Agenda of Transport and Infrastructure Advisory Committee Meeting

ADOPTION OF MINUTES FROM PREVIOUS MEETING

3.1 There was no quorum present therefore the recommendations to Council could not be made on the Transport and Infrastructure Advisory Committee Meeting held on 15 November 2018.

3.2. The items discussed during the meeting held on 15 November 2018 were noted.

3.3 That the minutes of the Transport and Infrastructure Advisory Committee Meeting held on 16 August 2018 be confirmed.

3.4 The minutes of the meeting held on 16 August were noted, and the Committee Recommendations adopted by Council, at the Ordinary Meeting held on 20 September 2018.

Staff Reports - Infrastructure Services

Report No. 4.1 RMS Active Transport Grant Applications for 2019/20

Directorate: Infrastructure Services

Report Author: Daniel Strzina, Project Engineer

File No: I2018/2409

Theme: Infrastructure Services

Local Roads and Drainage

Summary:

This report summarises the five applications submitted for the 2019/20 RMS Active Transport grant program, being:-

1. RMS Cycling Towns – Byron Bay to Suffolk Park Cycleway

2. RMS Connecting Centres – Byron Bay to Suffolk Park Cycleway

3. RMS Priority Cycleways – Lismore Bangalow Road Shared Path

4. RMS Connecting Centres - Kolora Way Redgate Road Shared Path

5. RMS Connecting Centres - Balemo Drive Stage 2

RECOMMENDATION:

That the grant applications for 2019/20 for the RMS Active Transport grant program be noted.

Attachments:

1 RMS Cycling Towns Grant Nomination 2019-20 - Byron Bay to Suffolk Park Cycleway - Project Overview, E2019/1183 , page 12⇩

2 RMS Connecting Centres Grant Nomination 2019-20 - Byron Bay to Suffolk Park Cycleway - Project Overview, E2019/1184 , page 27⇩

3 RMS Priority Cycleways Grant Nomination 2019-20 - Lismore Bangalow Road Shared Path - Project Overview, E2019/1180 , page 41⇩

4 RMS Connecting Centres Grant Nomination 2019-20 - Kolora Way Redgate Road - Project Overview, E2019/1182 , page 50⇩

5 RMS Connecting Centres Grant Nomination 2019-20 - Balemo Drive Shared Path Stage 2 - Project Overview, E2019/1189 , page 56⇩

REPORT

Five applications for the 2019/20 RMS Active Transport grant program were submitted on 14 December 2018. The applications are as follows with Project Overviews attached to this report:

1. RMS Cycling Towns – Byron Bay to Suffolk Park Cycleway

Scope and extent:

o 5 stages as outlined in the Byron to Suffolk Cycleway Investigation plus

o 2 additional stages that connect:

o the Browning St roundabout to the YAC/Sandhills area via Tennyson St (Stage 6), and

o the Browning St roundabout to the south end of the future Butler St Bypass (Stage 7).

· Stages 1, 2 & 5 (minimum scope, 1.5m shared paths) are currently funded by Council and SCCF funds of $610,000

· $3,000,000 over 3 years has been applied for to fund:

o Stages 1, 2 & 5 (additional scope to provide full width shared paths of 2.5m width, where this can be achieved)

o Stages 3, 4, 6 & 7

Type of cycleway:

· Combination of shared paths and on-road cycleways

Design/Construction:

· Detailed design and construction

Funding:

· RMS Cycling Towns offers up to 100% of the project budget, max $3,000,000 over 3 years.

· We’ve nominated a project budget of $3,608,567, consisting of:

o $110,000 Council funds (allocated 2018)

o $500,000 Stronger Country Communities Fund R2 grant (awarded 2018)

o $2,998,567 RMS Cycling Towns grant (over 3 years)

Project Plan:

· Planned total Council Fund expenditure for 2019/20: $110,000

· Planned total SCCF Fund expenditure for 2019/20: $500,000

· Planned total Cycling Towns expenditure for 2019/20: $999,999

· Planned total Cycling Towns expenditure for 2020/21: $999,992

· Planned total Cycling Towns expenditure for 2021/22: $998,575

· Total Project Cost: $3,608,567

2. RMS Connecting Centres – Byron Bay to Suffolk Park Cycleway

This application was submitted in case the application for Cycling Towns was unsuccessful.

Scope and extent:

· A network of shared paths and on-road cycleways that extend approximately 5.75 km between Byron Bay (Johnson St, Tennyson St) and Suffolk Park (Clifford St) along Bangalow Rd and Broken Head Rd. The project has been divided into 7 stages; 5 stages as outlined in the Byron to Suffolk Cycleway Investigation plus two stages that connect to the Browning St roundabout from the YAC/Sandhills area via Tennyson St (Stage 6) and from the south end of the future Butler St Bypass (Stage 7).

· Stages 1, 2 & 5 (minimum scope, 1.5m shared paths) are currently funded by Council and SCCF funds of $610,000

· $996,271 has been applied for to fund:

o Stages 1, 2 & 5 (additional scope to provide full width shared paths of 2.5m width, where this can be achieved)

o Stage 3

Type of cycleway:

· Combination of shared paths and on-road cycleways

Design/Construction:

· Detailed design and construction

Funding:

· RMS Connecting Centres offers up to 50% of the project budget, max $1,000,000.

· A total project budget of $1,932,541 has been nominated, consisting of:

o 50% Council and SCCFR2 funds:

o $110,000 Council funds (allocated 2018)

o $500,000 Stronger Country Communities Fund R2 (awarded 2018)

o $155,000 Section 94 – Byron Bikeways (available 2019/20)

o $201,271 Shortfall (allocation of funding subject to Council review to proceed if grant is awarded)

o 50% RMS Connecting Centres funds:

o $996,271

Project Plan:

· Planned total Council Fund expenditure for 2019/20: $466,271

· Planned total SCCF Fund expenditure for 2019/20: $500,000

· Planned total Connecting Centres expenditure for 2019/20: $996,271

· Total Project Cost: $1,932,541

3. RMS Priority Cycleways – Lismore Bangalow Road Shared Path

Scope and extent:

· A 750m long, 2.5m wide shared path along Lismore-Bangalow Road from Rifle Range Road to the roundabout at Granuaille Road.

· This application is for detailed design only, concept designs currently exist.

· RMS Priority Cycleways offers 100% funding.

· $150,000 has been applied for to undertake detailed design in 2019/20 with the view of applying for funding for construction in 2020/21.

Type of cycleway:

· Shared path

Design/Construction:

· Detailed design

Funding:

· $150,000 from RMS Priority Cycleways

Project Plan:

· Planned Priority Cycleways expenditure for design in 2019/20: $150,000

· Planned Priority Cycleways expenditure for construction in 2020/21: $900,000 (to be applied for in 2019/20)

4. RMS Connecting Centres - Kolora Way Redgate Road Shared Path

Scope and extent:

· A 350m long, 2.5m wide shared path along New Brighton Rd from Kolora Way to Redgate Road.

· This shared path will connect three existing cycleways on New Brighton Road, Redgate Road and Kolora Way to complete the missing link between Ocean Shores, South Golden Beach and New Brighton. This application is for detailed design only, concept designs currently exist.

· The current lack of cycleway is due to Yelgun Creek and the narrow traffic bridge that crosses it. The design will include an extension of the existing structure or construction of a new structure to cross the creek, which is environmentally sensitive.

· RMS Connecting Centres offers 75% funding for design/development.

· Council is seeking $120,000 in RMS funding to add to $40,000 Council funds for a project total of $160,000 to complete detailed designs.

· Construction is planned for 2020/21 and estimated at $1,500,000 subject to funding.

Type of cycleway:

· Shared path

Design/Construction:

· Detailed design

Funding:

· RMS Connecting Centres offers up to 75% of the project budget for design/development.

· We’ve nominated a project budget of $160,000 total consisting of:

o 25% Council funds:

o $40,000 Shortfall (allocation of funding subject to Council review to proceed if grant is awarded)

o 75% RMS Connecting Centres funds:

o $120,000

Project Plan:

· Planned total Council fund expenditure for 2019/20: $40,000

· Planned Priority Cycleways expenditure for design in 2019/20: $120,000

· Estimated expenditure for construction in 2020/21: $1,500,000 (funding to be applied for in 2019/20)

5. RMS Connecting Centres - Balemo Drive Stage 2

Scope and extent:

· A 1300m long, 2.5m wide shared path along Balemo Drive, Ocean Shores from Portla Way to Gooloo Ct. Stage 2 will complete the missing shared path segment along Balemo Drive

· RMS Connecting Centres offers 50% funding for construction.

· Council is seeking $466,862 in RMS funding to add to $466,862 Council funds for a project total of $933,724 to complete construction in 2019/20.

Type of cycleway:

· Shared path

Design/Construction:

· Construction

Funding:

· RMS Connecting Centres offers up to 50% of the project budget for construction.

· We’ve nominated a project budget of $933,724 total consisting of:

o 50% Council funds:

o $138,000 Section 94 – Ocean Shores Bikeways (available 2019/20)

o $308,862 Shortfall (allocation of funding subject to Council review to proceed if grant is awarded)

o 50% RMS Connecting Centres funds:

o $466,862

Project Plan:

· Planned total Council fund expenditure for 2019/20: $466,862

· Planned RMS Connecting Centres expenditure for 2019/20: $466,862

Announcements of award of RMS Active Transport grants are expected before the end of the 2018/19 financial year.

STRATEGIC CONSIDERATIONS

Community Strategic Plan and Operational Plan

Objective: 1:	We have infrastructure, transport and services which meet our expectations
Strategy 1.3:	Support, through partnership, a network of integrated sustainable transport options
Action 1.3a)	Ensure an integrated and accessible transport network (SP)
Activity:	Update Bike Plan and Pedestrian and Access Mobility Plan (PAMP). Apply annually to NSW State Government through RMS for Bike Facilities Grants.

Legal/Statutory/Policy Considerations

There are no negative legal, statutory or policy implications at this time.

Financial issues

Three of the five applications require Council contribution to proceed with the project if the grant is awarded. Whether or not to proceed with each project and the allocation of Council funds to do so will be subject to Council review. The financial implications of proceeding with each of these three projects are as follows:

Note: These commitments will not be included in the 19/20 Draft Budget, however, they must be considered as Council contributions and will be required to access grant funding.

Nomination	Section 94	Council funds to be allocated	Total BSC Commitment
2. Byron – Suffolk Cycleway Connecting Centres (50/50)	$155,000 (Byron Bikeways)	$201,271	$356,271
4. Kolora Wy – Redgate Rd Connecting Centres (25/75)	$0	$40,000	$40,000
5. Balemo Dr Stage 2 Connecting Centres (50/50)	$138,000 (Ocean Shores Bikeways)	$308,862	$466,862

Consultation and Engagement

Further consultation and engagement will be undertaken during and after the development of the detailed design for each stage as the project progresses if and when required. Consultation will also take place prior to and during construction to ensure residents are well aware of the works.

Report No. 4.2 Status Update - Bike Plan and PAMP

Directorate: Infrastructure Services

Report Author: Daniel Strzina, Project Engineer

File No: I2019/19

Theme: Infrastructure Services

Local Roads and Drainage

Summary:

This report provides a status update on the development of the Bike Strategy and Action Plan (Bike Plan) and Pedestrian Access and Mobility Plan (PAMP).

PSA Consulting have been engaged to develop the Bike Plan and PAMP concurrently. This status update is part of a commitment to provide regular updates to every ordinary TIAC meeting.

An update on the results of the public exhibition of the Byron Bay (Browning St) to Suffolk Park (Clifford St) Cycleway Investigation Report is also included in this report.

RECOMMENDATION:

1. That the Committee note the status update on the development of the Bike Strategy and Action Plan (Bike Plan) and Pedestrian Access and Mobility Plan (PAMP).

2. That Option 2 is endorsed for the target completion dates for both Plans, as per the Updated Delivery Schedule (Option 2).

REPORT

Background

The PAMP and Bike Plan are currently under development with draft versions of chapters 1 and 2 complete. The previous status report informed of the completion of consultation stage 1 and the progress of consultation stage 2.

Progress

The first two stages of consultation are now complete and the consultant is currently processing the data collected and progressing with the development of chapters 3, 4 and 5 of the draft plans.

An updated delivery program has been developed. This program is considered to be tight due to the quantity of work to be undertaken on both plans and the requirement to submit reports at least two weeks prior to TIAC and Council meetings. The program is based around dates for Ordinary Council Meetings and Extraordinary TIAC Meetings.

Updated Delivery Schedule

07 Mar 19: PSA submits PAMP and Bike Plan Draft v1 for review by IS

14 Mar 19: IS return PAMP and Bike Plan Draft v1 with comments to PSA

21 Mar 19: PSA submits PAMP and Bike Plan Draft v2

21 Mar 19: Report due: Presentation of PAMP and Bike Plan Draft v2 to TIAC at Extraordinary Meeting 03 Apr 19 (exact meeting date tbc)

03 Apr 19: TIAC Extraordinary Meeting – PSA present PAMP and Bike Plan Draft v2 to TIAC for feedback/comment

17 Apr 19: PSA submits PAMP and Bike Plan Draft v3 for review by IS

19 Apr 19: IS return PAMP and Bike Plan Draft v3 with comments to PSA

26 Apr 19: PSA submits PAMP and Bike Plan Draft v4 (final draft) for Public Exhibition

26 Apr 19: Report Due: PAMP and Bike Plan Draft v4 (final draft) to TIAC Extraordinary Meeting 07 May 19 (exact meeting date tbc)

07 May 19: TIAC Extraordinary Meeting – TIAC Endorse PAMP and Bike Plan Draft v4 (final draft) for Public Exhibition

07 May 19: Report due for Council Ordinary Meeting 23 May 2019: PAMP and Bike Plan Draft v4 (final draft) for Public Exhibition as endorsed by TIAC

23 May 19: Council Ordinary Meeting – Council Endorse PAMP and Bike Plan Draft v4 (final draft) for Public Exhibition

June 19: Consultation round 3 – Public Exhibition of draft plans.

22 Aug 19: Council Ordinary Meeting – Council review Public Exhibition submissions and adopt final PAMP and Bike Plan if there are no major issues identified by the public.

Meeting these deadlines depends entirely on the quantity of comments and changes to be included in the plans after each Extraordinary TIAC Meeting, and the time for the consultant to implement these changes within the short space of time between when meetings finish and when the report for the next meeting is due.

Options

Option 1

An option exists to shorten this schedule by:

· Fast tracking the development of the draft plans,

· Holding the first TIAC Extraordinary meeting 1-2 weeks earlier,

· Allowing only minimal commentary to be included in the development of the draft plans,

· Reporting the final draft plans directly to the 18 Apr 19 Council Ordinary Meeting.

This option is not recommended as it restricts the ability for TIAC to have input into the plans, and the time required for PSA to incorporate this input. Additionally, it removes an opportunity for TIAC to review the final draft before it is reported to Council.

Option 2

Use the Updated Delivery Schedule above as a target schedule. This option is recommended. Revert to Option 3 below if deadlines are not achievable as a consequence of significant changes being required due to the high number of modifications necessary to reflect submission feedback suggestions.

Option 3

In the case that Option 2 deadlines are not achievable due to the requirement for substantial changes or where a quorum cannot be reached at one of the extraordinary meetings, an option exists to extend the schedule by:

· Postponing the second TIAC Extraordinary Meeting (presentation of final draft plans) until around 05 Jun 2018

· Reporting the draft plans for public exhibition to the 27 June Council Ordinary Meeting.

· Undertake Public Exhibition of the draft plans in July

· Council review the Public Exhibition submissions and adopt the Bike Plan and PAMP at their Ordinary Meeting on 22 Aug 2018 (no change to final adoption date)

STRATEGIC CONSIDERATIONS

Community Strategic Plan and Operational Plan

Objective: 1:	We have infrastructure, transport and services which meet our expectations
Strategy 1.3:	Support, through partnership, a network of integrated sustainable transport options
Action 1.3a)	Ensure an integrated and accessible transport network (SP)
Activity:	Update Bike Plan and Pedestrian and Access Mobility Plan (PAMP). Apply annually to NSW State Government through RMS for Bike Facilities Grants.

Legal/Statutory/Policy Considerations

There are no negative legal, statutory or policy implications at this time.

Relevant Policy:

Strategic Transport Statement (Transport Policy) - Policy No. 09/001 (Document No. DM861019)

Financial issues

There are no negative financial issues at this time.

Consultation and Engagement

The final stage of consultation will be the public exhibition of the draft plans.

Results of the Public Exhibition of the Byron Bay to Suffolk Park Cycleway Investigation Report

The Byron Bay (Browning St) to Suffolk Park (Clifford St) Cycleway Investigation Report including Preferred Option Concept Design was placed on public exhibition for comment by formal submission for a period of 28 days from 16 November 2018 to 14 December 2018. A report has been written for Council at their meeting on 28 February 2019 that summarises the procedure and details the outcomes of the public exhibition process. A summary of the results of the public exhibition consultation is as follows:

A total of 118 submissions were received. This consisted of 104 survey responses, 13 emails and one letter. The majority of submissions were from residents and two were from businesses; The Byron Bay General Store and The Bower Byron Bay.

A summary of the breakdown of the submissions is as follows:

· 112 out of 118 (95%) supported the Preferred Option Concept Design.

· 6 out of 118 (5%) objected to the Preferred Option Concept Design.

· 8 out of 118 (7%) specified a preference for Option 4 (rail trail) for the Northern Section.

· 57 out of 118 (48%) support a proposal to name the cycleway after Ben Donohoe.

· 4 out of 118 (3%) supported the Preferred Option Concept Design as long as considerations were made with respect to the detailed design of the area around The Byron Bay General Store.

The submissions have been collated and added as confidential attachments to the Council report, along with further details on the results and recommendations as to how to proceed.

Report No. 4.3 Roadside Barrier Audit and Condition Assessment

Directorate: Infrastructure Services

Report Author: Blyth Short, Asset Management Coordinator

File No: I2019/35

Theme: Infrastructure Services

Asset Management Planning

Summary:

To inform the Transport and Infrastructure Advisory Committee of the condition of the entire roadside barrier asset group after the audit and inspection process undertaken in 2018 and to highlight that funding constraints means the progressive renewal of roadside barriers is currently unfunded and that urgent repairs are funded from the annual road maintenance budget.

RECOMMENDATION:

That:-

1. The committee note the report;

2. The committee note the progressive renewal of roadside barriers is currently unfunded and that urgent repairs are funded from the annual road maintenance budget;

3. Consideration will need to be given to the potential reallocation of funding to support a progressive and long term road side barrier renewal program.

REPORT

Background:

The Community Solutions Panel report (E2018/33402) stated that ‘Risk and Safety’ is the first priority in the council’s decision making approach. This outcome aligned well with the next asset group for the asset team to audit and condition assess being roadside barriers.

During the ‘Customer Levels of Service’ Survey (I2018/1315) undertaken in June 2018, roadside barriers rank 5^th on level of importance to the community (higher level of importance than the street sweeper, bus shelters, signs and guideposts).

Byron Shire Council engaged CARDNO™ to assist in the development of the condition assessment manuals and other documentation required to undertake the audit and condition assessment task. These documents are as follows:-

· Roadside Barriers - Approved RMS Roadside Barrier Systems (E2017/72970)

· Roadside Barriers - Condition and Maintenance Training (E2017/72980)

· Roadside Barriers - Condition Rating Table (E2017/72975)

Using the mobile inspection software platform REFLECT™ with an accurate GPS receiver TRIMBLE™ device, internal staff resources were able to accurately and repeatedly condition assess and physically locate all roadside barriers in the shire.

Condition Outcomes:

A total of 590 roadside barriers currently exist in the shire. This number is made up of various types, manufacturers and combinations of barriers. The overall condition split of roadside barriers is shown in Figure 1 below. The general condition attributes are shown in Figure 2, 3 and 4.

Figure 1 – Roadside Barrier condition splits

This condition is made up of the following roadside barrier component details:

· 184 approach terminals in a poor condition

· 91 barriers in a poor condition

· 228 departure terminals in a poor condition

General Condition Attributes:

Figure 2 – Good condition attributes

Figure 3 – Fair condition attributes

Figure 4 - Poor condition attributes

Cost Outcomes:

Costs have been calculated to give an idea of what funds are required by council to get all roadside barriers up to at least a fair condition. Below are average current costs for barrier renewals:

· Terminal replacement cost: $4,000 each

· W-Beam barrier replacement cost: $200 p/m

· Wire rope anchor: $2,200 each

· Wire rope barrier replacement cost: $78 p/m

· Traffic control: $1,200 p/d

Using this information, council has an estimated ‘Bring to Satisfactory’ backlog (any condition 4 and 5) of around $2 million. It is worth noting all barrier renewals are completed by specialised contractors. At a minimum, Council needs to invest $200,000 per year over 10 years to start arresting the infrastructure backlog decline of this asset class.

Conclusion:

This report outlines the large amount of roadside barriers in poor condition and approximate costs to bring back to at least fair condition. The information gathered from the audit and condition assessment process has been complied and entered into the ‘Roadside Barrier Risk Matrix’ (Attachment 1 - E2018/62897). This risk matrix not only takes current asset condition into consideration, but also many other environmental and social factors that have an impact on that particular asset. This matrix enables council to individually score each asset on its risk merit and allows for easy and transparent decision making on which assets should be prioritised for capital renewal.

STRATEGIC CONSIDERATIONS

Community Strategic Plan and Operational Plan

1.1 Provide a road network which is safe, accessible and maintained to an acceptable level of service
	b) Develop maintenance levels for road network infrastructure in line with Community Solutions Panel values ( S P )
Activity 1.1.b	Refine risk based methodologies and predictive modelling to strategically prioritise maintenance and renewal of infrastructure
	c) Prioritise road network asset renewal and upgrade programs in line with Community Solutions Panel values ( S P )
Activity 1.1.c	Implement asset renewal projects for: Roadside Barriers

Legal/Statutory/Policy Considerations

Asset Management Policy #2014/33229

Financial Considerations

The progressive renewal of roadside barriers is currently unfunded. Urgent repairs are funded from the annual road maintenance budget. In these circumstances the overall condition of the road side barriers will continue to decline.

Consideration will need to be given to the potential reallocation of funding to support a progressive and long term road side barrier renewal program. Ideally, the 10 year Long Term Financial Plan could include $200,000 per annum for the ongoing capital renewal of the shires poor condition roadside barriers.

Report No. 4.4 Buildings Asset Management Plan

Directorate: Infrastructure Services

Report Author: Blyth Short, Asset Management Coordinator

File No: I2019/55

Theme: Infrastructure Services

Asset Management Planning

Summary:

The 2018/19 Operational Plan identifies that the Building Asset Management Plan (BAMP) is due for completion by 30 June 2019. The Building asset portfolio has an asset replacement value of $73.7 million for Buildings as of 30 June 18. They include 265 buildings grouped into function use categories: public toilets, recreation facilities, halls / community centres, preschools, council operations, Tyagarah Airfield buildings, caravan park cabins, commercial leases, community leases, emergency services, Bangalow Showground and swimming pool buildings.

In November 2018, Council commenced a buildings audit and condition assessment project to collect data to feed into the BAMP. This phase is due for completion by 22 February. The focus is on high risk defects to address safety and prepare a long term capital renewal program using Predictive Modelling software.

The Building Asset Management Plan is a requirement under the NSW LG Integrated planning and reporting framework. It forms apart of the Resourcing Strategy. The framework requires community engagement.

Council has prepared a Customer Levels of Service (CLoS) survey as one measure to calculate customer satisfaction and importance ranking of the buildings by functional use as listed above. It is intended that this data will feed into the relevant CLoS Section of the BAMP.

RECOMMENDATION:

That the Committee support the ongoing development of the Buildings Asset Management Plan and the associated community consultation and engagement plan.

Attachments:

1 BAMP Communication and Engagement Plan_v2, E2019/4012 , page 71 ⇩

REPORT

The 2018/19 Operational Plan activity (1.2 b) identifies that the Building Asset Management Plan (BAMP) is due for completion by 30 June 2019.

Byron Shire Council’s Building assets enable the community to access and enjoy a range of services and facilities that Byron has to offer. It has an asset replacement value of $73.7 million for Buildings, as of 30 June 18. The efficient management of these Building assets is vital to provide safe, reliable and efficient services. The building portfolio consists of 265 buildings grouped into function use categories:-

· public toilets,

· recreation facilities,

· halls / community centres,

· preschools,

· council operations,

· Tyagarah Airfield buildings,

· caravan park cabins,

· commercial leases,

· community leases,

· emergency services,

· Bangalow Showground, and

· swimming pool buildings.

Council previously has not inspected the entire asset portfolio and does not have a lot of consistent data. As such Council commenced a buildings audit and condition assessment project to collect data to feed into the BAMP. This phase is due for completion by 22 February. The focus is on high risk defects to address safety and prepare a long term capital renewal program using Predictive Modelling software. The focus on safety is to align with both the Community Solutions Panel recommendations and councils Strategic Asset Management Plan (E2016/100839).

In terms of high risk assets the building portfolio was the next in line after the Roadside Barrier Asset sub-category.

Asset Management Background:

Failure to adequately plan for the replacement of these existing assets and the development of new assets will result in assets not meeting the needs of the community now, and into the future.

The Building Asset Management Plan (BAMP) will demonstrate how Council will achieve its strategic asset management outcomes by applying responsible and effect asset management planning. The key elements of infrastructure asset management are:

· Taking a life cycle approach

· Developing cost-effective management strategies for the long term

· Providing a defined level of service and monitoring performance

· Understanding and meeting the demands of growth through demand management and infrastructure investment

· Managing risks associated with asset failures

· Sustainable use of physical resources

· Continuous improvement in asset management practices.

Council will measure the effectiveness and application of the asset management plan through:

· Stakeholder consultation

· Regular condition and maintenance inspections

· Continued use of Assetic Predictor© to predict renewal requirements

· Continuous review and improvement to asset management practices

· Key Performance Indicators (KPI) monitoring and recording

Governance

The national framework on asset management and planning sets out a national direction for levels of service and consultation with communities. Relevant extracts from the 7 elements relating directly to Levels of Service are:

Element 1 – Development of an asset management policy which:

· Broadly takes account of whole of life costing, service levels and financing options, and

· Requires the adoption of an asset management plan informed by community consultation.

Element 2 – Strategy and planning. Asset management plans will:

· Provide information about assets, including particular actions required to provide a defined level of service in the most cost-effective manner.

Element 4 – Defining levels of service

· Establish service delivery needs and define service levels in consultation with the community,

· Establish quality and cost standards for services to be delivered from assets, and

· Regularly review their services in consultation with the community to determine the financial impact of a reduction, maintenance or increase in service.

(LGPMC, 2009, pp 3-5)

Customer Levels of Service:

The level of community engagement is up to individual councils. Many councils struggle with how to engage with the community to define and determine agreed levels of service. Research has been undertaken to investigate how other councils have achieved this. It is worth noting that Council has just commenced the journey for the buildings and is aiming to take small steps with the first iteration of the BAMP.

Council has prepared a Customer Levels of Service (CLoS) survey based off the Institute of Public Works Engineering Australia, Building Condition & Performance Assessment Guidelines (2016). This will be one measure to calculate customer satisfaction and importance ranking of the buildings by functional use, listed above. It is intended that this data will feed into the relevant CLoS Section of the BAMP.

When the survey goes on public exhibition in March, the TIAC members will be emailed a link to participate. The Communication and Engagement Plan E2019/4012 outlines the consultation process in detail.

Additionally, council will use the Customer Request System to calculate key performance indicators for the public toilets.

STRATEGIC CONSIDERATIONS

Community Strategic Plan and Operational Plan

CSP Objective

CSP Strategy

DP Action

OP Activity (18/19)

1.2

Provide essential services and reliable infrastructure which meet an acceptable community standard

b) Develop infrastructure asset renewal and upgrade program in line with Community Solutions Panel values ( S P )

Prepare a Buildings Asset Management Plan

Consultation and Engagement

Communication and Engagement Plan E2019/4012 outlines the consultation process in detail.

REFERENCES:

LGPMC, 2009, Asset Planning and Management, Local Government Financial Sustainability Nationally Consistent Frameworks, Framework 2, Local Government and Planning Ministers’ Council, Canberra.http://www.lgpmcouncil.gov.au/publictions/sus_framework.aspx.

LGPMC, 2009, Asset Planning and Management, Local Government Financial Sustainability Nationally Consistent Frameworks, Framework 3, Local Government and Planning Ministers’ Council, Canberra. http://www.lgpmcouncil.gov.au/publictions/sus_framework.aspx.

Report No. 4.5 Development of a Shire-wide Transport Strategy

Directorate: Infrastructure Services

Report Author: Daniel Strzina, Project Engineer

File No: I2019/80

Summary:

The first iteration of this report was delivered to the Committee at their meeting on 15 November 2018. Due to a lack of quorum, no recommendations were made. This iteration includes notes generated during the last meeting and an update on the RFQ process.

The purpose of this report is to:-

· Provide background information on the development of a Shire-wide Transport Strategy;

· Summarise the outcomes of the first two TIAC workshops on the development of the Shire-wide Transport Strategy, held on 20 April 2018 and 22 June 2018; and

· Identify any useful existing strategies developed by other Councils, regional bodies and other sources of information for TIAC to continue to workshop the development of the Shire-wide Transport Strategy.

· Recommend the engagement of a specialist consultant to build upon and complete the Shire-wide Transport Strategy.

RECOMMENDATION:

1. That the Committee recommend to Council the following sections of a Shire-wide Transport Strategy:-

· Scope and context

· Vision

· Principles

· Issues and challenges

2. That the Committee review the following sections of a Shire-wide Transport Strategy and develop recommendations to Council for:-

· Targets and desired outcomes

· Key actions to achieve objectives

· Community and stakeholder engagement

4. That an RFQ be issued for the engagement of a specialist consultant to undertake the preparation of the Shire-wide Transport Strategy, using the outcomes of Workshops and meetings to date as a foundation for the development of the Strategy.

REPORT

Notes from Previous Meeting (15 November 2018)

Report No. 4.4 Development of a Shire-wide Transport Strategy

File No: I2018/2035

Notes:

1. That an RFQ be prepared and issued for the engagement of a specialist consultant to undertake the preparation of the Shire-wide Transport Strategy, using the outcomes of Workshops and meetings to date as a foundation for the development of the Strategy.

2. These outcomes include the Committee’s recommendations:-

a. that the Strategy include the following sections

i. Scope and context

ii. Vision

iii. Principles

iv. Issues and challenges

b. The finalised sections for

i. Targets and desired outcomes

ii. Key actions to achieve objectives

c. The draft section for

i. Community and stakeholder engagement

Business Arising:

1. Climate Change Emergency Motion discussed; central focus that bring together all policies.

2. Item from Sapoty Brooke: IBCC Report:

a) Transport has a huge impact on climate change, Council to encourage share transport, electric public transport, electric bikes, charging stations. Council should consider impact on climate with all his actions for example building new roads, buildings etc.

b) Council to make sure that climate change is not just a sentence in the strategy but consider real actions. Local Government to provide incentives programs.

c) The sustainability of the company to be considered while going for tender for Transport Strategy.

d) Council should establish targets for electric vehicles in the shire for example 50% electric vehicles by 2020.

Update

An RFQ has been prepared for the engagement of a specialist consultant to undertake the preparation of the Shire-wide Transport Strategy, using the outcomes of Workshops and meetings to date as a foundation for the development of the Strategy.

The following sections of this report up to ‘Strategic Considerations’ are as per the first iteration of this report.

Background

The previously considered reports referred to in the following pages contain information significant to the progression and development of a Shire-wide Transport Strategy. As such, they have been summarised in this section for reference and guidance moving forward.

Council, at its meeting of 10 October 2016, resolved in support of the 16 August 2016 Transport Advisory Committee (TrAC) recommendation as follows:-

Resolution 16-516

Report No. 5.1 Development of a Shire-wide Transport Strategy

File No: I2016/884

Committee Recommendation 5.1.1

1. That the Committee develop a Shire-wide Transport Strategy which includes:

a) CONTEXT to include consideration of:

· congestion

· high tourist numbers

· lack of local public transport connectivity and regional integration

· high carbon emissions

· safety

· high costs of running private vehicles

· road condition and the cost of maintenance

· demographics – (difficult for people who can’t drive or don’t have a licence)

· access - mobility

· lack of cycleway connectivity

· lack of connectivity in general

· poor location of services – making them more distant than they could otherwise be

· high growth area – need to plan for future

· transport costs to community from planning and commercial decisions

· impact of future technological and social developments

b) OBJECTIVES to include consideration of:

· reduce the need for and/or dependency on private motor vehicle trips

· improve public transport

· support community transport

· increase the bike network and/or use

· improve pedestrian and residential amenity

· support advocacy, partnerships and/or community involvement

· improve road user safety

· improve integration and regional connectivity

· support climate change adaptation and mitigation

· further defining and obtaining of these objectives will be the role of the proposed transport strategy

· support of each objective can be sought via relevant Council instruction through available mechanisms regarding any proposed and/or existing activity, all of which will be explored via development of the proposed transport strategy that will be guided by Council’s vision.

c) ACTIONS to include the consideration of:

· understanding user experience – feedback, surveys

· develop priorities from user feedback, eg improve user experience by means of improved bus shelters, safer road crossings, shorter travel times, for example

· develop measurement methods for baseline and future actions

· integrated land use planning

2. That a draft strategy commence with a review of relevant local, state and federal programs, plans and strategies in efforts to identify funding and partnership opportunities.

3. That Council note staff will apply by 9 September 2016 to meet the RMS Active Transport Funding deadline and it will include seeking 2017/18 funding for the revision of Council’s bike plan and PAMP. (Richardson/Hunter)

TIAC at its meeting on 15 March 2018 considered a report on Development of a Shire-wide Transport Strategy (File No: I2018/411) that sought to establish a process to move forward with to develop a Shire-wide Transport Strategy with reference to resolution 16-516 as the basis of the framework for the strategy. Committee recommendations were adopted by Council, who resolved as follows:

Resolution 18-251

Resolved that Council adopt the following Committee Recommendation(s):

Report No. 4.5 Development of a Shire-wide Transport Strategy

File No: I2018/411

Committee Recommendation 4.5.1

1. That the Committee have an extraordinary meeting in April 2018 to workshop the development of Shire-wide Transport Strategy.

2. That a report be prepared for TIAC that identify any useful existing strategies developed by other councils, regional bodies and other sources of information.

3. That the Committee members be encourage to research and share ideas (Richardson/Cameron)

At its extraordinary meeting on 20 April 2018, TIAC considered a report in accordance with point 2 of the above resolution (File No: I2018/685) and conducted a workshop on the development of a Shire-wide Transport Strategy. Committee recommendations were adopted by Council, who resolved as follows:

Resolution 18-305

Resolved that Council adopt the following Committee Recommendation(s):

Report No. 4.1 Development of a Shire-wide Transport Strategy

File No: I2018/685

Committee Recommendation 4.1.1

That Council note that the Committee develop recommendations to Council for the following sections of a Shire-wide Transport Strategy:

· Scope and context

· Vision

· Principles

· Issues and challenges

· Targets and desired outcomes

· Key actions to achieve objectives

· Community and stakeholder engagement (Richardson/Cameron)

Report

During the first Transport Strategy workshop on 20 April 2018, the following points were initially raised:

· The Shire-wide Transport Strategy will be an overarching, policy-level strategic document that will act at high level to guide how Council proceeds with funding.

· It will be a mechanism by which to support projects and initiatives.

· It will inform other Council plans and strategies.

· It will contain a hierarchy of principles, prioritised by the community.

· Community involvement will be critical to making this an integral document.

· A desired outcome is that it will become a consensus document; high quality data and research to ensure that it is effective in influencing Council.

A discussion was had regarding the potential to engage a consultant to undertake the preparation of the Shire-wide Transport Strategy. It was concluded that a more efficient and cost effective approach would be to workshop the subject matter so as to define the content prior to engaging a consultant.

As such, examples of existing local council Transport Strategies were tabled for analysis The Committee proceeded to workshop the deliverables outlined in Resolution 18-305. The outcomes of this process are detailed in the following section of this report.

Two strategies that were of interest due to the relevance of their content were Noosa’s Transport Strategy (2017) and Hobsons Bay’s Integrated Transport Strategy (2017).

1. Outcomes of the 1^st Transport Strategy Workshop (for adoption)

The following agreed outcomes are listed below and in the attached working document for adoption during the ordinary meeting of 15 November 2018.

· Italics indicate sections or ideas that have been directly referenced from the original documents with little or no amendment.

· Red text indicates additions or amendments made during workshop 2.

Transport Strategy Scope and Context

1. Shire-wide.

2. Regional links.

3. Interregional and interstate links and influences (border, airports, freight, etc.)

4. Inform future transport use.

5. Write flexibility into strategy.

6. Consider technological change (drones, autonomous vehicles, electric vehicles, etc.).

7. Consider demographical change.

8. 40 year strategy.

9. Review frequency: 3-5 years?

Vision

An integrated, innovative and equitable transport system, providing a range of sustainable, efficient, accessible and safe ways for people and goods to reach their destination.

Purpose

1. Purpose of document is to inform Council on how to implement the vision.

2. Integrate with existing and future planning documents.

3. Ensure infrastructure projects satisfy strategic goals.

4. Support funding applications and opportunities.

5. Support and promote general health and wellbeing.

6. Cultivate environmental stewardship.

7. Foster economic growth.

8. Encourage change in modes.

9. To coordinate with other Councils across the region.

10. How does the document get used? Framework to be developed.

Principles

1. Encourage transport options that meet the needs of both locals and visitors.

2. Prioritise our focus on moving people and goods rather than moving cars.

3. Provide infrastructure and services that are designed to give priority to pedestrians, cyclists, scooters and public transport over private cars.

4. Improve and promote the safety and amenity of pedestrians, cyclists and vulnerable road users in our transport infrastructure. (safety amenities vs behaviour)

5. Address peak time traffic congestion by reducing traffic rather than increasing road capacity.

6. Take advantage of changes in transportation technology.

7. Align transport options and usage with Council’s Emission Reduction Strategy.

8. Design for, encourage and facilitate transport options that reduce the emissions produced by our community.

9. Recognise the need for transport options in rural areas and evoke a sense of equity within transport planning.

10. Integration – Strengthen connections between different forms of transport, land use and transport planning, and to regional and metropolitan networks.

11. Equity – Support a range of accessible and affordable transport options for all people, neighbourhoods and future generations.

12. Efficiency – Build a more reliable and effective transport system that supports skills development, business and employment growth and provides competitive alternatives to private car travel.

13. Encourage the use of ride sharing and car sharing services.

14. Encourage active transport and healthy transport options.

15. Promote behavioural change to improve safety.

Challenges and Opportunities

1. Number of visitors.

2. Congestion at peak times.

3. Car dependence.

o Sedentary issue.

o Love affair with cars.

o Fossil fuel and associated financial, environmental and sociological costs.

o On demand transport.

4. Topography and climate.

5. Funding.

6. Shortfalls in services and infrastructure.

7. Public transport.

o Affordability

o Frequency

o Coverage

o Connectivity

8. Regional, state and federal transport planning, including funding.

9. Demographics (large proportions of younger and older residents in Byron Shire).

10. Lack of population density due to the rural nature of Byron Shire.

11. Disruptive technology.

12. Distinguish differences between different sets of users (e.g. tourist, leisure, resident, commuter, commercial) and their different needs.

13. Internet as a way to avoid unnecessary transport.

14. Support of high speed broadband.

Population Dispersal Discussion

It was highlighted during the workshop that the primary distributors in Byron Shire (Pacific Hwy running North-South and Bangalow/Lismore Rd running East-West) present opportunities to be taken advantage of in preparing the Shire-wide Transport Strategy.

- Different sets of users (e.g. tourist, resident, commuter, business) have different needs.

- Acknowledge that there are different patterns (mapping and demand) for different users.

- Behavioural aspects must be addressed for safety – e.g. dropping kids at school.

2. Outcomes of the 2^nd Transport Strategy Workshop (for review)

The following outcomes are listed below and in the attached working document for review during the ordinary meeting of 15 November 2018. This section contains excerpts from existing relevant local council Transport Strategies (in italics or as images), collated for the purposes of continuing to workshop the development of the Shire-wide Transport Strategy. The full excerpts are available as appendices to the attached working document.

· Italics indicate sections or ideas that have been directly referenced from the original documents with little or no amendment.

· Red text indicates additions or amendments made during workshop 2.

· Highlighted text indicates where review or further work is needed.

1. Targets and desired outcomes

a) Noosa Transport Strategy (2017, page 7).

1. Residents and workers of ~~Noosa~~ Byron Shire are able to go about their everyday business without having to be reliant on private vehicles.

2. The transport network is designed to facilitate and encourage an overall modal shift away from private car use towards more sustainable transport modes including walking, cycling, public transport, electric vehicles and motor scooters/cycles.

Points 1&2 summarise to: Reduce impact and reliance on Transport Infrastructure.

3. The transport system supports the preferred pattern of development including the local centres hierarchy, and is consistent with our planning scheme.

Point 3 – add bike friendly and pedestrian friendly schemes.

Note: Ask Shannon Burt’s staff to help us to develop this document and invite for the next meeting. E.g. SEE planner to discuss future planning DEP/LEP.

4. Key regional destinations such as hospitals, airports and universities are readily accessible by public transport from ~~Noosa~~ Byron Shire. Point 4 OK.

5. All schools are safely and conveniently accessible by walking, cycling and public transport. Point 5 OK.

6. Parking is closely managed through effective controls. Point 6 OK.

7. There has been a change in behaviour by people in Noosa with a reduction in the number choosing to drive and park cars in congested coastal areas. Point 7 OK.

8. Park-and-Ride facilities have been provided to assist with managing visitor travel demand where supported by transport services. Point 8 OK.

9. The transport system supports the local lifestyle and also tourism by delivering both active and public transport infrastructure that meets the needs of locals and visitors. Point 9 OK.

10. Local public transport routes offer efficient and frequent services. Point 10 OK – frequency, connectivity etc. Include reference to regional and interregional networks.

NEW: Transport movement associated with events in line with strategies principles. Apply DTA standards.

NEW: Vehicles being flexible to meet emission targets.

NEW: On demand public transport including driverless vehicles.

NEW: Provision of multimodal HUBs with accessible infrastructure footpaths.

11. Road crossings and associated pedestrian networks are safe and accessible for mobility scooters, cyclists and pedestrians.

12. The community at all levels is educated about the costs and benefits of their travel choices, allowing people to make informed decisions.

13. Alternative transport is cost effective for users and providers as compared with private car use.

14. New technologies are being used in our transport solutions.

15. Transport initiatives result in significantly reduced greenhouse gas emissions.

Note: Combine Points 14 and 15 together.

NEW: Add point about the Electrification of transport and provision of renewable energy to match the growth.

b) Hobsons Bay Integrated Transport Plan (2017, page 24-35).

Typical sustainable travel options (Neighbourhood): Add car share/car pool and EV.

Common issues (Regional): Connection issues - add reference to integration. Also add point about cycling facilities, footpath connections, and cycleway connections.

Council’s typical role: What we do is beyond the advocacy, policy support etc.

Typical sustainable travel options: Electrification of transport – encouraging it – add point (we have already charging station).

“Vibrant Activity Centres”

Consider/include points on the following:

· Tourism and management.

· Rail corridor investigation – it is beyond advocacy.

· Carshare/carpool.

· Electrification of transport.

Consider/include points on the following:

· Provide links to jobs, services, industry and recreational activities.

· Consider Employment Lands Strategy

o Location Highway vs Ewingsdale road (congestion?)

o Modal use

o Distribution HUBs – warehouses in the industrial estate – people buy online

o Need for distribution centres – click and collect

· Align transport strategy objectives and outcomes with our Community Strategy/Plan

c) Newcastle Transport Strategy (2016, page 27).

Content considered OK, though not as relevant as Noosa, Hobsons Bay.

d) Northern Rivers Regional Transport Plan (2013, page 44).

Not a good source/reference.

Only good recommendation is a consistent and regular town loop service.

2. Key actions to achieve objectives

Note: It was generally agreed that ‘Key Actions to Achieve Objectives’ are specific and directly related to ‘Targets and Desired Outcomes’. As such, these actions should be developed once the desired outcomes have been finalised. It is recommended that this is undertaken by a specialist consultant with the skills and resources to finalise the desired outcomes and propose a suitable set of actions to achieve them.

a) Noosa Transport Strategy (2017, page 12).

Content is generally OK, actions are specific to desired outcomes.

b) Hobsons Bay Integrated Transport Plan (2017, page 30, 36).

Content is generally OK, actions are specific to desired outcomes.

c) Newcastle Transport Strategy (2016, page 34-51).

Content is generally OK, actions are specific to desired outcomes.

P10, P11, consider lower speed limits as a safety measure (captured in P12).

A12: Review Contributions Plan to include the design for residential subdivisions.

NEW: Explore possible funding options: State, federal, section 94.

A17: Reinvestment of paid parking revenues in transport infrastructure
Identify local, regional and interregional freight corridor and access.

3. Target outcomes of the ordinary meeting of 15 November 2018 (For Development)

For discussion during the ordinary meeting of 15 November 2018:

· Recommendations as to what would be considered suitable community and stakeholder engagement for the development of the Shire-wide Transport Strategy.

· Review of the Path Forward below.

Path Forward

1. Form a Transport Strategy Working Group under the guidance of TIAC to continue to workshop the strategy using a consultant with the goal of finalising recommendations to TIAC then Council in accordance with Resolution 18-305.

2. Invite other skillsets and disciplines to focussed sessions (walking, cycling, public transport, etc.) to assist the Working Group in developing recommendations.

3. Continue to review and consider existing local council Transport Strategies for content and layout.

4. Prepare a document that shows connection into IP&R documents and other internal and external strategies.

5. Research: Scope, context and path forward - Add some graphs about safety, surveys.

4. Recommendation: Engagement of a specialist consultant

It is recommended that an RFQ be prepared and issued for the engagement of a specialist consultant to undertake the further development and preparation of a Shire-wide Transport Strategy using the outcomes above as a foundation for the development of the document.

STRATEGIC CONSIDERATIONS

Community Strategic Plan and Operational Plan

Objective: 1:	We have infrastructure, transport and services which meet our expectations
Strategy: 1.3:	Support, through partnership, a network of integrated sustainable transport options
Action 1.3a)	Ensure an integrated and accessible transport network (SP)
Activity:	Prepare an Integrated Transport and Movement Plan (ITMP)

Legal/Statutory/Policy Considerations

There are no negative legal, statutory or policy compliance implications associated with this report.

Financial Considerations

Funding of $75,000 has been allocated to this project as part of the 2018/19 budget, of which there is $70,712 remaining (as of 8/11/2018).

Consultation and Engagement

No consultation or engagement is necessary for this project at this time.

Venue	Conference Room, Station Street, Mullumbimby
Date	Friday, 8 March 2019
Time	2pm