feasibility plan

FEASIBILITY PLAN SHIRE OF SERPENTINE JARRAHDALE

Needs Analysis Report APP Corporation Pty Limited

9 December 2020

6.1.2 - attachment 1

Special Council Meeting - 29 March 2021

13099 – SSJ FEASIBILITY PLAN NEEDS ANALYSIS REPORT (REV2)| 2

Amendment, Distribution & Authorisation Record Amendment Record

Revision Description / Details Date 0 First Issue 27/11/20 1 i) Minor amendments to text

2/12/20 ii) Addition of Community Services store room to space budget

2 i) Functional Relationship diagram amended. ii) Reference to Mundijong Structure Plan Governance

Precinct in Section 5.2 9/12/20

Distribution

This Report Is Prepared For Distribution to:

Copy No Name / Location Position Organisation 1 Steven Harding Director Infrastructure Services Shire of Serpentine Jarrahdale 2 3 4 5 6 7 8

Authorisation Record

Authorised for Distribution by Project Director

Steve Egger 9/12/20 Name Signature Date

This report has been prepared by APP Corporation Pty Ltd and its subconsultants, Zuideveld Marchant Hur and Rider Levett Bucknall.




Document Limitations and Disclaimers This document has been prepared for the exclusive use of the Shire of Serpentine Jarrahdale (SSJ), and is subject to the limitations and disclaimers herein and also the services agreement between APP Corporation Pty Limited (APP) and SSJ. APP gives no warranty to third parties as to the documents accuracy, reasonableness, currency, reliability or completeness and such third parties must rely on their own enquiries. SSJ agrees not to provide this report to third parties without the written consent of APP, which consent may be qualified.

The purpose of this document is to identify the spatial needs of SSJ in regard to accommodating the administration function of the Shire. While all reasonable endeavours have been made to identify the needs of SSJ there may be additional information related to potential options, additional needs and risks that are not specifically outlined in this document.

This report completes the first phase of a three-step process to prepare a Feasibility Plan for the SSJ. APP must be notified of any gaps identified by the SSJ in reviewing this report within a week of receipt, as the content will be utilised and form the foundation for subsequent stages.

The work summarised within this report has been made in accordance with the briefing provided by SSJ and subsequent meetings held during October and November 2020. As work progresses through subsequent stages the conclusions and recommendations made within this report is subject to change.

To the maximum extent permitted by law or by its agreement with SSJ, APP disclaims any and all liability for any loss or damage (whether foreseeable, consequential or not) suffered by SSJ and any third party acting on or refraining from acting because of, based on or relating to any information contained in this document, any errors or omissions in the report or for any written or oral communications transmitted to a third party in the course of its evaluation of the document, whether the loss or damage arises in connection with any negligence, default, lack of care, misrepresentation or otherwise and whether it arises in tort, contract, under statute or equity.




Contents 1. Introduction 6

2. Background and Context 7

2.1 Current Facilities and Status 7

2.2 Population Growth 8

2.3 Benchmark FTE in selected LGAs 9

2.4 Benchmark Depot Sizes in selected LGAs 12

3. Project Objectives 13

3.1 Flexibility 13

3.2 Connectivity 13

3.3 Productivity 14

3.4 Sustainability 14

3.5 Employer of Choice 14

4. Functional Requirements 15

4.1 Overview 15

4.2 Space Budget – Administration Building Short-Term 16

4.3 Space Budget – Administration Building Long Term 18

4.4 Space Budget – Depot 19

5. Potential Options – Administration Building 20

5.1 Short-Term Options 20

5.2 Long-Term Options 29

6. Potential Options – Depot 32

6.1 Depot Options 32

7. Option Assessment Criteria 37

8. Risk Assessment 38

9. Next Steps 39




Appendices 40

Appendix A. Photographs of Existing Facility 41

Appendix B. Multi-Criteria Analysis Matrix 45

Appendix C. Risk Register 46




1. Introduction This Needs Analysis report has been prepared for the Shire of Serpentine Jarrahdale (SSJ) to determine the spatial needs of the administration and maintenance (depot) function of the SSJ both in the short-term and long-term.

This report forms the first milestone in determining the feasibility in catering for the future administrative requirements of the SSJ. The process of determining this feasibility is summarised in Figure 1 below.

Figure `1 Feasibility Plan Process

It is important to note that this phase does not consider design of the administration building beyond the high level test fit diagrams contained within. Conceptual design of spaces including functional relationships will be undertaken in future phases.

1Needs Analysis

2Discussion Paper

3Feasibility Plan

• Council Needs and Objectives • User Requirements • Opportunities & Constraints • Identify Options • Establish Assessment Framework

• Develop Options • Analyse and Cost Options • Assess Options • Agree Preferred Option

• Develop Preferred Concept • Cost & Assess Preferred Concept • Implementation Strategy • Consultation Strategy • Feasibility Plan




2. Background and Context In October 2020 the SSJ began the investigation to develop a feasibility plan to redevelop or relocate the administration and maintenance facilities.

Due to population growth within the Shire over the past decade and expected growth over the next 30 years, the number of council administration employees are expected to grow significantly.

It is on this basis that the council has identified the opportunity to construct a new purpose-built facility to accommodate its current staff, encourage staff retention and recruitment, in order to support the growing community.

2.1 Current Facilities and Status

The current administration buildings were constructed between 1949 and 1972, with additional temporary facilities added in 2013. At present the density of SSJ employees per m2 is approximately 1 employee/9 m2, which is well below the industry benchmark ratio of 1 employee/12.5 m2 for an open plan office. In addition to the density issue, the building is not designed in a way that is conducive to collaboration nor modern ways of activity based or flexible working. Additional transportable offices have been added to the rear of the building to accommodate the expanding number of employees. These transportable offices do not provide a suitable workplace both from an amenity and integration perspective. Amenities and shared spaces such as meetings rooms are also well below what is expected in a current workplace and indeed what is being offer by competing employers. Additional amenities such as end of trip facilities, first aid rooms and prayer rooms are not provided to the staff.

SSJ staff have identified office accommodation as the highest priority in a recent staff survey undertaken and are keen to see improvements made within the short-term and ultimately in a long-term permanent solution. In terms of staff retention and being acknowledged as an “Employer of Choice”, the current facilities are considerably inadequate and immediate action must be taken.

Furthermore, the existing Council Chambers, do not reflect the importance of Public Council meetings and makes for both a poor meeting environment and poor public perception. The temporary nature of the Chambers fit-out also adds to the poor perception the public have when attending meetings.

The administration and customer service facilities that are required to engage with the public on a day to day basis are also extremely inefficient and are not conductive to a positive customer experience. Meeting rooms are disjointed from reception and are in short supply. Given the importance of customer experience, the interface between the officers of SSJ and the public must be considered a high priority in future development plans.

Overall the current workplace is extremely overcrowded by contemporary standards and generally unsuitable for engendering a healthy, flexible, collaborative and effective workplace that provides positive customer experience. The building is near the end of its life, is likely to be non-compliant in regard to a number of Australian design codes and building services failures, which will require significant expenditure in regard to ongoing maintenance.

Refer to Appendix A for photographs of current administration facility.




2.2 Population Growth

The SSJ has consistently been one of the fastest growing LGA’s in Australia over a number of years when measured in terms of percentage (%) population growth per annum. To provide some context around the population projections the graph below in Figure 2 shows the population projections using 2016 as the base year through to 2031 for a selected number of LGAs. The “Band C” referred to in the graph represents the mid-level population forecasts as determined by the Western Australian Planning Commission.

The projections indicate that the population will continue to grow at a substantial rate. Given that Local Governments generally provide similar services to their ratepayers, population is a good indicator in planning for the future needs of the administration and maintenance function.

Figure 2 Mid-Level Population Forecasts – Selected LGAs

Source: Western Australia Tomorrow – Population Report 11, Western Australian Planning Commission, March 2019

0

50 000

100 000

150 000

200 000

250 000

300 000

350 000

400 000

2016 - Band C

2021 - Band C

2026 - Band C

2031 - Band C




Figure 3 Population Forecast – Shire of Serpentine Jarrahdale

Year Forecast Population of SSJ

20191 32,711 (actual)

20212 39,810

20262 53,200

20312 62,920

20503 113,058

1. Source: Annual Report 2018-19, Shire of Serpentine Jarrahdale, 2019 2. Source: Western Australia Tomorrow – Population Report 11, Western Australian Planning Commission, March 2019 –

based on Band C medium growth projection. 3. Source: SSJ 2050, Shire of Serpentine Jarrahdale, November 2016

2.3 Benchmark FTE in selected LGAs

In 2019 the SSJ employed 5.4 FTEs/1,000 which generally equated to the average of surveyed LGA’s included in a PwC report “The Australasian Local Government Performance Excellence Program FY19” of 5.2 FTE.

To provide context to the number of full-time equivalent employees (FTE) per population of other Local Government Authorities refer to Figure 4 below. There are factors other than population which can influence LGA resourcing including land development maturity, services provided, sharing of services, etc. The measure therefore is seen as indicative only to support assumptions made in regard to required space projections.




Figure 4 FTE Employees – Selected LGAs 2019

LGA Population FTE FTE/1,000

Armadale 91,700 428 4.67

Belmont 41,510 232 5.58

Cambridge 28,426 197 6.90

Cockburn 111,787 511 4.57

Gosnells 123,325 445 3.60

Joondalup 160,031 632 3.94

Kalamunda 59,500 248 4.17

Murray 18,667 139 7.45

Serpentine Jarrahdale 32,711 178 5.44

Swan 149,195 697 4.67

Vincent 36,088 282 7.81

Wanneroo 203,679 757 3.72

Source: Annual Reports 2018-19, for each LGA, 2019

As the population grows, efficiencies in employee numbers are gained and therefore FTE Employees per 1000 population decreases.

From the benchmarking data, assumptions can be made in terms of projected FTE’s the SSJ may employ as the population grows.




Figure 5 FTE Employees per 1,000 population & Population

Source: Annual Reports 2018-19, for each LGA, 2019

Based on the trend line in the graph above, FTE’s per 1,000 population for SSJ has been extrapolated up to 2050.

Figure 6 Forecast FTE/1000 population for SSJ

Year Forecast Population of SSJ Forecast FTE/1,000 pop

2019 32,711 (actual) 5.4

2021 39,810 5.4

2026 53,200 5.2

2031 62,920 5.0

2050 113,058 4.5

0

1

2

3

4

5

6

7

8

9

0 50,000 100,000 150,000 200,000 250,000

FTE

Empl

oyee

s / 1

000

popu

latio

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LGA Population

SSJ




2.4 Benchmark Depot Sizes in selected LGAs

A desktop search was undertaken on selected LGA’s to determine approximate size of comparable shire depots to determine correlation of depot size against population. This is considered a relatively crude metric as it does not necessarily take into account a number of factors which may influence the results shown. The search can be considered as indicative only as no accurate information was available in terms of tenure and cadastre, adequacy/utilisation of the facility or whether any secondary depots were being utilised.

Figure 7 Indicative Depot Sizes in Selected LGAs

LGA Population Indicative Size of Work Depot (ha)

M2/1,000

Armadale 91,700 4.45 485

Belmont 41,510 2.89 696

Cambridge 28,426 1.01 355

Cockburn 111,787 4.86 434

Gosnells 123,325 3.5 283

Joondalup 160,031 4.3 268

Kalamunda 59,500 1.75 294

Murray 18,667 na na

Serpentine Jarrahdale 32,711 1.01 305

Swan 149,195 5.6 375

Vincent 36,088 1.29 357

Wanneroo 203,679 10.52 515

Source: On-line search of Depots using RP Data. This search is indicative only as accurate tenure information was not available, nor was information relating to any secondary depot locations, other services being provided or adequacy of current facility.

Notes 1. Area includes proposed Whitby Road Closure 2. Area provided is only portion of site currently used. Full area of lot is 15.09 ha.

The above benchmarking indicates a reasonably linear relationship between size of depot and population with the average being around 400m2 of depot site area for every 1,000 of population.




3. Project Objectives The overarching objective of the project is to provide a contemporary workplace for the administration and maintenance functions of the SSJ.

Given that a new purpose built administration building can take several years to plan, design and construct it is important to consider what may be done in the interim to provide a suitable workplace for the staff, while the long-term option is being defined.

The SSJ is seeking the following objectives to be achieved from the future Administration Centre and the Depot.

3.1 Flexibility

Space that accommodates change to work arrangements, service delivery and work culture including but not limited to:

• permanent office space • multiuse spaces • hot desks • flexible work arrangements • meeting rooms that cater to different needs e.g. small/private virtual, mixed in-

house/virtual, in-house small and large numbers • storage space - both personal e.g. lockers and Directorate

3.2 Connectivity

A facility designed with a sense of connection to the community, with space that encourages interaction for optimal customer service and internal collaboration for cross-departmental cohesion including but not limited to:

• welcoming and functional customer service area • customer service that enables virtual connection to residents • community garden / court yard • meeting rooms • informal break out space • collaborative space • large space for workshops (possibly external to the main office) • easily accessible, shared facility with other services) • functional and inviting community/ceremonial space • consideration of Council Chambers’ location in order to meet community requirements and

accessibility. • co-location of teams both within and across Directorates who need to collaborate closely in a

face-to-face nature.




3.3 Productivity

A healthy work environment that promotes optimal service delivery and employee satisfaction including but not limited to:

• quiet space for deep work • the right equipment to work from anywhere chosen • the most effective layout and set up for individual functions • private space for Managers/Directors • amenities that promote a healthy work environment – better basic facilities like toilets and

kitchen, quiet room, first aid room, outdoor dining area, end of trip facilities

3.4 Sustainability

A best practice sustainable building design with minimal environmental footprint and minimised ongoing operational costs, with an ability for future growth including but not limited to:

• zero carbon • energy efficient • local supply • passive design • an internal layout to easily cater for a growing workforce with minimal interruption • a building design and site layout to allow for building expansion, lifecycle costs

3.5 Employer of Choice

A work environment provides a work atmosphere and facilities that attract and retain staff from all walks of life resulting in innovation and dedication to service delivery to the community. Considerations should include but not be limited to:

• child care facilities • fitness facilities • prayer room space • outdoor multi-use seating • landscaping • building aesthetics and layout




4. Functional Requirements 4.1 Overview

To determine the future administration requirements of the SSJ, two key factors have been considered as follows;

1. Building area based on industry standards on a m2 (NLA) per FTE to determine a space budget.

2. Functional relationships

To determine the future depot requirements of the SSJ, two key factors have been considered as follows;

1. Building area based on industry standards on a m2 (NLA) per FTE to determine a space budget.

2. Site Area based upon benchmarking other LGA depots.

The space budget figures are based on Net Lettable Area (NLA) and therefore exclude other elements that would be required in the final building. Items not included in the NLA space budget provided below include;

• Toilets • Plant Rooms • Lifts and Stairwells • End of Trip Facilities • External areas

Until the building is better defined it is difficult to determine the additional area that would be required within the base building. This will be further assessed in subsequent phases of the Feasibility Plan.

Functional relationships have been considered to inform the short-term requirements and important relationships that will need to be maintained should certain administrative functions be separated.

Figure 8 below provides a summary of the functional relationships as discussed with SSJ Officers. Further functional relationship planning will form part of the design process in subsequent stages for both short-term and long-term options.

The functional relationship diagram indicates the spatial connection requirements between various parts of the organisation for planning of adjacencies. The “heavier” the line the more important the spatial connection between the departments.




Figure 8 Functional Relationships of SSJ

4.2 Space Budget – Administration Building Short-Term

The following space budget is considered an appropriate estimate of required space for the short-term. As the requirements will continue to increase with a growing population, it is suggested that short-term is considered to be in the order of 3 years (to say 2023), which is deemed sufficient to plan, design and build the long-term solution.

The short term space budget has been determined based upon current work operating styles, existing office configuration and immediate requirements.




Figure 9 Space Budget – Administration Building Short-term

Administration Area Seats m2 No. Area (m2)

Meeting room seats

Ratio/ workpoint

Workpoints Workstations 3.72 157 584.04 3.7m2 Offices 12 9 108 Executive Office 16 2 32 Reception 1 50 Total Employees 169 Workplace Support Facilities Small meeting room 4 16 7 112 28 1 per 25 Medium meeting room 8 24 3 72 24 1 per 50 Large meeting room 14 45 2 90 28 1 per 75 Very large meeting room 20 60 1 60 20 1 per 200 Quiet room 2 9 8 72 1 per 20 Informal collaboration space 9 3 27 Informal focused space 4 4 16 Training room 60 1 60 Mail room 20 1 20 Furniture store 15 1 15 General store room 20 1 20 Community Services store 30 1 30 IT store room 20 1 20 IT build room 20 1 20 Communication room 25 1 25 Store room 15 1 15 Team storage 0.25 160 40 Utility room 20 3 60 1 per 50 Hot desks 2 8 16 Main staff hub 80 1 80 Small tea points 16 2 32 Prayer room 12 1 12 Parents room 12 1 12 Total NLA ex circulation & fit 1,700 Circulation (20% of NLA) 340 Fit Factor (contingency) 5% of NLA 85 Total NLA m2 2,125 Density 12.57 m2 / person




In addition to the Administration Building a space budget for Council Chambers has also been provided in Figure 10 below. As this space is already larger than currently provided it is expected that this space budget will remain constant as the population grows.

Figure 10 Space Budget – Council Chambers

Chambers No. Area

Council Chamber 1 400

Tea preparation / kitchen 1 30

Servery 1 20

Lobby 1 40

Office 1 15

Store 1 25

Total NLA m2 530

The total requirement over the short-term of NLA for the Administration and Chambers is therefore 2,655 m2.

4.3 Space Budget – Administration Building Long Term

The space budget over the long term has been determined based upon the population growth of SSJ as previously discussed in Section 2.2. and adopting a density of 12.5m2 for each FTE.

Figure 11 below breaks down the FTE numbers between the administration and maintenance functions.

Figure 11 Forecast Staff Numbers (FTE)

Year Population FTE/1000 Administration Depot1 Total FTE

2019 32,711 (actual) 5.4 130 48 178

2021 39,810 5.4 150 64 214

2026 53,200 5.2 190 87 277

2031 62,920 5.0 223 92 315

2050 113,058 4.5 396 112 508

Notes 1. Depot FTE estimates provided by SSJ




Based upon these estimates and utilising a density ratio of 12.5m2 /FTE the following NLA m2 projections have been made through to 2050.

Figure 12 Space Budget - Administration & Chambers

Year Admin FTE Admin Space @12.5/FTE (m2/NLA)

Chambers (m2 NLA)

Total Space (m2 NLA)

2019 130 1,625 530 2,155

2021 150 1,875 530 2,405

2026 190 2,375 530 2,905

2031 223 2,788 530 3,318

2050 396 4,950 530 5,480

4.4 Space Budget – Depot

The space budget for the Depot includes both the office component and sufficient land for associated sheds, workshops, plant and equipment. The density ratio per office-based FTE for office space has been adopted as 14m2/FTE. This is slightly higher than the administration building due to inefficiencies associated with a smaller workforce and the nature of the work undertaken.

The benchmarking of depot site areas in other LGAs indicate that there is already pressure upon the existing SSJ depot, even with the inclusion of the portion of Whitby Road due for closure. This certainly suggests that a long-term solution to the depot site is considered in the immediate future.

Figure 13 Space Budget - Depot

Year Depot FTE Office FTE Depot Office Space NLA m2 @14m/FTE

Total Site Area @400m2/1,000 pop

2019 48 8 112 1.3 ha

2021 64 10 140 1.6 ha

2026 87 12 168 2.1 ha

2031 92 15 210 2.5 ha

2050 112 20 280 4.5 ha




5. Potential Options – Administration Building This section summarises the various short and long-term options that have been identified to be considered for the administration building. The plans shown in this section provide indicative test-fits to determine whether or not an option is physically possible. These fits will be refined in subsequent phases of the Feasibility Plan.

In addition to the options identified herein, a number of other locations were also considered for both short and long-term options, however were subsequently dismissed as viable alternatives following assessment and consultation with Councillors and SSJ officers.

These options which will not be included in the subsequent assessment and discussion paper include;

• Byford Recreation Centre (Short Term) • Byford Commercial Space – Private Commercial Office for Lease (Short Term) • Byford Land Adjacent to Proposed Train Station (Long Term)

5.1 Short-Term Options

A number of short-term options have been identified in Mundijong and Byford to alleviate some of the immediate pressures, issues and challenges, until such time as a suitable long-term option can be established. In assessing the short term options a number of factors may be considered including;

• Length of time the short-term option will need to accommodate needs. This will impact size as the longer the duration the greater the size required for expansion.

• The quality of the short-term space workspace. As the short-term option is an interim measure any capital invested in this option potentially takes away from investment in the long-term option.

• Operational impact. It is clear that to accommodate any of the short-term options, one of the SSJ functions must relocate. This may be;

─ the Library ─ the Council Chambers ─ Part of the Administration

The potential sites identified for relocation (refer to Figures 14 and 15 below) are as follows

• Byford Hall, Byford • Library, Mundijong • Old Primary School, Mundijong • Mundijong Oval Club Room, Mundijong

Option 1 (ST1) Move Library to Byford Hall and Minor Upgrade Current Facility

This option is to move the existing Library located adjacent to the existing Administration Building in Mundijong to the Byford Hall. This would free up space within the existing library to accommodate administration offices. A covered link could be incorporated between the existing library and the administration building.




Minimal upgrades would be undertaken to the existing Administration building to improve the workspace, including decreasing existing density.

Figure 14 Short-Term Option Locations Mundijong

Figure 15 Short Term Option Location Byford

Primary School

Club Rooms

Library

Administration Building

Chambers

Potential Temporary Location

Existing

Byford Hall

Abernethy Road Beenyup Road

Potential Temporary Location




Figure 16 Test Fit – Relocation of Library into Byford Hall

The existing Administration Building may be reconfigured/upgraded in a number of ways depending upon how long this interim measure is to be in place and to what extent SSJ wish to invest in this solution.

Figure 17 considers removal of the transportable accommodation and construction of a new extension, while Figure 18 retains the transportable accommodation.




Figure 17 Test Fit – Reconfiguration of Administration building and Existing Library (Option A)

Figure 18 Test Fit – Reconfiguration of Administration building and Existing Library (Option B)




Option 2 (ST2) Move Chambers to Byford Hall and Minor Upgrade Current Facility

As an alternative to moving the library, the Council Chambers may be relocated to the Byford Hall and additional office space provided where the current Chambers are located.

As with Option ST1 minimal upgrades would be undertaken to the existing Administration building to improve the workspace, including decreasing existing density.

Figure 19 Test Fit – Relocation of Chambers into Byford Hall

The existing Administration Building may be reconfigured/upgraded in a number of ways depending upon how long this interim measure is to be in place and to what extent SSJ wish to invest in this solution.




Figure 20 considers just fitting out the existing Chambers into office space, while Figure 21 indicates further reconfiguration of the existing office accommodation to provide additional space.

Figure 20 Test Fit – Add Offices into Chamber Area in Existing Building (Option A)

Figure 21 Test Fit – Add Offices into Chamber Area in Existing Building (Option B)




Option 3 (ST3) Move Departments to Byford Hall and Minor Upgrade Current Facility

A third option is to move part of the administration into the Byford Hall. Although this would split administrative functions, it would improve the workspace density and leave the library and Chambers in Mundijong.

As with Options ST1 and ST2, minimal upgrades would be undertaken to the existing Administration building to improve the workspace.

Figure 22 Test Fit – Add Offices into Byford Hall




Option 4 (ST4) Move Departments to Mundijong Oval Clubrooms and Minor Upgrade Current Facility

This option is to move part of the administration into the existing Club room on the opposite side of Mundijong Oval. Although this would split administrative functions, it would improve the workspace density and retain walkability between departments.

Again, minimal upgrades would be undertaken to the existing Administration building to improve the workspace.

Figure 23 Test Fit – Add Offices into Mundijong Oval Club Rooms




An alternative to moving the part of the administration into the clubrooms would be to relocate the Chambers. The existing Chamber space would be converted to administration with minimal upgrades to the existing administration building.

Figure 24 Test Fit – Relocate Chambers into Mundijong Oval Club Rooms




Option 5 (ST5) Move Departments to Mundijong Primary School and Minor Upgrade Current Facility

The final short-term option is to move departments across to the Mundijong Primary School. Again, minimal upgrades would be undertaken to the existing Administration building to improve the workspace. No Test fit has been undertaken on this option, however it is expected that approximately 20 workstations could be accommodated in the school building.

5.2 Long-Term Options

A number of options were initially considered as a potential location for the long-term site for the administration building. These locations included those presented below and additionally a site adjacent to the new train station proposed in Byford.

Following initial consultation with officers and Councillors and the plan to distribute the population of the Shire geographically more evenly it was decided to maintain the new facility within the Mundijong location.

This has left three main long-term option as follows;

• Mundijong Oval • Keirnan Park • Existing Location

An important issue for the Mundijong community will be the future arrangement of activity centres within the Mundijong urban cell. The adopted Mundijong District Structure Plan noted the following planning intent for the pattern and distribution of activity centres, and specifically the identification of two district centres providing different (and thus complementary) functions:

The Mundijong District Structure Plan identifies two district centres - Whitby District Centre and Mundijong District Centre. Both District Centres are expected to accommodate a finer grain urban form with a larger focus on medium and high-density housing. The two centres will provide vastly different roles.

The Whitby District Centre will be the primary location for retail activity, commercial, employment, and medium-high density housing. The Whitby District Centre will be located in the northern portion of the Mundijong District Structure Plan on the eastern side of Soldiers Road. It will be the primary retail hub and act as a catalyst for a mix of uses and housing choice servicing an extensive catchment.

The Mundijong District Centre will continue to perform its role as the Shire’s ‘Civic and Governance Precinct’ centred around the existing urban core on Paterson Street. In a retail sense the Mundijong District Centre will also continue its role as a neighbourhood centre. It has been classified as a District Centre due to the range of uses provided and significant role the centre plays in the context of the Shire. In the long-term Mundijong District Centre also has capacity to expand its retail function and become a TOD, however, this is dependent on the outcomes of METRONET.”




Option 1 (LT1) Mundijong Oval

Redevelopment of Mundijong Oval into a Civic Precinct incorporating a new purpose-built Administration building and Chambers with associated co-located civic uses such as library, town hall and square.

Figure 25 LT1 Mundijong Oval Location

Option 2 (LT2) Keirnan Park Recreation Precinct

Incorporating a new purpose built Administration Building and Chambers into the proposed Keirnan Park Recreation Precinct.

Figure 26 LT2 Keirnan Park Recreation Precinct Location

Figure 27 LT2 Keirnan Park Recreation Precinct Preliminary Master Plan

LT2 Keirnan Park Recreation Precinct

LT1 Mundijong Oval




Option 3 (LT2) Expansion and Refurbishment of Existing Administration Building

Expansion and refurbishment of the existing administration building. This option would utilise the structure and general layout of the existing building.

Figure 28 LT3 Existing Building Location

LT3 Existing Building




6. Potential Options – Depot The options in regard to the future of the SSJ Depot are somewhat limited due to current availability of suitable serviced land and the depot’s operational requirements.

6.1 Depot Options

In addition to the existing depot site which may be redeveloped, two other locations have been identified as potential long-term options as depicted in Figure 29 below. These are the Cardup Business Park and the West Mundijong Industrial Area.

Figure 29 Depot Option Locations

DO1 Existing Depot

DO2 Cardup Business Park

DO3 West Mundijong Industrial Area

South West Highw

ay

Kargotich Road




Depot Option 1 (DO1) – Existing Site

The first option is to remain on the existing site, including amalgamating the closure of a portion of Whitby Street into the site. This option is considered a short-term option only as the site is already close to capacity and will not allow for necessary expansion. It is also situated in a residential area and therefore is not considered a compatible land use.

Figure 30 DO1 Existing Depot




Figure 31 below indicates how the site may be configured in the short term until a suitable long-term site can be developed.

Figure 31 DO1 Proposed Depot Reconfiguration




Depot Option 2 (DO2) – Cardup Business Park

Cardup Business Park is a developing area well located between Byford and Mundijong which could support a depot site of the size required for the long term.

The SSJ would need to acquire land in this precinct.

Figure 32 DO2 Cardup Business Park




Depot Option 3 (DO3) – West Mundijong Industrial Area

West Mundijong Industrial Area is another alternative for a dept as a long-term solution.

Although appropriately zoned, the area is not currently serviced and would require lead-in infrastructure to make this option viable.

The SSJ would also need to acquire land in this precinct.

Figure 33 DO3 West Mundijong

Kargotich Road




7. Option Assessment Criteria To evaluate the options identified within this report a multi-criteria assessment matrix has been established.

This assessment tool will evaluate each of the identified options against a number of weighted criteria to determine how well each option responds the criteria.

The criteria have been categorised into the following four groups;

• Workplace Design – to determine how each option can respond and address good contemporary design.

• Location – to determine how appropriate each option each from various locational attributes.

• Financial – to determine the commercial differences between options. • Strategic Objectives – to determine how well each option can respond to the SSJ’s Strategic

Objectives.

Refer to Appendix B for the Multi-Criteria Analysis Matrix.

The assessment will be undertaken as part of Phase 2 of the Feasibility Plan process.




8. Risk Assessment A risk workshop was held with Officers from SSJ on 17th November 2020 to discuss and assess the various risks associated with this project.

The outcome of this workshop was a risk register which will form the base risk management tool for the remainder of the Feasibility Plan phase of the project.

It is anticipated that as the project progresses this register will be updated as required.

Refer to Appendix C for the full Risk Register.




9. Next Steps The next step is to further investigate the options identified within this Needs Analysis report and evaluate them against the assessment criteria. Options will also be costed as a high level to determine the relative commercial merits of each option.

The outcome of the next phase will be a “Discussion Paper” which will provide an overview of the options identified and provide a quantitative and qualitative assessment, with a recommended option. Upon agreement of the recommended option this option will be further developed and form the basis of the Feasibility Plan as part of Phase 3.




Appendices




Appendix A. Photographs of Existing Facility




Appendix B. Multi-Criteria Analysis Matrix



Shire of Serpentine Jarrahdale ‐Feasibility Plan Multi‐Criteria Analysis REV1.2

Criteria Description Weighting Factor

score (10) Adjusted score








Workplace DesignA contemporary workplace that reflects corporate values and contributes to Shire becoming an Employer of Choice

75% 0 0 0 0 0 0 0 0

A "healthy" workplace that contributes to employee wellbeing (i.e access to natural light external views, fresh air)

75% 0 0 0 0 0 0 0 0

An "Iconic" Civic Centre and Chambers that reflect a contemprary Local Government 75% 0 0 0Workplace density that is based on contemporary commercial benchmarks (i.e 12.5m2 per person) 75% 0 0 0 0 0 0 0 0

Adequate and divere range of meeting rooms ‐ including private rooms and public gallery 100% 0 0 0 0 0 0 0 0

End of Trip Facilities (Lockers, change rooms, showers bike racks etc) 50% 0 0 0 0 0 0 0 0Co‐location of teams both within and across Directorates to ehance efficiency and foster collaboration

75% 0 0 0 0 0 0 0 0

Flexible working spaces to cater for different working styles, including working from home, directors preferences and pandemic type contingencies

100% 0 0 0 0 0 0 0 0

A sustainable workplace that aligns with the corporate aspirations 75% 0 0 0 0 0 0 0 0Facility that allows for expansion and contraction over it lifecycle withminimal impact on amenity 100% 0 0 0 0 0 0 0 0

Ability to Integrate latest technology in hygiene, ICT, VC, etc. and to support different types of work and meetings.

75% 0 0 0 0 0 0 0 0

Sub‐Total 0 0 0 0 0 0 0 0LocationProximity to the Community for accessibility by Public 100% 0 0 0 0 0 0 0 0Proximity to public transport (incl future Train Stations) 75% 0 0 0 0 0 0 0 0Availability of Car parking ‐ staff and customers 50% 0 0 0 0 0 0 0 0Location central to Shire (i.e Remain in Mundijong) 100% 0 0 0 0 0 0 0 0Staff Access to amentities, cafes and shops 75% 0 0 0 0 0 0 0 0Civic "heart" to facilitate activation and economic growth of surrounding area 75% 0 0 0 0 0 0 0 0Site can support future growth and expansion 100% 0 0 0 0 0 0 0 0Site suitable to develop facility that represents regional character 50% 0 0 0 0 0 0 0 0Services provisions within the area (power, water, access to mains sewer, internet, fire safety) 75% 0 0 0 0 0 0 0 0

Sub‐Total 0 0 0 0 0 0 0 0FinancialBest value for money in the long term, including lifecycle costs 100% 0 0 0 0 0 0 0 0Ability to generate revenue? (commercial / retail / Function centre) 50% 0 0 0 0 0 0 0 0Ability to attract a development partner 75% 0 0 0Is the model suitable for further growth or contraction (i.e sub‐lease surplus space) 100% 0 0 0 0 0 0 0 0Continuity of administration services with minimal disruption 100% 0 0 0 0Minimise temporary expenditure 75% 0 0 0 0Access to Grant Funding 50% 0 0 0 0 0 0 0 0Sub‐Total 0 0 0 0 0 0 0 0Strategic Objectives (from Council Documents)Retaining and integrating with the natural environment through community gardens and courtyards.

75% 0 0 0 0 0 0 0 0

Maintaining a strong sense of community, relaxed informal rural lifestyle and welcoming values. Particularly within the front of house.

100% 0 0 0 0 0 0 0 0

Restoring and celebrating the local heritage and history. 75% 0 0 0 0 0 0 0 0Highly sustainable workplace through achievement of GreenStar rating. (or similar) 75% 0 0 0 0 0 0 0 0Infrastructure that supports best service delivery at the most cost effective and environmentally sustainable way.

75% 0 0 0 0 0 0 0 0

Fosters innovation (ie connected community hubs, incubators, etc.) 50% 0 0 0 0 0 0 0 0Sub‐Total 0 0 0 0 0 0 0 0

Total 0 0 0 0 0 0 0 0

Notes1 Weighting relates to relative importance placed on the assessment Criteria. The following provides a guide to how weighting is applied. 100% ‐ Very Important [Must have] 75% ‐ Important [Can consider compromise]50% ‐ Desirable [Can live without]25% ‐ Nice to have to [If it can be achieved without significant cost]

2 Scores are allocated from 0 to 10 depending on how well the criteria is able to be achieved by that particular option. As a guide;10 ‐ Is almost certain that this criteria can be achieved or this option responds strongly to the criteria5 ‐ This criteria may be achieved or somewhat responds to the criteria.0 ‐ Almost impossible to achieve this criteria or the option doesn't respond well to the criteria

Option ST5Move Chambers to Mundijong School & Retain Current Facility

Option ST4Move Chambers into Sports Building at Mundijong Oval

Option ST1Move Library to Byford Hall &

Retain Current Facility

Option ST2Move Chambers to Byford Hall

& Retain Current Facility

Option ST3Move Departments to Byford Hall & Retain Current Facility

Option LT1 Option LT3Mundijong Park Purpose

Built FacilityExpand & Refurbish Current

Facility

Option LT2Keirnan Park Integration

with Sport Centre




Appendix C. Risk Register



Client SSJAPP Project Number 13099Date Updated 25/11/2020

RISK ANALYSIS RISK TREATMENTRisk ID Date Raised Category Risk Description/Causes Impact / Consequences Likelihood

RatingConsequenc

e RatingRisk Rating

(will auto populate)

Mitigation Strategy (Controls) and Actions Responsible Action Status Treatment Category

Updates and Notes Risk Open / Closed Post Treatment Likelihood Rating

Post Treatment Consequence Rating

Post Treatment Risk Rating

R-001 17/11/2020 Project - Authorities & Stakeholders

Parts of the community opposes funds being used for new Administration building

Project delays and compromises

Almost certain Major High Investigate ways of reducing the use of rate payers funds. Could also provide facilities within the building that can be used by the community. Bringing community along for the journey, such as, regular announcements. Third party advice to be shared with the public, in order to provide comfort that this is not for luxury but ato create a safe working enviroment. Have open days to show the public the new facilities, showing the public the current unefficiencies. Showing that maintainence costs can be reduced and there fore could be a long term save on public funds.

Consultant/SSJ A Feasibility Open Possible Moderate Moderate


Disagreement by Councillors over preferred Option

Lack of unified support for project

Likely Major High Robust process that can confirm that the required outcome can be achieved. Pros and cons lists to demonstrate the value of the decision. Multiple briefing sessions with the council, bringing them along for the journey to enable them to voice their concerns throughout the process. Align project with the strategic objectives outlined within the Shires Business Plans.

Consultant/SSJ A Feasibility Open Possible Minor Moderate


Employees dislike changes brought about by project

New building could lead to changes in work practices leaving employees disgruntled and may resign

Likely Moderate Moderate Change Management Consultants could be engaged to assist and guide employees into the new work model. Creating different enviroments within the work space to accommodate different teams working requirements. The workplace cannot be "one size fits all". While the fitout for each department cannot be the same, equity between teams amenities and facilities will bond the workforce together. Set up 'come and try' type experiences in the current workspace so that people can get a feel for new set ups/ ways of working.

SSJ/Consultant R Feasibility Open Unlikely Minor Low


Customers experience doesn't meet expectations

Negative feedback from community

Likely Major High Ensure customer experience by engaging with disabilities groups, cultural groups, etc. Reach a balance of character and connection to the surrounding area. Display Shire's identity through built form and materials selections. Creating an icon and up-market feeling without being opulent. Meaningful architecture and design. Incorporate into Communication Strategy. Consider new approaches to customer service experience delivery and behavioural sciences approach to design of the space and customer interactions.

SSJ/Consultant R Design Open Possible Minor Moderate


Community opposes location of new building

It is likely that regardless of location certain members of the community will be against the ultimate location

Likely Moderate Moderate Communicating the Pros and Cons of the options, and clearly demonstating why the option was selected. Use council to gain community support. Alignment with adopted Strategic Plans. Considering asking the community where the location should be, during the consultation on becoming a City.

SSJ R Due Diligence Open Possible Minor Moderate

R-006 17/11/2020 Project - Compliance Planning controls won't allow development of new building

Additional time through rezoning

Unlikely Major Moderate Early engagement and collaboration between all parties. Building must be completely compliant in all aspects.

SSJ/Consultant G Feasibility Open Unlikely Minor Low

R-007 17/11/2020 Project - Design Insufficient space allowed for in new building to cater for growth

Cramped workspaces or poor expansion outcomes

Possible Major Moderate Benchmark projected staffing requirements against Local Governments of a similar size.Untilised space to have an interim function and possibly be a revenue source. Allocate space to grow, undertaking the correct due diligence to forecast future staff requirements. Leasing unused spaces within the building, until it is needed by administration. Community facilities, can be converted in the future if growth requires. * I really think we need to stop relying on this idea of taking community facilities over for our use when we have so few of them and a growing community*

Consultant G Design Open Unlikely Minor Low

R-008 17/11/2020 Project - Feasibility Inadequate servicing infrastructure for development

Upgrades will be required adding to project cost

Possible Major Moderate Engage with authorities and collect appropriate contingencies early.

SSJ/Consultant A Feasibility Open Unlikely Minor Low

RISK IDENTIFICATION RISK EVALUATION MONITORING AND REVIEW

Shire of Serpentine Jarrahdale - Administration Building RISK REGISTER REV 4



Risk ID Date Raised Category Risk Description/Causes Impact / Consequences Likelihood Rating

Consequence Rating

Risk Rating (will auto populate)

Mitigation Strategy (Controls) and Actions Responsible Action Status Treatment Category

Updates and Notes Risk Open / Closed Post Treatment Likelihood Rating

Post Treatment Consequence Rating

Post Treatment Risk Rating

R-009 17/11/2020 Project - Financial Preferred Option exceeds Budget Insufficient funds to undertake project

Likely Major High Undertake early cost assessments and due diligence to determine budget. Allow within budget an appropriate contingency. Understanding infrastructure requirements early on will reduce unforeseen cost impacts. The use of alternative procurement strategies, and benchmarking finishes.

SSJ/Consultant G Feasibility Open Possible Moderate Moderate

R-010 17/11/2020 Project - Operations Segregation of departments leads to poor collaboration

Possible Major Moderate Understand the way the departments function and the collaboration between and within departments. Getting the right technology provisions within the office and meeting spaces. Allowance for privacy for conversations to be held. Ideally all services are co-located. Provide office space design and furniture that encourages and enable collaborate working styles.

Consultant G Feasibility Open Unlikely Minor Low

R-011 17/11/2020 Project - Operations Lack of Staff Parking Disgruntled employees Unlikely Minor Low Early planning and expansion options for parking. Bring staff along for the design and strategy of the parking facilities.

Consultant G Feasibility Open Rare Insignificant Low

R-012 17/11/2020 Project - Scope Administration functions for Shire change in the way they are delivered

Building may be too large or small

Possible Major Moderate Increase space to each person to enable future flexibility. Creating homes for staff that can flex to enable collaboration between staff. Shared space, creating storage for personal possessions, more informal collaboration spaces that can be used as a workpoint. Diversity of workpoint types to empower different working personality types. Workspaces are easy to relocate and restructure in nature to allow for changes to working envionment.

Consultat G Feasibility Open Unlikely Minor Low

R-013 17/11/2020 Project - Scope The way in which staff work changes due to Covid 19

Layout of new building may not cater for new ways of working.

Likely Moderate Moderate Provide flexibility should numbers need to reduce suddenly. Allow for additional square meterage per person. Integrate smart non-touch tech as ab budget can allow to create a hygienic space (i.e. auto doors, touchless tapware, etc)


R-014 17/11/2020 Project - Scope Over estimation of staff increases leading to an oversized building

Overcapitalised development Possible Moderate Moderate Flexibilty to lease out unused space. Benching marking population growth and then adding contingency to ensure correct forcasting.


R-015 17/11/2020 Project - Time Delays in land becoming available for development

Delays to construction Unlikely Moderate Moderate Select location early, most sites are available now or within 3 years.


R-016 17/11/2020 Project - Time Employees believe project is taking too long

Employees become frustrated and leave

Possible Major Moderate Regular internal communication to manage expectations. Determining options cost will determine the timeline of the options.

SSJ A Feasibility Open Possible Minor Moderate


Parts of the council may not see the value of the project or move.

Lack of support for the project that can lead to delays or cancellation of the project.

Possible Catastrophic Significant Pros and cons lists to demonstrate the value of the decision. Multiple briefing sessions with the council, bringing them along for the journey to enable them to voice their concerns throughout the process. See Item R-002.

SSJ/Consultant A Feasibility Open Possible Minor Moderate


The project becomes a polical issue in 2021 election.

Lack of support for community and council. Cancellation of the project.

Unlikely Major Moderate Gaining broad community support early so that it does not become a topic of debate. Add facilities that benefit the community. Create an icon/ identity for the shire through built form.

SSJ/Consultant R Due Diligence Open Unlikely Minor Low

R-019 17/11/2020 Project - Design Connection to the younger generation that will some day become the future workforce is not made.

Dwindling workforce or team that resigns.

Rare Moderate Low Create a connection to the multicultural groups in the community, and cater to different personality types. Putting the civic building around commercial amenities to create spaces and opportunites to socialise after work. Have flexibility in the design so that it can easily adjust to change.

SSJ R Design Open Unlikely Minor Low


Options are too complex to explain, there are too many options to choose from.

People get confused and don’t buy into the project.

Possible Moderate Moderate Tying the project to the strategic objectives of the shire. Reducing the options to a maximum of two.

SSJ/Consultant G Feasibility Open Unlikely Minor Low

R-021 18/11/2020 Project - Construction

Hazmat identified within existing building

Clean-up and remediation add time and cost to project

Possible Major Moderate Undertake Hazmat survey prior to undertaking any works. Make allowances in Cost Plan.

SSJ R Due Diligence Open Unlikely Minor Low

R-022 18/11/2020 Project - Design Any alterations to existing building triggers compliance issues

Bringing building up to code will incur additional costs and delays

Possible Major Moderate Consult with Shire Building inspector to determine triggers and seek to minimise changes accordingly

SSJ/Consultant A Feasibility Open Unlikely Minor Low

R-023 18/11/2020 Project - Operations Disruption to operations during refurbishment

Refurbishment causes disruptions to staff and provision of services

Almost certain Major High Staging and programming works to create minimal impact on operations. This may include temporary decanting into transportables during construction. Provision in Cost Plan for decanting

SSJ R Construction Open Likely Moderate Moderate

R-024R-025R-026R-027R-028




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