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.