Late Items Agenda of General - 14 December 2011

Maranoa Regional Council

General Meeting - 14 December 2011

Officer Report

Meeting: General 14 December 2011	Date: 11 November 2011
Item Number: 15.2	File Number: D11/33191

Subject Heading: Maranoa Regional Placemaking Concept Plans

Classification: Open Access

Name of Applicant:

Location: Maranoa Region

Author & Officer’s Title: Noela Ward, Manager Community Development

Executive Summary:

The development of community master plans for all townships within the Maranoa is identified in the Maranoa Community Plan 2020 as a short term action to be undertaken by Council. Place Design Group was engaged by Council to develop placemaking concept plans for towns within the Maranoa Region. An extensive program of community engagement and validation was undertaken with the assistance of Council’s Community Development Department. The project elements of research, engagement, and concept design and validation has been completed by the consultant and the Maranoa Placemaking Strategy is presented to Council for endorsement.

Officer’s Recommendations:

1. Council endorse the –

Maranoa Placemaking Strategy Amby October 2011;

Maranoa Placemaking Strategy Injune October 2011;

Maranoa Placemaking Strategy Mitchell October 2011;

Maranoa Placemaking Strategy Roma October 2011;

Maranoa Placemaking Strategy Surat October 2011;

Maranoa Placemaking Strategy Wallumbilla October 2011;

Maranoa Placemaking Strategy Yuleba October 2011; and

Maranoa Placemaking Strategy Other Communities October 2011.

2. Council endorse the positioning of Regional Entry Signs as outlined in the report.

3. That the costing approach contained in this report be incorporated into Council’s Long Term Financial Plan, including accessing external funding.

4. That as part of its annual operational plan, budget and capital works program, Council identify the elements of the Maranoa Placemaking Strategy that it will undertake annually;

5. Council officers undertake a community engagement program to promote the Maranoa Placemaking Strategy including potential funding sources and indicative timeframes for the implementation of the plans;

6. That prior to and during the implementation by Council of individual project elements of the Maranoa Placemaking Strategy, that Council officers engage with local community and project partners/stakeholders.

Body of Report:

Background:

The development of regional placemaking plans was identified as a priority in the Maranoa Community Plan 2020 – Pathways to our future and the associated six Local Plans 2013. Council received funding of $10,000 under the Queensland Government’s Building Rural Communities Fund. The purpose of the funding was to assist Council with costs associated with the engagement of a consultant to undertake research and design of regional placemaking concept plans.

Place Design Group’s quotation was accepted by Council. Community engagement activities were commenced with the assistance of Council’s Community Development Department during the period 20 to 24 June 2011. Draft concept plans were presented to Council and endorsed for public release.

Draft placemaking concept plans were released during the official launch of the Maranoa Community Plan 2020 and six associated Local Plans 2013 during the period 25 to 29 July 2011. Community feedback and public comment was sought from 25 July to 16 September 2011. A total of 109 written placemaking feedback responses were received by Council from across the Maranoa Region. All responses were forwarded to Place Design Group and compiled into a consultation report. Public comments were reviewed and amendments made, where appropriate, to the draft placemaking concept plans.

Project Purpose and Scope:

The purpose of the project was to develop, through a rigorous process of community engagement, site specific placemaking concept plans for Injune, Mitchell, Roma, Surat, Wallumbilla and Yuleba and a general concept plan for the smaller communities within the Maranoa Region.

As the Amby community had been allocated $20k funding from the Department of Main Roads to undertake town beautification work resulting from recent major road works within the community, a site specific plan was provided by the consultant to assist the community with this funded project. It is not proposed that Council provide the Amby community with any additional placemaking infrastructure than that proposed for the other smaller communities within the Maranoa Region. The concept plans were provided to assist the community deliver its funded project and no additional design costs were incurred by Council.

Due to the budgetary allocation assigned for consultancy services for this project, it was necessary to focus the scope of the Roma placemaking concept plans on three significant areas namely town entrances, Adungadoo Pathway and Roma CBD. These areas were selected on the basis that they were identified by the community as a priority in the Local Plan 2013 – Roma, Hodgson and Muckadilla.

Whilst it may appear that comparatively the placemaking plans for Roma are disproportionately smaller in scale than that of the smaller towns, it is emphasised that significant additional placemaking projects are currently in the planning phase for Roma and are being progressed outside the scope of this project.

The Maranoa Placemaking Strategy concept plans are intended as aspirational long term strategic plans to guide the future direction for public infrastructure enhancement, replacement and development for townships within the Maranoa. As funding opportunities arise, the plans may also be used by Council and community groups to support external funding applications to government agencies and other funding sources.

It is emphasised that the Maranoa Placemaking Strategy must be considered in conjunction with Council’s Asset Management Plan, Long Term Financial Plan and existing community infrastructure maintenance and upgrade commitments e.g. Bassett Park Development Project, Bungil Street Combined Sporting Facility and Wallumbilla Showgrounds Development Project. It is further acknowledged that first priority will be assigned to the management of current infrastructure and facilities to safe and sustainable levels.

It is further emphasised that whilst the placemaking concept plans are comprehensive long term plans, they are not an exhaustive listing of all community infrastructure which may be required across the region over the next fifteen (15) to twenty (20) years, nor do they include all existing placemaking infrastructure which may need to be replaced or further developed.

Town Entry Signage

A standardised concept for individual town gateway treatments or entry signage has been developed to create a consistent regional theme throughout the Maranoa Region. The proposed typical gateway treatment concept includes a surrounding canopy of natural trees with grass understory and a unique town sign. An example of such a town gateway treatment would be a unique town sign surrounded by a cluster of the region’s iconic bottle trees. Unique town signs will be developed in consultation with members of each respective community.

A provision sum of $40,000.00 has been assigned for each major gateway treatment, however the actual cost for each individual treatment will be influenced by the final design of the unique sign while available funding may limit the extent of works. Those towns with existing town gateway signage may only require the inclusion of the surrounding landscaping elements. Hence the associated costing will be significantly reduced for these town gateway treatments. It is also anticipated that town signage for the smaller communities will not be as elaborate as those proposed for the larger communities and as such reduced cost estimates have been assigned accordingly.

Maranoa Region Entry Signage

The standardised concept developed for individual town gateway treatments ought to be utilised for the major gateway points into the Maranoa Region thus providing consistent branding of the region. However the implementation of the regional gateway treatments will be subject to unique site requirements including the Department of Transport and Main Roads’ requirements relating to roadside signage and as such may require adaptation to meet such requirements.

Whilst there are a number of roadways through which the Maranoa Region may be accessed, the major gateway points into the Maranoa Region are located at

Warrego Highway – Eastern Gateway

Warrego Highway – Western Gateway

Carnarvon Highway – Southern Gateway

Carnarvon Highway – Northern Gateway

Surat - Tara Gateway

Mitchell – St George Gateway

Roma – Taroom Gateway

An initial provisional sum of $3,500.00 per sign has been estimated for the cost of a large steel roadside sign with colour graphics. This estimate does not include installation costs.

The provision of the Regional Entry Signage is considered a priority to assist in the recognition of the Maranoa Region.

Concept Plan Implementation

In prioritising the scheduling and delivery of concept plan elements, Council may elect to progress those elements which have a greater impact on a larger population base within a shorter timeframe. For example placemaking elements identified for Roma may be scheduled for delivery within a five year timeframe, whereas other placemaking elements identified as not being of a high priority may be scheduled for a longer timeframe of ten (10) to twenty (20) years.

Individual projects could also be divided into sub-projects and staged over several years as funding becomes available. Furthermore, as existing infrastructure requires replacement or upgrading, such replacement or infrastructure upgrade should be undertaken with reference to the regional placemaking concept plans.

Council has the opportunity to identify the level of responsibility and involvement which it is prepared to assume for the delivery of placemaking elements. For example Council may elect to assume a direct role for some elements thereby assuming full responsibility for the delivery and funding of the element, whilst with other elements Council may elect to have a partnering or advocacy role. A partnering role may mean that Council partners with community groups or government agencies to deliver and / or fund placemaking elements. Alternatively if Council were to assume an advocacy role, Council would have no direct role in the delivery or funding of the placemaking element.

Council may also elect to scale back or re-scope placemaking elements, particularly those elements which are determined to be of a lesser priority or need. Placemaking elements could also be scoped at the community level with any additional costs funded from other external sources as opportunities arise.

It is acknowledge that Council’s endorsement of the Maranoa Regional Placemaking Strategy in no way commits Council to the delivery of any elements detailed in the concept plans in the short, medium or long term. It is further acknowledged that the Maranoa Regional Placemaking Strategy is aspirational and that Council’s level of responsibility and financial commitment to the delivery of plan elements will be identified annually as part of its operational planning, budgeting and capital works programming.

Provisional Costings

Provisional cost estimates prepared by Place Design Group for the Maranoa Placemaking Strategies for Injune, Mitchell, Roma, Surat, Wallumbilla, Yuleba and Amby are summarised in Table 1 below. However as the plans are concept plans and not detailed working drawings such costings are the consultant’s opinion of probable costs only.

Place Design Group did not provide provisional costings for projects detailed in the Maranoa Placemaking Strategy Other Communities October 2011. The costings which are detailed in Table 1 for the communities of Begonia, Bymount, Dunkeld, Eumamurrin, Hodgson, Jackson, Muckadilla, Mungallala, Noonga, Teelba and Wycombe are provisional estimates only.

The total cost for the Maranoa Placemaking Strategy as detailed in Table 1 below is estimated at approximately $6,265,857.00.

Table 1 – Estimated Costings Maranoa Placemaking Strategy

Town	Project	Est Cost	Total Est Cost
Injune
	Upgrade to footpaths	$ 368,220
	Road Pavement Treatment	$ 124,640
	Cemetery	$ 11,760
	Playground Apex Park	$ 20,000
	Community Workshop	$ 150,000
	Steam Train Site	$ 33,000
	Community Shelter	$ 40,000
	Gateway Treatment (1)	$ 40,000
	Town Square	$ 503,557
	Contingency 5%	$ 64,559
	Estimated Total Placemaking Cost		$ 1,355,736
Mitchell
	Maranoa River Walk	$ 483,864
	Town Gateway Treatment (1)	$ 40,000
	Street Improvements	$ 145,000
	Mitchell Hall Landscaping	$ 80,000
	Cambridge St Community Meeting Space	$ 68,048
	Enhancement of Weir Facilities	$ 40,000
	Contingency 5%	$ 42,846
	Estimated Total Placemaking Cost		$ 899,758
Roma
	Mid Block Crossing (4)	$ 638,128
	Adungadoo Pathway Enhancements	$ 242,788
	All Abilities Playground	$ 250,000
	Gateway Treatment (3)	$ 120,000
	Memorial Avenue Bollards	$ 41,968
	Intersection Treatments	$ 320,000
	Contingency 5%	$ 80,644
	Estimated Total Placemaking Cost		$ 1,693,528
Surat
	Town Square	$ 478,918
	Riverside Amphitheatre	$ 100,000
	Town Gateway Treatment	$ 40,000
	Riverwalk Improvements	$ 272,000
	Sports Reserve Improvements	$ 103,340
	Town Footpath Network	$ 113,088
	Intersection Pavement Treatments	$ 125,400
	Contingency 5%	$ 61,637
	Estimated Total Placemaking Cost		$ 1,294,383
Wallumbilla
	Gateway Treatments (2)	$ 80,000
	Pedestrian Paths	$ 87,588
	Visitor Node Fence	$ 10,000
	Community Square	$ 145,000
	Public Toilets - Provisional Sum	$ 20,000
	Painted Sign on Grain Shed	$ 400
	Cemetery Memorial Wall	$ 20,000
	Contingency 5 %	$ 18,149
	Estimated Total Placemaking Cost		$ 381,137
Yuleba
	Town Centre	$ 330,429
	Town Gateway Treatment (1)	$ 25,000
	Outdoor Lighting Bluelight Disco Shed	$ 3,000
	Pedestrian Walkway (1/2 completed)	$ 58,125
	Street Furniture Suite	$ 13,200
	Contingency 5%	$ 21,488
	Estimated Total Placemaking Cost		$ 451,242
Other Communities
Amby	Landscape Improvements	$ 20,000
	Town Gateway Treatment	$ 5,000
	Concrete Footpath	$ 19,950
	Contingency 5%	$ 2,248
	Estimated Total Placemaking Cost		$ 47,198
Begonia	Town Signage	$ 3,000
	Estimated Total Placemaking Cost		$ 3,000
Bymount	Town Signage	$ 3,000
	No Camping Signage	$ 500
	Estimated Total Placemaking Cost		$ 3,500
Dunkeld	Town Signage	$ 3,000
	Estimated Total Placemaking Cost		$ 3,000
Eumamurrin	Event Signage	$ 1,500
	Water Tanks for Hall	$ 5,000.00
	Upgrade of Hall Decks	$ 45,000.00
	Contingency 5%	$ 2,575
	Estimated Total Placemaking Cost		$ 54,075
Hodgson	Town Signage	$ 3,000
	Estimated Total Placemaking Cost		$ 3,000

Jackson	Town Signage	$ 3,000
	History Mural	$ 5,000
	Estimated Total Placemaking Cost		$ 8,000
Muckadilla	Town Signage	$ 3,000
	Estimated Total Placemaking Cost		$ 3,000
Mungallala	Town Signage	$ 500
	Interpretative Signage	$ 2,800
	Centre Median Landscaping	$ 20,000
	Fencing / Shade / Furniture	$ 4,000
	Contingency 5%	$ 1,365
	Estimated Total Placemaking Cost		$ 27,300
Noonga	Town Signage	$ 3,000
	Estimated Total Placemaking Cost		$ 3,000
Teelba	Town Signage	$ 3,000
	Outdoor shaded seating area	$ 4,500
	Estimated Total Placemaking Cost		$ 7,500
Wycombe	Town Signage	$ 3,000.00
	Estimated Total Placemaking Cost		$ 3,000.00
	ESTIMATED TOTAL OTHER COMMUNITIES		$ 165,573
REGIONAL GATEWAY TREATMENT / SIGNAGE
	Regional Gateway Signage (7)	$ 24,500
	Estimated Total Regional Gateways		$ 24,500.00
Regional Strategy			Est. Tot. Cost
	TOTAL MARANOA PLACEMAKING STRATEGY COST		$ 6,265,857

Summary:

In summary it is proposed that Council endorse the Maranoa Regional Placemaking Strategy as presented on the basis that such endorsement does not commit Council to the delivery of all or any of the elements detailed in the concept plans and that such elements may be amended by Council as deemed appropriate.

It is recommended that Council identify, as part of its annual operational plan, budget and capital works program those concept plan elements, if any, Council will undertake during the planning period.

Consultation (internal/external):

Internal:

Paul Bawden – Chief Executive Officer

Tony Klein – Director Community Services

Matthew McGoldrick – Director Corporate Services

Robert Hayward – Director Planning and Environment

Barry Omundson – Director of Operations

Fiona Vincent – Regional Sport & Recreation Coordinator

Heidi Schutt – Community Development Coordinator (Injune)

Jane Fenton – Community Development Coordinator (Mitchell

Mark McDevitt – Community Development Coordinator (Roma)

Nicola Gear – Community Development Coordinator (Surat)

Danielle Pearn – Assistance Town Planner

Julian McEwan – Operations Overseer (Roma Town)

Konrad Crawford – Parks and Gardens Foreman (Roma)

General project feedback was sought from all Council staff.

Place Design Group

Department of Main Roads and Transport

Injune

Bymount Community Recreation Association

Eumamurrin Recreation Association

Advance Injune

CHIPS (Cultural Heritage Injune Preservation Society)

Beautification Group

Injune State School SRC (Student Representative Council)

Injune District Tourism Association

Injune SES

Injune State School P & C

Injune Kindergarten & Children’s Centre

Injune Forest Products

Injune Cypress Sawmill

Injune Churches Together

Bymount East State School P & C

Injune Bowls Club

Injune Cricket Club

Mitchell / Amby / Mungallala

Amby Progress Association

Mungallala Progress Association

Nalingu Aboriginal Corporation

Booringa Action Group

Booringa Heritage Museum Committee

Maranoa Retirement Village Residents

Mitchell on Maranoa Art Gallery Committee

Maranoa Health Enhancement Program (Mitchell)

Mitchell State School Student Council

Roma

Commerce Roma

Roma Tourism Association

Manandanji Indigenous Group

The Garvie Group

Roma Mothers Coffee Club

Surat

Surat Lions Club

Voice of Warroo

Surat Aboriginal Corporation

Surat & District Development Association

Cobb & Co Museum Committee

Wallumbilla

Wallumbilla Town Improvement Group

Wallumbilla / Surat Red Bulls

Wallumbilla Heritage Association

Wallumbilla State School P & C Association

Yuleba

Yuleba Development Group

Maranoa Health Enhancement (Yuleba)

Bendemere Pony Club

General project feedback was sought from residents of the Maranoa Region

Risk Assessment (Legal, Financial, Political etc.):

Legal: Failure to address identified traffic and pedestrian safety issues may have legal implications for Council.

Political:

§ Potential community dissatisfaction if Council fails to endorse concept plans due to significant community input into the development of the plans.

§ Potential community division regarding several placemaking concept plan elements.

Policy Implications:

Nil

Financial Resource Implications:

Estimated total project costing $6.266 million with potential funding sources:

§ Maranoa Regional Council

§ State & Federal Governments (various funding programs)

§ Corporate funding/sponsorship

§ Community

Link to Corporate Plan:

Corporate Plan 2009-2013 — 8.4.3(a) To develop community capacity and encourage community engagement so as to address identified needs and opportunities to enhance the quality of life and wellbeing for residents of our region

Supporting Documentation:

1	Placemaking Concept Plans - Injune (Enclosure)	D11/33485
2	Placemaking Concept Plans - Mitchell (Enclosure)	D11/33484
3	Placemaking Concept Plans - Other Communities (Enclosure)	D11/33483
4	Placemaking Concept Plans - Roma (Enclosure)	D11/33480
5 View	Placemaking Concept Plans - Surat	D11/36225
6	Placemaking Concept Plans - Wallumbilla (Enclosure)	D11/33478
7	Placemaking Concept Plans - Yuleba (Enclosure)	D11/33476
8	Placemaking Concept Plans - Amby (Enclosure)	D11/36005

Report authorised by:

Tony Klein, Director of Community Services

Maranoa Regional Council

General Meeting - 14 December 2011

Officer Report

Meeting: General 14 December 2011	Date: 4 December 2011
Item Number: 15.3	File Number: D11/35853

Subject Heading: Outback, Gulf & Western Downs Tourism Opportunity Plan

Classification: Open Access

Name of Applicant: Tourism Queensland

Location:

Author & Officer’s Title: Edward Sims, Manager Organisational Performance

Executive Summary:

Tourism Queensland has developed the draft Outback, Gulf & Western Downs Tourism Opportunity Plan and seeks Council’s feedback on the plan before its finalisation.

Officer’s Recommendation:

That Council provides feedback to Tourism Queensland to seek amendment of the draft Outback, Gulf & Western Downs Tourism Opportunity Plan in accordance with:

I. Inclusion of the Great Artesian Spa as a Catalyst Project or at a minimum included in the document as a Precinct Project.

II. Recognition of Mt Moffat (in the Maranoa Regional Council area) as part of the Carnarvon National Park and tourism opportunities for this portion of the National Park included in the Precinct Projects section of the Plan.

III. Inclusion of the Surat Cobb & Co. Changing Station as a Precinct Project in the Plan.

IV. Removal of ‘Mitchell’ in commentary on page 2 of the Plan referring to South West Outback.

V. Removal of reference to the ‘River’ adjacent the Romavilla Winery on page 33 of the Plan.

VI. Inclusion of a disclaimer for Council assets identified in the Plan as it relates to Council’s financial responsibility to implement elements of the Plan.

VII. Inclusion of relevant tourism/visitor related projects not currently cited in the Precinct Projects section of the Plan that have been previously identified in key Council planning documents such as:

o Maranoa Community Plan

o Local Community Plans (x6)

o Regional Visitor Strategy

o Regional Sport & Recreation Strategy

o Regional Trails Strategy

o Regional Placemaking Plans

Body of Report:

Tourism Queensland has developed the draft Outback, Gulf & Western Downs Tourism Opportunity Plan (TOP) and seeks Council’s feedback on the plan by 13 January 2011. The TOP has been over a year in the making involving desk top research and consultation with local government, community and tourism industry stakeholders.

The purpose of the TOP is to provide direction for the ongoing sustainable development of tourism in the Outback, Gulf & Western Downs through the identification of new and upgraded tourism products and programs that build on the competitive advantages of the region and meets the needs of current and future visitor expectations.

The TOP recommends 22 destination specific Catalyst Projects and 14 Region-wide projects which are considered the standout opportunities that will drive ongoing tourism growth across the region. In addition, the TOP profiles a suite of projects for each precinct and local government area across the region which underpin the marquee Catalyst and Region-wide projects.

This plan is not a statutory document and does not impose an agenda on Council to follow nor is it meant to hold Council to be accountable. Moreover it is intended to be a guide and assistance to obtain investment in projects if they become priorities.

Maranoa Projects included in TOP.

The TOP identifies three 3 categories of projects to achieve the vision of “a world class destination”:

1. Catalyst projects are key infrastructure projects that each sub-region has identified and included for the Maranoa is:

a. Big Rig re-development.

2. Region wide projects are projects that may have relevance across the entire state but according to out tourism strategy, may or may not have a relevance to the Maranoa e.g.

a. coordinated events strategy

b. integrated camping and caravan park strategy

c. Paddock to plate project

3. Precinct projects are projects that each sub-region has named as important to its tourism market development and included for the Maranoa are:

a. Romavilla Winery promotion

b. energy sector VFR packages

c. conference packages

d. regional drive trails

e. sale yard tours

f. indigenous interpretive tours

Proposed amendments to TOP

It is recognised that the TOP will guide State planning and funding opportunities for tourism projects for the next 5 years. Accordingly it is important that all tourism projects irrespective of priority be included in the document.

Accordingly it is proposed to propose the following amendments in Council’s response to the draft TOP.

I. The Great Artesian Spa be included as a Catalyst Project or at a minimum included in the document as a Precinct Project.

III. Inclusion of the Surat Cobb & Co. Changing Station as a Precinct Project in the Plan.

IV. Removal of ‘Mitchell’ in commentary on page 2 of the Plan referring to South West Outback.

V. Removal of reference to the ‘River’ adjacent the Romavilla Winery on page 33 of the Plan.

VI. Inclusion of a disclaimer for Council assets identified in the Plan as it relates to Council’s financial responsibility to implement elements of the Plan.

o Maranoa Community Plan

o Local Community Plans (x6)

o Regional Visitor Strategy

o Regional Sport & Recreation Strategy

o Regional Trails Strategy

o Regional Placemaking Plans

At a Council workshop conducted on 30 November 2011, the draft TOP was presented and discussed, and the recommendations of this report reflect those discussions and guidance from Council.

Consultation (internal/external):

· Councillors (workshop 30 November 2011)

· Robert Hayward, Director Planning & Environment

· Tony Klein, Director Community Services

Risk Assessment (Legal, Financial, Political etc.):

Addressed proposed amendment six (VI) of this report - Inclusion of a disclaimer for Council assets identified in the Plan as it relates to Council’s financial responsibility to implement elements of the Plan.

Policy Implications:

Nil

Financial Resource Implications:

Undetermined and addressed through annual budget considerations and funding sourced.

Link to Corporate Plan:

Corporate Plan 2009-2013 — 8.4.2(a) To identify and implement actions that facilitates the development of the regional tourism industry.

Supporting Documentation:

1 View

Outback Gulf and Western Downs Tourism Opportunity Plan Draft for consultation

D11/35852

Report authorised by:

Robert Hayward, Director Planning & Environment

Maranoa Regional Council

General Meeting - 14 December 2011

Officer Report

Meeting: General 14 December 2011	Date: 9 December 2011
Item Number: 15.5	File Number: D11/36917

Subject Heading: Tender for the Management of the Mitchell Spa and Tender for the Recontruction of the Mitchell Spa or Construction of a New Spa

Classification: Open Access

Name of Applicant:

Location: Cambridge Street, Mitchell

Author & Officer’s Title: Matthew McGoldrick, Director of Corporate Services

Executive Summary:

The Mitchell Spa Management Agreement with Alan Male ends on the 22^nd January 2012. The agreement has been in place for two years. The Mitchell Spa Management Agreement will be Tendered in January 2012, the current arrangement will be extended on a month by month basis until a decision can be made about the successful Tenderer.

The Tender for the works at the Mitchell Spa will be let at the same time.

The intention is to request Tenders for the construction works to provide Tenders to enable Council to assess the options of as is where is or construction of a new Spa in the grounds of the new swimming pool.

Officer’s Recommendation:

That Council Tender for the Management of the Mitchell Spa and associated facilities in two parts and Council also Tender for the replacement or refurbishment of the Existing Spa and that tenders be assessed together to achieve the best long term result for Council.

Body of Report:

Management Contract

The Management Agreement of the Mitchell Spa ceases on the 22^nd January 2012. The Agreement is to provide for the good management of the Centre and ensure that the facility is maintained and managed to the highest possible standard and to ensure the continued access for the residents of Mitchell to high quality swimming facilities. The Contractor has the sole right during the Term of the Agreement to conduct the business of the Centre. The Centre means the Mitchell Memorial Swimming Pool and Great Artesian Spa complex located on the Land and including the fixtures, fittings, swimming pools, amenities, visitor information centre, merchandise outlet, Healthbyte Internet Café, Booringa Fun and Fitness, pool canteen and the Mitchell Shire Hall.

Council is responsible for the following:

(i) The Electricity Costs for the Centre;

(ii) All telephone charges necessary for the efficient running of the swimming

pool provided however the Contractor shall keep a record of all telephone

calls made and be responsible for payment of telephone calls of a private

nature;

(iii) The maintenance of all buildings and plant within the Centre;

(iv) The supply of all chemicals and cleaning materials required for efficient

operation of the Swimming Pool, Spa and buildings;

(v) The provision of lawn mowers and other gardening equipment to the

Contractor to use for the maintenance of the Centre;

(vi) All water, sewerage and refuse charges for the Swimming Pool, Spa and

buildings;

(vii) All general insurance for the improvements, plant, equipment and chattels

owned by the Council within the Centre;

(viii) The provision of all health and hygiene consumable items for the centre

with exception of the merchandise outlet and café.

(ix) Securing and paying fees associated with an annual Australasian

Performing Rights Association (APRA) licence for public performance,

broadcast or communication of music.

In addition to these responsibilities Council pays the Contractor $199,865.60 per annum and the contractor also retains all sales income and admission fees.

Council will be Tendering this contract in the new year. It is intended to request Tenders to submit a Tender based on providing the same services in the same locations or Tender based on splitting the contract in two on the basis that over the long term savings could be made by combining the Spa in the grounds of the swimming pool.

Refurbishment/Construction

Council have set aside $180,000 in the Budget based on the price to refurbish the Spa in the current location. Council have also been successful in receiving a Grant $110,000 from the Commonwealth Department of Resources, Energy and Tourism. At this stage the total Budgeted expenditure allowable for the Spa is $290,000. This additional funding will allow Council to consider construction of a new Hot Water Spa in the grounds of the swimming pool which had been the intention with the overall site master plan. Pipes, filtration equipment, electrical and a heater were all catered for the spa when the new swimming pool was constructed. However, only rough prices have been obtained for a new Spa and to safeguard against the possibility of price escalation Council will advertise tenders in two parts (1) refurbish and upgrade the existing Spa and (2) construct a new Spa in the grounds of the swimming pool.

If the option of including the Spa in the grounds of the swimming pool is within the current Budget then consideration needs to be given to the how the management contract/s for the management of the pool facilities and the gym, hall and cafe are structured. There may be cost savings in a reduction in the amount of pool supervision requirements*. The advice to date has been that the savings to Council are significant. It is intended to assess the management contract and the construction contract in a way that achieves the best long term result for Council. Tenderers will be advised of this whether the proponent is tendering for the management contract or the construction contract.

*Management Fee (indicative)

The projected management fee for the Roma Pool for 48 weeks of the year will be approximately $57,500 per annum. While the attendance at the Roma would in all likelihood be higher and thus assist in keeping the management fee down this may be an appropriate benchmark to use for the management of the Mitchell facility if the Spa and Pool were in one facility.

Consultation (internal/external):

Paul Bawden Chief Executive Officer, Tony Klien Director Community Services

External consultation with contractors to obtain refurbishment prices

Risk Assessment (Legal, Financial, Political etc.):

To reduce the long term risk of refurbishing the Spa only for it to fail again and cost Council more to refurbish, the option of constructing a new Spa with different materials needs to be considered. Management and supervision fees may also be reduced if a new pool is constructed.

Policy Implications:

Mil

Financial Resource Implications:

Budget for the Project is $290,000. The Management Fee Budget is currently $200k pa.

Link to Corporate Plan:

Corporate Plan 2009-2013 — 8.2.4(a) To maintain and present Council’s community facilities in a manner appropriate to the standard expected by users for each respective facility within budgetary constraints whilst considering organisational sustainability.

Supporting Documentation:

1 View

Mitchell Pool & Spa Management Agreement Alan Male and Associates

D10/16526

Report authorised by:

Paul Bawden, Chief Executive Officer