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ACT
Government
Transport Canberra
and City Services
Project Brief
7 September 2017
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Table of Contents
Attachment 1: Project Brief ..........................................................................................................1
Table of Contents..........................................................................................................................2
2 Overview.....................................................................................................................................4
3 Area of Investigation..................................................................................................................4
4 Scope of Works..........................................................................................................................4
10 Schedule................................................................................................................................. 13
11 Consultation ........................................................................................................................... 14
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13 Communication...................................................................................................................... 15
5 TCCS Finance........................................................................................................................... 17
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2 Overview
The Phase One: Regional Social, Economic and Transporation Analysis consultancy will
assist the ACT Government project team in better understanding the regions key social
and economic drivers, together with regions tranportation productivity requirements.
3 Area of Investigation
The Phase One: Regional Social, Economic and Transportation Analysis (Phase One) is
multidisciplinary consultancy focussing on economics and transport infrastructure for the
ACT/NSW region. As such the area of works for this consultancy is to cover the following
geographic areas:
o Australian Capital Territory (ACT)
o New South Wales (NSW) Local Authorities
Goulbourn
Palerang
Yass Valley
Cooma Monaro
4 Scope of Works
Consultancy Title: Regional Social, Economic and Transportation Analysis
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2. Pallerang
3. Cooma Monaro
4. Goulburn
a. Working Group will work with the consultant team in collecting
the relevant NSW TAZ data from RMS and NSW local
authorities.
b. In the interest of supporting the consultant team validate 2017 actual traffic
numbers for input into the 2011 CSTM base traffic mode and future AIMSUN
microsimulation modelling, the ACT Government has nominated a traffic data
collection budget (in addition to this consultancy budget) of up to a maximum of
$80,000 (GST exclusive) for collecting live traffic count data on key roads on the
ACT network.
i. The data collection methodology will be developed in consultation with the
consultant team and the Working Group. Please do not provide insight into
the traffic data collection scope as part of this submission.
ii. SCATS traffic count data will also be provided to the consultancy team
following contract award.
c. Its important to note, that while the focus of the infrastructure investment priorities is
regional, the domestic transportation requirement for the ACT are extremely
important as the ACT often serves as the final transport destination for the region.
d. The ACT domestic component of the transportation analysis should factor in, other
transportation modes including public transport, walking and cycling.
e. Where possible the traffic modelling should factor in Intelligent Transportation
System (ITS) which focus on traffic and incident management.
c) Outputs and timeframes
a. Work with Working Group on an as needs basis to build the model in TRANSCAD
format
b. Present draft TRANSCAD model to Working Group within 90 business days of
contract award
c. Submit a technical note summarising TRANSCAD model 2018 and 2031 scenarios
within 100 business days of contract award
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http://investment.infrastructure.gov.au/whatis/valuecapture.aspx
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a) Consultancy team to have close and continued liaison with the Working Group in making
sure the consultancy outcomes are controlled and progressing as planned
b) Consultancy team manager to have appropriate level of interaction with PCG and Steering
Group to ensure high level direction is maintained.
c) Process of developing the transport infrastructure investment prioritisation program needs
to be carefully managed to ensure consensus of investment recommendations, which will
form scope for subsequent phase design consultancies.
7 Reference Documents
Canberra Strategic Transportation Model (CSTM)
Australian Government Value Capture Discussion Paper
Transport for Canberra Plan
Other reference documents will be provided to the consultant team as part of the Part two
Literature Review process.
8 Project Governance
The program will be managed by the following governance structure
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The Contract Manager is contracted to deliver the defined project outputs. They are responsible for
organising the project into one or more sub-projects, managing the day-to-day aspects of the
project, developing the Project Execution Plan(s), resolving planning and implementation issues,
and monitoring progress (schedule) and budget. The Contract Manager will:
Manage and monitor project activity through detailed plans and schedules;
Report at regular intervals against forecast schedule milestones and budget;
Maintain a close working relationship with the Procurement Directorate to ensure the
contract and its management are meeting the overall project expectations, especially in the
areas of Schedule and Budget;
Approve all variations to the contract or Statement of Requirements in a formal manner,
ensuring the Asset Manager or Owner is involved in the process; and
Manage (client/provider/stakeholder) expectations through formal specification and
agreement of goals, objectives, scope, outputs, resources required, budget, schedule,
project structure, roles and responsibilities.
TCCS Project Manager (Chris Hocking) and Patrick Hancock will work collaboratively in managing
the contract.
9 Quality Assurance
The following will assist with quality assurance:
Consultant team to submit Project Quality Plan (PQP) within 14 days of scope verification
meeting
Competitive procurement of consultant team will ensure high quality consultancy contract
PCG Subject Matter Experts will be actively involved in reviewing all consultancy outputs
Steering Group will be actively involved in development of infrastructure investment
prioritisation criteria and investment selection decision making
10 Schedule
Table 1 : Program Schedule*
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11 Consultation
Key phase one consultancy stakeholders include:
ACT Government
o TCCS
Ministers Office
Executive
Capital Works
Roads ACT
Finance
o CMTED
Ministers Office
Treasury
IFCW
Australian Government
NSW Government
The TCCS Capital Works Project Manger is Chris Hocking who can be contacted on 6205
9676 or by email at chris.hocking@act.gov.au
The Project Manager shall be kept informed regularly during all phases of the project on
any risks or issues which will impact on any aspect of the project. Any enquiries related to
the project should be directed to the nominated Project Manager.
The TCCS Project Manager is to be invited to all project meetings.
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The Procurement Contract manager, Patrick Hancock shall provide the TCCS Project
Manager with a written, monthly/weekly report on the physical and financial progress of the
project against the agreed schedule or program. These reports should also provide details
of any new risks or issues that have been identified by the consultant, contractor or
contracts manager within the procurement directorate.
Project Manager will accept more frequent progress reports if the Consultant provides more
frequent reports to Infrastructure Finance and Capital Works.
Client review meetings will cover as a minimum Schedule, Budget, and Risks.
Infrastructure Finance and Capital Works shall provide the Project Manager with a
milestone schedule and cash flow prediction at the earliest opportunity after acceptance of
the brief. The milestone schedule will be used to measure progress of deliverables against
expected dates. Billing will be based on earned value being the value of the work
completed at the time of reporting.
Invoices provided to the Project Manager will be accompanied with evidence showing
justification for the amount being invoiced. This data will also provide the basis of the
project review meetings.
13 Communication
The TCCS Project Manager will be responsible for providing responses to all ministerials,
correspondence and requests that are directly related to the project.
Infrastructure Finance and Capital Works shall provide TCCS Project Manager with
assistance and obtain the most relevant and reliable information when requested.
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The Director also lends support, by advocacy, at senior levels and ensures that the necessary
resources (both financial and human) are available to the project. The Acting Director is ultimately
responsible for ensuring that project outcomes are secured.
The Director is
Section Manager leads project managers in the effective and successful delivery and completion of
projects. Ensuring projects are delivered in accordance with ACT Govt. legislation, policies, value
for money, procurement requirements, TCCS standard systems and record keeping.
They are responsible for managing the day-to-day aspects of the project, resolving planning and
implementation issues, and monitoring progress and budget.
objectives, scope, outputs, resources required, budget, schedule, project structure, roles
and responsibilities; and
Manage the projects financial elements budget tracking in TM1
Prepare Project Brief from the Project Brief in consultation with Project Manager
5 TCCS Finance
The TCCS Finance is responsible for:
Providing guidance and assistance with project costing and financial reporting to Project
Managers;
Reviewing the Project Plan and any project variation requests for completeness and
accuracy of financial information;
Ensuring the approve project budget figures are entered in financial management systems;
Accounting for the costs of the project;
Monitoring the project actual costs against the budget;
Monitoring availability of approved funds and warning the Project Manager of potential
overruns;
Reconciling the FMIS GL-WIP account against Monthly Project Status Reports prepared by
the Project Manager
Capitalising assets in accordance with capitalisation procedures; and
Reviewing the Project Closure Report to confirm final actual expenditure of the project.
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