clients do, and will want, from the Tasmanian Qualifications Authority ‘Qualifications Data Store’, now and into the future (up to 10 years).

Outcome

• Workshop participants identified who the key stakeholders and clients were, what they wanted and why they wanted that information.

• A list of current and future needs together with importance and timing were developed by the workshop participants.

• Critical success factors (the “Must Do” or critical functions) and key issues for the project were identified.

It was agreed that

• The Tasmanian Qualifications Authority would arrange follow-up workshops to keep key stakeholders and clients informed, and

• Workshop participants would ensure colleagues were informed of the current progress, the deliverables and overall objective of the Information and Communications Technology Redevelopment Project.

Title

Motor Registry Project – Web Enabled Transactions

The Client

Motor Registry Project Team, Department of Infrastructure, Energy & Resources, Tasmania

Participants

Invited participants included representatives from

• Department of Infrastructure, Energy and Resources,

• Department of Treasury and Finance,

• Department of Justice,

• Department of Primary Industry, Water and the Environment,

• Tasmania Police,

• Service Tasmania,

• Department of Premier and Cabinet, and

• IRIS Tasmania.

Background

This is one of a number of Business Initiatives that form the Motor Registry Project.

One of the objectives of the ‘alternative delivery technologies’ Web Services Business Initiative is to undertake a review of the Motor Registry System and identify transactions, which have potential for Internet deployment. The emphasis of this initiative will be on identification and review of current and potential processes, which could be transacted through web, enabled services rather than implementing process changes.

Objective

To assist the Motor Registry Project Unit to scope potential services for alternative delivery technologies that provide improved service delivery to the community and government.

Outcome

Key issues and deliverables were identified. As well, a number of ideas were identified, and categorised, for later scrutiny and development by the project team.

Title

Motor Registry Project

Duration

1-day workshop

The Client

Motor Registry Project Team, Department of Infrastructure, Energy & Resources, Tasmania

Participants

Invited participants included representatives from: -

·        Department of Tourism, Parks, Heritage and the Arts

·        Department of Police and Public Safety

·        Department of Premier and Cabinet

·        Department of Treasury and Finance

·        Department of Infrastructure, Energy and Resources

·        Department of Justice and Industrial Relations

·        Department of Primary Industry, Water and Environment

·        Southcom Pty Ltd

·        Motor Registry Project Unit

 

Background

The Motor Registry Project is a complex project. It has dependencies and relationships with a number of other projects across government and has the potential to have a significant impact on agencies.

In order to clarify the expectations of the members of the Inter Agency Steering Committee and other key personnel from across government and to gain a shared understanding of the issues associated with the project, the project team arranged a value management workshop.

Objective

Outcome

·        Key issues associated with the project were identified and prioritised.

·        The purpose and scope of the individual Business Initiative Projects were agreed and participants gained a better understanding of the project.

·        The draft list of Business Initiative Projects (BIP’s) was reviewed, prioritised and the initiatives to be implemented were agreed.

·        It was considered the Motor Registry Project will be the demonstrated project for Whole of Government co-operation

·        It became evident that the title "Motor Registry Project" did not reflect the Whole of Government nature of the project. Whilst the Motor Registry system is central and important to the project deliverables, a name change to better reflect the Whole of Government nature of the project should be considered.

Title

Rooke Mall Redevelopment

Duration

2-day workshop

The Client

Devonport City Council – Devonport is located midway along the northern coast of Tasmania and is the home port for the Spirit of Tasmania, the Bass Strait Passenger Ferries operated by a Tasmanian Government Business Enterprise.

Participants

37 participants representing

·        The general public

·        Rooke Street traders and property owners

·        Fourways traders

·        South Rooke Street retailers

·        Stewart Street retailers

·        Other local businesses

·        The Devonport Chamber of Commerce and Industry

·        Council elected members and staff

·        Youth

·        Tasmania Police

·        Devonport Community and Health Services Centre

·        Devonport Commercial Promotions

Background

Devonport City Council has adopted an initiative called “New Horizons”. This is a financial and structural commitment to substantially enhance the heart and face of Devonport. It is the most important initiative undertaken by the Council in the past 10 years.

The Rooke Street Mall is a major element of this initiative.

Objective

To agree on a concept for the redevelopment of the Rooke Street Mall that takes account of the related development in adjacent areas

Outcome

·        Essential functions were agreed

·        Key stakeholders were identified

·        Critical issues were identified and prioritised

·        A theme for the Mall was agreed that gave the option of having a Mall that excludes traffic, but retains the option of shared vehicle access in the future

Title

Enhancement of the Entrance to Strahan

Duration

2-day workshop

The Client

Infrastructure, Energy and Resources - Asset Management Branch – “owner” of the State Road Network, and responsible for ensuring value for money in the expenditure of funds on the network.

Participants

13 participants representing

·        Strahan Commercial and Tourism enterprises

·        Strahan residents

·        The West Coast Council elected members and staff

·        Hobart Ports Authority

·        Emergency Services

·        Transport operators

·        State Development

·        Primary Industry, Water and Environment

·        Tourism Tasmania, and

·        Infrastructure, Energy and Resources

Background

The State Government, recognising that Strahan is one of Tasmania’s premier tourist destinations, allocated $600,000 of infrastructure funding to enhance the entrances into Strahan.

Objective

To explore enhancement opportunities for the access to Strahan

Outcome

·        Critical road functions were agreed

·        Key stakeholders were identified

·        Critical Issues were identified, and

·        A number of short term projects, with indicative costs, to a value of $600,000 were identified and agreed with an order of priority

Title

Partnering Workshop  - Sorell Causeway Bridge Replacement

Duration

1-day workshop

The Client

Infrastructure, Energy and Resources - Road Programs Branch – responsible for procurement of road and bridge construction and maintenance services, on behalf of the Asset Management Branch, for the State Road Network

Participants

13 participants representing

·        John Holland Pty Ltd management and construction staff

·        Infrastructure, Energy and Resources

·        Pitt and Sherry Consulting Engineers, and

·        Millin EMS Pty Ltd

Background

The Sorell Causeway Bridge is located on the Tasman Highway, a major arterial link to dormitory suburbs to the east of Hobart as well as being an important tourist link to Port Arthur and the East Coast of Tasmania. The bridge replacement project is valued at $14 million.

Objective

To establish a framework and processes for a working relationship for the parties to the Sorell Causeway Bridge Replacement contract, that is consistent with their contractual obligations

Outcome

·        Staff from the major players in the project gained an understanding of perspectives of other parties to the contract.

·        Networking and communication between parties to the contract was enhanced.

·        A common understanding of key issues confronting the project and working relationships on the project were identified and agreed.

·        A conflict resolution process and a Performance Evaluation process and associated procedures were identified and agreed.

Title

Port of Launceston - Bell Bay Road Infrastructure

Duration

2-day workshop

The Client

Port of Launceston Pty Ltd - one of four major ports in Tasmania. It is located at the mouth of the Tamar river in the north of the state.

Participants

23 participants representing

·        George Town Council elected members and staff

·        Infrastructure, Energy and Resources

·        Bell Bay area businesses

·        Port Stevedoring companies

·        Port of Launceston Pty Ltd

·        Road maintenance contractors

 

Background

Through put at the Port has increased significantly over the past twelve months putting pressure on the existing road network and supporting infrastructure.

The network in and adjacent to the port has three separate owners and there is no agreed management and communication strategy to ensure integration and coordination of management of the transport infrastructure.

Objective

To identify appropriate road infrastructure and management processes to facilitate industrial operations in the Bell Bay area; key issues and stakeholders; location and design parameters for a B-Double weighbridge; and an alternative access to the port area.

Outcome

·        A Bell Bay Access Group was formed with the composition agreed; terms of reference identified; operating details identified; and an action plan for implementation detailed.

·        Similarly, a Port User Group was established. The structure, terms of reference, modus operandi and objectives were identified.

·        An alternative access to the port area and a preferred location for a B-Double weighbridge was identified.

·        An action plan was agreed to advance the workshop outcomes.

Title

Southwood Project – The Wood Centre to the Huon Highway

Duration

2-day workshop

The Client

Forestry Tasmania - a government business enterprise responsible for the management, development and harvesting of native forests and plantations on Crown Land not reserved as national parks or heritage areas.

Participants

29 participants representing

·        Local affected residents

·        Huon Valley Council

·        Local primary School

·        Local Business

·        Huonville Business Association

·        Infrastructure, Energy and Resources

·        Forestry Tasmania

·        Technical experts (sociology and engineering)
 

Background

The Southwood area west of Huonville is a major source of wood resource in southern Tasmania.

The project is highly contentious with the community split between supporting and opposing the concept. The potential for heavy vehicles to be travelling past residential areas has evoked highly emotional responses from those potentially affected.

Objective

To identify the preferred product transport route from the Wood Centre to the Huon Highway; key issues and stakeholders; road infrastructure improvements with an implementation plan; amenity and services mitigation strategies; and a project communication strategy.

Outcome

·        The preferred route, supported by the majority of participants was identified.

·     The specific additional work that would progress the project was also identified.

·        Key issues were agreed.

·        Communication was identified as a key issue and a communication strategy was developed.

·        Workshop participants stated that as a result of the workshop, they were much better informed about the project.

Title

Sorell Causeway Bridge Replacement

Duration

2-day workshop

Client

Infrastructure, Energy and Resources

Participants

34 participants representing

·        Sorell, Tasman and Clarence Councils

·        Midway Point residents

·        Local Businesses

·        Midway Point Yacht Club

·        South East Regional Development Association

·        Infrastructure, Energy and Resources

·        Primary Industry, Water and Environment

·        Hobart Water

·        Metro Tasmania Pty Ltd

·        Telstra

·        Consulting Engineers

·        Tourism Tasmania

·        Royal Automobile Club of Tasmania

·        Tasmania Police

·        Federal Airports Corporation - Emergency Services
 

Background

The Sorell Causeway and Bridge are critical elements in Tasmania’s Strategic Road Network, forming a gateway from Hobart to the East Coast of Tasmania and the Tasman Peninsula.

Whilst the bridge is currently in a safe condition, Infrastructure Energy and Resources has decided to replace the bridge for the following reasons:

·        deteriorating condition of the existing bridge

·        need for improvement of road user functionality to cope with increased traffic demand

·        need for provision for increased loads from heavier vehicles
 

Objective

To agree, in broad terms, the scope of the project to replace the existing bridge.

Outcome

·        A preferred route alignment and cross-section were agreed. Critical issues were identified and essential functions were agreed.

·        Important facts relating to the bridge, essential services carried by the bridge, emergency services, environmental constraints, traffic volumes and tourist traffic, residents concerns, adjacent aquaculture business concerns, space constraints on alignment, impact on local residents and public expectations were identified.

·        An action plan to further the project was agreed.

Title

Review of the Sealing Business Unit operations

 Duration

2-day workshop

Client

Civil Construction Corporation

Participants

16 participants representing

·        Civil Construction Corporation senior management, operations and the Sealing Business Unit

·        Infrastructure, Energy and Resources

·        B P Australia

·        Roadways Pty Ltd

·        Boral Construction Materials Group

·        Local businesses and farmers

Background

The Sealing Business Unit has sustained relatively small losses over the last three years. Its share of the market has shrunk dramatically and the Unit lacks organisation. The work of the Unit is acknowledged as high quality and the Unit is competitive. However, the Unit is operating in a mature product market that returns low margins on investment and the work is capital intensive.

Objective

To determine the long-term (five years) viability of the Sealing Business Unit.

·        Specifically to identify key issues;

·        Identify key stakeholders (why they are key, and what their relationship is with the Sealing Business Unit);

·        Gain an understanding of how the Sealing Business Unit operates and interacts with the other Business Units in Civil Construction Corporation;

·        Identify how the Sealing Business Unit contributes to Civil Construction Corporation’s business strategies;

·        Identify a robust structure within which the Sealing Business Unit can operate that meets organisation, contract administration and resource management needs;

·        Identify enhancement opportunities;

·        Identify the benefits and disbenefits of keeping the Sealing Business Unit in house and agree whether or not to continue with the Sealing Business Unit in house.

Outcome

The key issues and stakeholders were identified. Sufficient information was identified at the workshop to enable the Chief Executive Officer, who attended the workshop , to decide the most appropriate course of action.

The functions of the Business Unit and its interaction with the other Business Units were identified and strategies were identified to deal with the key issues facing the Sealing Business Unit should it remain in house.

Title

Maidstone Park Complex

 Duration

2-day workshop

Client

Devonport City Council

Participants

22 participants representing

·        Devonport City Council elected members, management and staff

·        Infrastructure, Energy and Resources

·        Education

·        Spreyton Primary School

·        Maidstone Park Controlling Authority

·        Devon Netball Association Incorporated

·        Morse’s Coaches

·        Beaumont Coaches

·        Bay Drive Land Owner/Developer and local residents.

Background

In and around Maidstone Park there exists a diversity of needs. Stakeholders include the Spreyton Primary School, users of the Maidstone Park Sporting Complex, users of the Transfer Station, local residents, local businesses, parents delivering and picking up children from the primary school, buses transporting secondary students to Colleges in and around the Devonport area and traffic using Mersey Main Road.

Objective

To determine a strategy for overall access management for Spreyton Primary School, the Maidstone Park Complex and the Transfer Station that leads to improved safety and caters for future development, commercial needs in the immediate area and school bus interchange and parking needs.

Outcome

Key issues and stakeholders were identified and a preferred option identified that met all stakeholder needs at a significant cost saving to the Council.

Title

Frankford Main Road Planning Study

 Duration

2-day workshop

Client

Infrastructure, Energy and Resources

Participants

24 departmental representatives attended

Background

The Department had appointed consultants to undertake a strategic assessment of the future role of Frankford Main Road in inter-regional freight movement between Devonport and Launceston.

Objective

To provide the Frankford Main Road Strategic Assessment Study Team with guidance on the formulation and evaluation of Role options for the future of Frankford Main Road.

Outcome

Key issues were identified. Four options were identified. The fourth option was discarded as not providing value for money when assessed against criteria developed at the workshop. The decision about which of the other options was preferred requires further investigation of the possibility of inter-modal transfer of freight to rail in the vicinity of Deloraine.

Title

Launceston Eastern Ring Road

 Duration

2-day workshop

Client

Infrastructure, Energy and Resources - Land Transport Planning Branch

Participants

25 participants representing

·        Infrastructure, Energy and Resources

·        Launceston City Council elected members and staff

·        Transend

·        Pitt and Sherry

·        Metro

·        Heritage Forest Committee

·        Aurora

·        Port of Launceston Authority

·        Chamber of Commerce

·        Primary Industry, Water and Environment

·        Mowbray Industry

·        R A C T

·        Business North.

Background

Infrastructure, Energy and Resources and the Launceston City Council agreed a review of the various Transportation Studies of Launceston was appropriate to determine the optimum option for an Eastern Bypass of the City having regard for the elements now in place since the original study in 1962.

Objective

To review the need and function of a road corridor on the eastern side of the Launceston Central Business District, including overall feasibility, value for money and community acceptance.

Outcome

During the workshop it was soon very apparent that the issues currently facing Launceston were far more complex than expected when the Value Management Study was commissioned. The original concept developed in 1962 needs a major review with a focus on how road network development, land use, infrastructure and transport services changes have impacted on the original concept.

A working group was set up to further develop the options flagged during the workshop. These options are to be presented, by the working group, to a reconvened workshop in March 1999.

Title

Margate and Southern Port Development

 Duration

2-day workshop

Client

Infrastructure, Energy and Resources

Participants

29 participants representing

·        Infrastructure, Energy and Resources

·        Forestry Tasmania

·        Hobart Ports Corporation

·        Kingborough Council elected members, management and staff

·        Kingborough/North West Bay Progress Association

·        Margate businesses

·        Hazell Brothers

·        Primary Industry, Water and Environment

·        Sinclair Knight Merz Pty Ltd

·        Huon Valley Council

·        AquaTas

·        Pitt and Sherry

Background

Two major proposals for south of Hobart in the Kingborough and Huonville Municipalities were in the planning stage. These proposals had the potential to have a major impact on road transport movements in the Municipalities.

Objective

The overall purpose was to achieve agreement on a preferred freight transport network to service the proposed Southern Port at Electrona. The preferred network should accommodate the plans of stakeholders and provide for orderly development of the transport network and land usage over the next 20 to 30 years.

Outcome

·        Key issues and stakeholders were identified and the necessary functions of the network were agreed.

·        Upgrading of the Sandfly Secondary Road was agreed as the preferred option to facilitate east west movement from the Southern Forests development to the proposed port facilities at Electrona.

·        A number of safety improvements were identified for the Channel Highway and it was agreed that there was no justification for the Margate Bypass in the near future as a result of the proposed port developments at Electrona or any of the other known proposed developments.

·        However, it was agreed that further investigation and community consultation was required to identify the bypass corridor.

Title

Traffic Monitoring Program

 Duration

1-day workshop

Client

Transport, Tasmania

Participants

17 departmental representatives attended

Background

Historically, Transport, Tasmania undertook traffic monitoring of the State Road Network. Senior Management in the Department considered options for delivery of the monitoring program should be explored to determine which gave the best value for money.

Objective

To examine the range of possible mechanisms the Department can employ to deliver the Traffic Monitoring program, and recommend a preferred option after giving due consideration to all major relevant factors including

          -stakeholder needs
          -program requirements
          -projected scope of work, and
          -projected technology developments.

Outcome

·        Key issues were identified.

·        Participants agreed the Traffic Monitoring program was far more complex than first thought. It was recognised that the current delivery mechanism is inadequate and more thought needs to be given to what data to collect.

·        Shrinking budgets and the changing role of the Department are the key drivers for change.

·        Several options were identified along with selection criteria. However, the participants agreed more work was needed to better understand user needs and the benefits and costs associated with the various options before a preferred delivery option could be decided.

·        An action plan was developed to achieve this outcome.

Title

Cooperative Management Strategy
Midlands Highway, Oatlands to Conara

Duration

2-day workshop

Client

Transport, Tasmania

Participants

26 departmental representatives attended

Background

There are a number of legislative environmental management requirements on the Department regarding the management of the state road network reservation.

This task is made more difficult as a number of separate stakeholder operations may affect the environmental integrity of the road reservation.

The Department decided to involve key stakeholders in a workshop to develop a management system to trial on the network. A National Protocol System had been developed by ARRB Transport Research and this was seen as a starting point for the workshop

Objective

To agree a comprehensive approach to the management and conservation of roadside biodiversity on the Midland Highway between Oatlands and Conara.

Outcome

·      A framework for a Biodiversity Management System was identified consisting of two streams – Operating Protocols and Biodiversity Protocols.

·       A steering group was established to further the agreed outcomes from the workshop. In addition, basic functions of a biodiversity management system were agreed as it was to undertake a pilot project based on the Management System Framework developed at the workshop

Title

East Devonport Access Road

 Duration

2-day workshop

Client

Transport, Tasmania and Devonport City Council

Participants

26 departmental and council representatives attended

Background

The Devonport City Council had a project proposal recommending construction of a port access road. The report also identified other lower cost options. The Council was seeking Federal Government funding through the Department.

Objective

To ensure the transport needs of the Port, the Mersey Yacht Club and Devonport City Council were met; that key stakeholders and issues were identified; and environmental issues were addressed.

Outcome

A number of engineering imperatives, actions specific to the Devonport City Council and the Devonport Port Authority and economic and funding options were identified and developed. A final option was identified with significant savings to the community. The Federal Government funded the project.