ISSN 2652-6050 (online) December 2022 Issue no 26
Cover: Excellence Awards Gala Dinner, Brisbane City Hall, Tuesday 13 October 2022
Welcome Recent IPWEAQ Partners 4
President’s Report 6
New CEO Appointment Industry Leader to 7 Head State’s Public Works Institute
Interim CEO’s Report 8
2023 Events 9
2022 Annual Conference 16
2022 Excellence Awards 30 Commemorative Issue Knowledge Centre – Most Viewed Articles 56
Road Safety Forum Event Overview 58
Supporting Parents to Integrate Back into 60 The Workplace Following a Career Break
Is Gender Relevant to Good Leadership? 63
Bribie Island Breakthrough 66
Enhanced Properties and Performance 68 of Asphalt Mixtures Incorporating Recovered Black from Repurposed Passenger Vehicle Tyres
Proterra Group – Regional Projects 71 Training Conference
Emerald Lifeline Implementation – Water 73 Infrastructure Design Development Through 3D Modelling
Mackay Waterfront – Turning a Great 76 Idea into a Great Place
Round Table on Supply Chain and 78 Other CAPEX/OPEX Issue – Collated Days
Township Network Planning – Shared 82 Use Pathway and Footpaths – Concept Development and Prioritisation
Crystal Cascades Intake Upgrade Project 86
Stakeholder Engagement: What You Need 90 to Know to Improve the Success of Your Infrastructure Project
Ambassador Insights 94 Recollections of the Early Production 95 of the Standard Drawings
What They Taught Still Applies 97
Benefits of Change in the Management 100 of Fleet Services
Next Generation 103
Member Profile 106 Conference Loyalty Program 109
Member Milestones 111 IPWEA-QNT Branch Updates 112 qldwater Updates 118
Global Synthetics is a leading Australian distributor and manufacturer of a wide range of geosynthetic products to service the civil engineering, construction, landscape and building industries in the Australasia and Pacific Regions.
Global Synthetics products incorporate the latest technology and state of the art materials for use in the following applications:
• Pavement Stabilisation
• Ground Improvement
• Soil Reinforcement & Retaining Structures
• Drainage Systems & Hydraulic Works
• Dewatering Systems
• Turf Reinforcement, Erosion and Sediment Control
• Lining Systems for Landfills, Ponds, Dams, etc.
Global Synthetics supplies geosynthetic clay liners; biaxial geogrids for basal and asphalt reinforcement; uniaxial geogrid for slope reinforcement; pipe drainage, sheet drainage and tank detention systems; woven and nonwoven geotextiles; geonets; sediment and erosion control solutions; wick drains; dewatering tubes and more.
“Our qualified engineers and experienced staff are committed to deliver the highest level of quality services and complimentary engineering support to provide cost effective solutions for all your geosynthetic requirements”
Colas Australia is a subsidiary of the International Colas Group, a world leader in the construction and maintenance of transport infrastructure. Colas entered the Australian market in 2008 with the acquisition of SAMI Bitumen Technologies and has since expanded its services by acquiring and developing a network of contracting companies. Today the COLAS Australia Group is a fully integrated bituminous materials supplier and applicator with its own bitumen and quarry resources. The business has consolidated its spray sealing and asphalt contracting operations in Queensland under Colas Queensland and its pavement preservation services under Colas Solutions which also delivers nationwide pavement preservation solutions such as Microsurfacing and Sealcoat.
Over and above our global capability, we are well positioned through our local subsidiaries to provide a wide range of Safer Sustainable Solutions to construct and maintain your flexible pavements through our extensive product range and local contracting services. Our pavement solutions are delivered in the safest manner with the support of a knowledgeable technical team with the latest equipment. Our bituminous product range has been tailored to provide the road asset owner with the appropriate treatment type to maintain your pavements in the most sustainable way during its life cycle. Our products and services range from providing preservation, routine and periodic maintenance treatments, rehabilitation of existing pavements to construction of new pavements.
Celebrating 50 years of continuous operation as an industry peak group is a noteworthy achievement. I am honoured, as President of IPWEAQ, to report on the past year for this edition marking our milestone halfcentury.
My thanks go to Andrew Johnson, Vice-President and IPWEAQ Board members for their ongoing support and contributions.
Foremost in the year’s events have been the recently announced 2022 IPWEAQ Excellence Awards. More than 66 nominations were received for these honours and I extend congratulations to all the projects and people nominated. These awards have grown into a highlight of the year and provide yet another great reason to celebrate our sector.
The winners were:
• Asset Management – Tunnel Conditions Assessment, Transurban Coastal Engineering - Wonder Reef, City of Gold Coast
• Community Road Safety – Safer Paths to School, Brisbane City Council
Environment & Sustainability – Christine Avenue and Varsity Parade Roundabout Carbonmastic Project, City of Gold Coast
• Innovation & Sustainability in Water – Fired Up: Australia’s first biosolids gasification facility, Logan City Council’s
• Innovation – Roads Alliance Research Project: Using Artificial Intelligence for Road Maintenance Management, The Regional Road and Transport Groups of Bowen Basin, Southern Border, South West, Western Downs, Whitsunday and Wide Bay Burnett in Partnership with the TMR Roads and Transport Alliance and SHEPHERD
Road Safety Infrastructure –Toolooa Street Pavement and Footpath Renewal (Short St to Walsh St), Gladstone Regional Council
• Projects under $1 million –Hollinworth Lane (Link Road) Upgrade, Southern Downs Regional Council
• Projects $1 million to $2 million – Tablelands Road Bridge ‘B’ replacement, Noosa Shire Council
• Projects $2 million to $5 million – Minjerribah Panorama Coastal Walk - Stage 1, Redland City Council
• Projects $5 million to $10 million – St George – The Hub, Balonne Shire Council Projects $10 million to $20 million – Mooloolaba Foreshore Stage 1 – Sunshine Coast Council, Sunshine Coast Council Projects over $20 million –Captain Cook Rehabilitation Project, Department of Transport and Main Roads (TMR), Queensland
• Project of the Year – Mooloolaba Foreshore Stage 1 – Sunshine Coast Council, Sunshine Coast Council
• President's Award – Hollinworth Lane (Link Road) Upgrade, Southern Downs Regional Council
• Employer of the Year (Private Sector) – Proterra Group
Employer of the Year (Public Sector) – Western Downs Regional Council
• People Awards
• Emerging Professional of the Year – Elise Pearson, McMurtie Consulting Engineers
Professional of the Year – Chris Mantell, Cardno
Team Member of the Year –Trevor Mitchell, Toowoomba Regional Council
Woman in Engineering –Sharon Fong, City of Gold Coast Engineer of the Year – Shannon Orr, GHD
We move into 2023 with a calendar already full of exciting and inspiring events.
Looking ahead, the up-andcoming President’s Breakfast has been scheduled to be held at Victoria Park on Friday 3rd February.
Meanwhile, ongoing services include the in-demand CPD logbook tool that continues supporting our members with the Track my CPD portal. This is intended to help assist engineers better-manage their compliance and professional development records.
Courses and development programs continue to be offered and delivered across our state, and the 2023 schedule will be included on our website.
The As Designed as Constructed (ADAC) validation tool is in final stages of design and is coming soon. The tool validates XML output from CAD and other systems against any version of
the ADAC XSD schema. This data specification platform enables the efficient capture and storage of civil infrastructure asset data. It is open source and adopted widely by councils and utilities across Australia.
IPWEAQ is engaging with this industry standard for public works infrastructure because of its versatility; it can be adapted
to the processes already in place. It has a broad scope with more detailed asset classes than any other options.
Asset Management – discussions are underway to plan our next event. Please watch the website for further information.
nominates a charity for us to support during their term. Angela Fry has chosen to contribute to the Foundation for Rural Regional Renewal (FRRR).
I am delighted to announce that funds raised at our Annual Conference raised $1,145 for this charity. My thanks to everyone for contributions and support with this.
Queensland’s public works engineering sector has a new industry leader with the appointment this month of Brett Wright.
The highly experienced administrator assumes the role of Chief Executive Officer of the Institute of Public Works Engineering Australasia, Queensland and Northern Territory (IPWEA-QNT) after spending more than 21 years leading state and national peak industry bodies in the heavy vehicle and automotive industries.
His most recent leadership position was as CEO of Heavy Vehicle Industry Australia where he oversaw the transformation of a state association to the peak national body.
A Fellow of the Australasian Society of Association Executives, he has been a former member of the Queensland Government’s Ministerial Freight Council and a member of the National Heavy Vehicle Regulator’s Industry Reference Forum.
He holds qualifications in governance and budgeting and
business planning and is a board director of a children’s charity.
Mr Wright said there were strong linkages between the heavy transport industry and public works engineering.
“There’s connection between the two sectors, especially in the essential services space – by providing vital infrastructure and services to communities and individuals. It’s really quite a noble cause,” he said. “And I was attracted to this position by IPWEA-QNT’s long history in providing excellent service and representation for the public works engineering sector.”
IPWEA-QNT has supported the state’s public works professionals for 50 years by sharing knowledge, building networks and capability and advocating for the sector.
Mr Wright said his leadership would prioritise member engagement and services, professional development and sector representation.
He thanked the interim CEO Scott Greensill, who is remaining with the institute as a consultant to finalise select projects.
“Scott oversaw steady operation of the institute during a time of transition; we thank him for that service,” Mr Wright said.
IPWEAQ President Angela Fry said: “We are very pleased to welcome Brett to the IPWEAQNT team, and we’re confident he’ll provide great leadership and direction into the future.
“I would also like to extend my thanks to the interim CEO Scott Greensill, and all of the IPWEAQNT staff for their hard work and commitment.”
Media only contact: Brett Wright 0419 716 050 Website: www.ipwea-qnt.com
I have been undertaking the role of Interim CEO since late May 2022 while the organisation progresses through a transition period. With the appointment of the new CEO anticipated in the near future, I would like to provide you with some of my views and perspectives on IPWEAQ and how it could progress and evolve.
As a member-based organisation, the focus must be always on the delivery of services to meet the needs of the members. Keeping abreast with industry changes and the delivery of training and other programs is therefore critical to achieving this outcome. Continual evaluation and consideration of member feedback becomes a primary driver for the services that are delivered. IPWEAQ needs to improve in this area and, as such, members should expect to be consulted more to ensure deliverables are both relevant and in line with today’s expectations.
As a relatively small organisation and company, IPWEAQ also needs to carefully manage the limited resources that it has available. Improved internal processes, governance and accountability all work to achieve a more efficient and effective organisation that is not only reputable but also gives members confidence that their fees and payments are delivering what they want and are being managed responsibly. The Board of IPWEAQ has embarked on a re-set program to improve overall operations. This process will take some time to implement,
but if undertaken correctly will hold IPWEAQ in good stead for the future as a sustainable organisation.
It would be remiss of me not to mention our Annual Conference that was held in Brisbane, 1113 October 2022. In total 462 delegates attended, supported by 10 sponsors and 64 exhibitors. This was an outstanding result, and I would like to thank all who attended for making the conference a success. With several staff changes during the year, many IPWEAQ employees had to work long and hard to ensure the conference not only went ahead, but was a quality event. I specifically would like to mention and acknowledge the efforts of IPWEAQ Events and Marketing Manager, Rebecca Cobon. Rebecca only joined IPWEAQ in late May this year and her efforts in bringing the conference together in such a short time period is not only a credit to her skills, but also highlights her dedication to making the event something for all to remember. We are expecting to announce the venue and location for next year’s conference soon, so watch this space.
It is with sadness that we advise of the recent passing of former IPWEAQ CEO Suzanna BarnesGillard.
Commencing with IPWEAQ in 2001, Suzanna was CEO for 14 years until her retirement in 2015.
She was instrumental in building up IPWEAQ and expanding its operations significantly and, in doing so, elevated the association to a reputable and acknowledged industry peak body.
Long-term IPWEAQ members speak with much warmth and admiration for Suzanna, both as a person and for her achievements.
Our sympathy goes out to her family and friends.
As this will be the last Journal Issue before the end of the year, I would like to extend on behalf of all IPWEAQ employees a Merry Christmas and Happy New Year to all our members and partners … but most importantly, take care and be safe.
The IPWEA-QNT suite of events is designed to offer the Public Works and Engineering community opportunities to engage, network, socialise, upskill, and create pathways for advancement.
Victoria Park, Marquee
309 Herston Road, Herston Qld 4006
Registration opens in January 2023
Date/s:
SEQ Tuesday 7th February
SWQ Thursday 9th February
CQ Monday 20th February
NQ Wednesday 22nd February
NT Thursday 23 February
Time: 5.30pm – 7.00pm Location/s: TBA
Cost
FOC Event - Members and Member Guests
Registration opens in January 2023
Date: Wednesday 1st March – Thursday 2nd March (2 Days) Time: 8.30am – 5.30pm Location: Brisbane
Cost Member: $550
Member Day Only: $400
Member Graduate Package: $630 Member Package: $940 Non-Member: $850 Non-Member Day Only: $600 Social Function Only: $90 Registration opens in January 2023
Date: Tuesday 14th March – Wednesday 15th March (2 Days) Time: 8.30am – 5.30pm Location: Roma
Cost
Member: $550
Member Day Only: $400 Member Graduate Package: $630 Member Package: $940 Non-Member: $850 Non-Member Day Only: $600 Social Function Only: $90 Registration opens in January 2023
Date: Tuesday 14th March – Wednesday 15th March (2 Days) Time: 8.30am – 5.30pm Location: Rockhampton
Cost
Member: $550
Member Day Only: $400
Member Graduate Package: $630 Member Package: $940 Non-Member: $850 Non-Member Day Only: $600 Social Function Only: $90
Registration opens in January 2023
Date: Wednesday 19th April – Thursday 20th April (2 Days)
Time: 8.30am – 5.30pm
Location: Victoria Park, Marquee 309 Herston Road, Herston, Qld 4006
Cost
Member: $600
Member Day Only: $400
Member Package: $990
Graduate Member Package: $880 Non-Member: $900 Non-Member Day Only: $500 Social Function Only: $90 Registration opens in January 2023
Date: Thursday 27th April - Friday 28th April (2 Days)
Time: 8.30am – 5.30pm
Location: Institute of Public Works Engineering Australasia, Queensland Level 1/6 Eagleview Pl, Eagle Farm QLD 4009
Cost
Members: $500
Non-Members: $800
Member Package: $890
Graduate Member Package: $780
Registration opens in January 2023
Date: Tuesday 9th May – Wednesday 10th May (2 Days)
Time: 8.30am – 5.30pm Location: Hughenden
Date: Tuesday 23rd May – Wednesday 24th May (2 Days) Time: 8.30am – 5.30pm Location: Palmerston
Cost
Member: $550
Member Day Only: $400
Member Graduate Package: $630 Member Package: $940 Non-Member: $850 Non-Member Day Only: $600 Social Function Only: $90 Registration opens in January 2023
Cost
Member: $550
Member Day Only: $400
Member Graduate Package: $630 Member Package: $940 Non-Member: $850 Non-Member Day Only: $600 Social Function Only: $90
Registration opens in January 2023
Date: Wednesday 14th June – Thursday 15th June Time: Wednesday 9.00am – 7.30pm Thursday 7.30am – 5.00pm Location: Gold Coast Convention and Exhibition Centre 2684-2690 Gold Coast Hwy, Broadbeach QLD 4218
More info
When & Where
Date: Friday 23rd June Time: 8.30am – 5.30pm
Location: Brisbane
Cost Members: $80 Non-Members: $95 Registration opens in January 2023
Date: Thursday 24th August Time: 8.30am – 5.30pm Location: Institute of Public Works Engineering Australasia, Queensland Level 1/6 Eagleview Pl, Eagle Farm QLD 4009
Cost Members: $60 Non-Members: $75 Registration opens in January 2023
When & Where
Date: Thursday 17th August – Friday 18th August (two days) Time: 7.00am – 5.30pm Location: Barcaldine
Cost Member: $550
Member Day Only: $300
Member Package: $940
Member Graduate Package: $830 Non-Member: $750
Non-Member Day Only: $400 Social Function Only: $90
Registration opens in January 2023
Date: Friday 8th September
Time: 8.30am – 5.30pm Location: Cairns
When & Where
Date: TBA Time: 7.00am – 5.30pm Location: TBA
Cost Members: $60 Non-Members: $75 Registration opens in January 2023
Cost Members: $130 Non-Members: $150 Registration opens in January 2023
Subject to change, please visit our website for the up-to-date list of our 2023 events.
Tuesday 11 October - Highlights
Future industry leaders participated in a workshop for Under 35s entitled ‘Adjust to Change’.
The 42 attendees heard from highly successful trainer Tanya Konigsberger who uses proven Dale Carnegie programs and systems to help others reach their full potential.
An experienced NLP Master Practitioner, she has worked with clients across the world encouraging people to reach for greatness by creating behaviour shifts to achieve breakthroughs in their roles.
“Considering the everaccelerating rate of change in today’s workplace, there may be no more important skill than to adjust successfully to change,” she said. “Sometimes, adjusting to change comes easily. We enjoy the challenge and opportunity that the change presents. Other times, we find ourselves resisting change, focusing on what we might lose, rather than on what we might gain.”
… MEANWHILE: Experienced industry members flocked to the workshop entitled ‘What Got You Here, Won’t Get You There’.
The ‘over-35-year-old’ workshop run by coaching guru William Farmer attracted 78 attendees keen to absorb his inspirational address.
William Farmer has been involved with Dale Carnegie since his early 20s and in 2013 took over as Managing Director of Dale Carnegie Australia.
He has worked with more than 35,000 people during his career with Dale Carnegie. His major focus today is strategic development with MDs,
CEOs and business leaders with a desire to move their organisations and businesses to a new level using the most powerful tool they have … their people!
He is now working with some of Australia’s most successful organisations such as Microsoft, Arthur J. Gallagher, Hutchinson Builders, Oracle, Henry Schein, Mylan and Toyota.
“Top-performing organisations have a proven track record with a high reputation for delivering results,” he said. “This process has been chosen because you are already good at what you do, so what’s beyond good? What’s better than the current status quo?”
To view more photos, click here for the Photo Gallery
Pipe manufacturing, tyre recycling and a new Brisbane bridge icon were a big attraction for conference delegates; all three conference tours were booked out.
A tour of RCPA’s FRC Pipes manufacturing facility offered visitors a unique opportunity to follow the process of from raw material processing, to mixing, pipe formation, curing, testing and finishing. They also saw the fabrication of accessories and unique drainage products.
Total recycling was on the agenda for the 40 attendees to the Austek Asphalt Production and Pearl Global tour.
The unique end-of-life tyre desorption technique was explained start to finish, beginning with the tyre storage area and the preparation of the tyres pre-processing. The visitors heard about the worldfirst technology, equipment and processes used in processing each tyre into four key products, resulting in 100% reuse; nothing leaves the site as waste.
At the Austek Production Facility, delegates received an overview of the asphalt plant’s capability and history while seeing how the plant effectively utilises end-oflife tyre products to dramatically reduce its carbon footprint.
The third tour, of the Kangaroo Point Green Bridge, attracted 50 attendees who enjoyed a behindthe scenes visit to the marine logistics yards. Here they saw the large machinery, significant formwork and materials for the new green bridge delivered, housed and assembled before being loaded onto barges to be transported along the Brisbane River to be installed.
Delegates saw some of the bridge elements, including the pile cap shell assembly for
the main bridge pier, working platform assembly for beneath proposed the deck at the main mast, assembly of the bespoke formwork for the bridge piers and explanation of the Pier 4 reinforcement jig where the reinforcement is assembled before transport by barge to the worksite.
There was music and glamour, laughter and colour when 360 people celebrated 20 years of the IPWEAQ Excellence Awards at the Gala Dinner. The awards provide an opportunity for the industry to showcase projects and highlight the collaboration and individual enterprise of public work professionals and engineers.
Overseeing the evening’s
entertainment, and the awards event, was master of ceremonies David Bartlett.
Special Guest - Councillor Vicki Howard, Civic Cabinet Chair for Community, Arts and Nighttime Economy and Councillor for Central.
From the podium came a formal thank you to this year’s award judges: Angela Fry, Seren McKenzie, Craig Murrell, Graeme Wills, Martin Crow, John Derbyshire, Dion Jones, Dean Ostrofski, Patrick Murphy, Warren Paulger, Kym Murphy, Ross Ullman, Rob Daly, Noel Dwyer, Trevor Dean and Jothi Ramanujam (Rama).
And, at the end of the formalities came the festivities, driven by the music from Killer Creative and Electro Disco.
• Asset Management – Tunnel Conditions Assessment, Transurban Coastal Engineering - Wonder Reef, City of Gold Coast
• Community Road Safety – Safer Paths to School, Brisbane City Council
Environment & Sustainability – Christine Avenue and Varsity Parade Roundabout Carbonmastic Project, City of Gold Coast
• Innovation & Sustainability in Water – Fired Up: Australia’s first biosolids gasification facility, Logan City Council’s Logan Water Innovation – Roads Alliance Research Project: Using Artificial Intelligence for Road Maintenance Management, The Regional Road and Transport Groups of Bowen Basin, Southern Border, South West, Western Downs, Whitsunday and Wide Bay Burnett in Partnership with the TMR Roads and Transport Alliance and SHEPHERD
• Road Safety Infrastructure –Toolooa Street Pavement and Footpath Renewal (Short St to Walsh St), Gladstone Regional Council Projects under $1 million –Hollinworth Lane (Link Road) Upgrade, Southern Downs Regional Council
• Projects $1 million to $2 million – Tablelands Road Bridge ‘B’ replacement, Noosa Shire Council
• Projects $2 million to $5 million – Minjerribah Panorama Coastal Walk - Stage 1, Redland City Council
• Projects $5 million to $10 million – St George – The Hub, Balonne Shire Council Projects $10 million to $20 million – Mooloolaba Foreshore Stage 1 – Sunshine Coast Council, Sunshine Coast Council Projects over $20 million –Captain Cook Rehabilitation Project, Department of Transport and Main Roads (TMR), Queensland
Project of the Year – Mooloolaba Foreshore Stage 1 – Sunshine Coast Council, Sunshine Coast Council
President's Award – Hollinworth Lane (Link Road) Upgrade, Southern Downs Regional Council
Employer of the Year (Private Sector) – Proterra Group
• Employer of the Year (Public Sector) – Western Downs Regional Council
• Emerging Professional of the Year – Elise Pearson, McMurtrie Consulting Engineers
Professional of the Year – Chris Mantell, Cardno
Team Member of the Year –Trevor Mitchell, Toowoomba Regional Council
Woman in Engineering –Sharon Fong, City of Gold Coast Engineer of the Year – Shannon Orr, GHD
To view more photos, click here for the Photo Gallery
Project of the Year: Repurposing a rundown car park and degraded sea wall into a world-class parkland esplanade has earned Sunshine Coast Council the honour of the 2022 IPWEAQ Project of the Year.
The $16m Northern Parkland, on prime beachfront at Mooloolaba, will increase public beachfront parkland by 40 per cent.
It is also estimated the project will boost local tourism and benefit the region with 358 new hospitality jobs.
Additionally, site revegetation incorporating more than 120 new trees and 10,000 new plants earned the project a Green Space Urban Award from the Australian Institute of Horticulture.
The team led by project managers Adam Stewart and Jamie Franklin was faced with crumbling sewers and undiscovered failing infrastructure. They then had to tackle damage caused by major rain and storm events during construction.
Before they could undertake micro piling and installation of a boardwalk, they had to identify a safe construction access path. The team reported: “The installation of the boardwalk was extremely challenging due to its location, access issues and the site’s environmental sensitivities.
“The existing, degraded seawall required renewal, including a design change to protect the foreshore from the effects of climate change and rising sea levels. Coastal engineering assessments determined the angle of the seawall must change to minimise potential beach erosion caused by storm surge and refracting waves.”
The project's site constraints, along with its high level of community interest and highly visible location, required innovative planning and delivery. Ongoing community access to the site and beach was required. The busy tourist destination
fronted a major road, businesses, a public beach, walkways and high-rise apartments.
Prior to the project, the northern beachfront area lacked facilities and open space – the latter particularly valued in the COVID lockdown. “The Mooloolaba foreshore parklands were tired and last redeveloped in the mid 1990’s,” the team reported. “The opportunity to close the former caravan park located on the site and transform it had strong community support.”
The foreshore master plan
earned 82% community approval and was passed by council in December 2015, followed by a detailed design in 2019. Construction took place from September 2020 to June 2022.
A design-and-construct contract was awarded to local company Murphy Builders.
The work has transformed the area with a 200m-long accessible boardwalk with viewing platforms and seating, open green space and two new beach access points as well as sheltered barbecues and dining tables
with ocean views. Also included is a state-of-the-art adventure playground featuring a multidimensional climbing net, large swing set and nature-inspired towers and slides. The works include new public amenities with people with disabilities plus a DDA-compliant boardwalk and ambulant facilities as well as provision for future SmartCity technology.
The new boardwalk has a 50+year design life and incorporates fibre reinforced polymer (FRP) mini mesh, ironbark hardwood and locally sourced rock for durability and low maintenance. Originally specified as an FRP/ stainless steel substructure, the boardwalk design was changed to marine-grade aluminium. This reduced the weight and fixing requirements, and allowed most of the product to be prefabricated off-site. Also, boardwalk balustrading was installed prior to arrival, limiting the need for extensive and expensive scaffolding.
The structure is wide enough to handle future population growth, while a new seawall was designed to cope with potential rising sea levels and storm surge events.
The playground’s linear dune net, supplied by Urbanplay and manufactured by Kompan, is the first of its kind in the southern hemisphere.
Customised design elements include a curved shade canopy, bespoke gutters, multi-functional light poles providing power/ communication and innovative storage solutions, such as an under-boardwalk storage bunker.
Groundworks included removing significant weed species from the area and careful construction management to preserve Norfolk Island pine trees. ·
The project had to corporate environmental factors ranging from providing lizard habitats to curbing ocean spill light for turtle protection, as well as a full marine plant study required by the State Government.
The team concluded: “Learnings throughout the project include visiting off-site fabrication facilities to gain a deeper knowledge of the process and identify opportunities for future projects.”
The project was delivered within the procurement arrangement and guidelines. A maintenance plan has been developed as a benchmark for future projects.
Support for the Excellence Awards came from our valued sponsors and supporters:
Major Award Sponsors
Brightly – Co-Host Sponsor
Category Award Sponsors
GenEng Solutions Pty Ltd
GHD
Leading Roles
RCPA Shepherd Asset Management Solutions
SPEL Stormwater
Wagners
Supporters
• Asphalt Joint Tape Aten Systems
Australian Concrete Mats
Boral
CARDNO Now Stantec
Colas Australia Group Pty Ltd
Danley
Delnorth
Global Synthetics Pty Ltd
Holcim/Humes Australia
Huesker Australia
Ingal Civil Products
Inquik
Interflow
Local Buy
LO-GO Appointments
McBerns Innovative Solutions
McCullough Robertson Lawyers
Norton Rose Fulbright
Pavement Management Services
Peak Services
PelicanCorp
Plasgain
Proterra Group Pty Ltd Saferoads
Stabilised Pavements of Australia
SuperSealing
Trimble Australia Solutions Pty Ltd
Wednesday 12 October
Nearly 50 people attended the Women in Public Works and Engineering Masterclass Breakfast to hear Amy Jackson discuss how to nurture confidence.
Psychologist Amy is a leadership coach specialising in building the confidence of mid-level leaders to step up and tackle the challenges of complex organisations. Since 2016 she has worked with government and corporate clients.
Her masterclass explored what confidence really is, how to cultivate self-awareness of confidence, building a toolkit to boost confidence and how leaders can nurture confidence in their people more effectively.
She encouraged participants to reflect on their own confidence, share stories with peers and create a plan for nurturing their own confidence.
“Confidence feels like a goal that we need to attain, and yet it is a state of being that is consistently in flux day to day and across our career,” she said.
The conference started with an address by keynote speaker and AFL legend ‘Lethal’ Leigh Matthews discussing how to build and maintain elite teams and was followed by a journey with Brisbane Metro – Delivering a New Era of Connected Travel with Stephen Hammer, Program Director Major Projects, Brisbane City Council.
Then followed was a panel discussion examining current challenges with procurement and supply chain. Panel speakers were:
• Angela Fry, Business Group Leader - Roads & Highways, GHD
• Pat McCormack, Category Manager - Engineering, Roads & Infrastructure, Local Buy
• Ged Brennan, Managing Director, GenEng
Strati Pantges, Partner, McCullough Robertson Lawyers
To view more photos, click here Photo Gallery (Masterclass) (Panel Discussion)
The rest of the day’s program was split into four streams:
Stream 1 – Community Projects Mackay Waterfront Project –Kylie Rogers, Mackay Regional Council
Success of an evolving multiuse park – Ross Pitt, Mt Isa City Council
• Community Engagement –More than just Consultation – The Cassy Lives Skate Park Project – Jessica Dennien, GHD (Formerly from Gladstone Regional Council)
Stream 2 – Sustainable Road
From landfill to road fill – how to optimize the use of waste in asphalt – Trevor Distin, Colas
• Delivering sustainable asphalt solutions with improved performance by using tyre derived fuel oil and recovered carbon black – David Simmons, Austek Roads Insights into how to maximise
productivity in asphalt maintenance divisions and techniques for prolonging road pavement life span – Adam Freedman, Asphalt Joint Tape
Stream 3 – Structures
Captain Cook Bridge Refurbishment Works –Nicholas Le Good, Department of Transport and Main Roads
A serviceability analysis of pedestrian induced excitation of light-weight FRP footbridges – Rohan McElroy, icubed Consulting
A Practical Assessment of Mass Concrete Construction for Wind Farm Projects in Remote Sites –Nick Canto, icubed Consulting
Stream 4 – Managing
• Toowoomba Regional Council – sustainable water planning – James Moffatt, Engeny and Toby Millikan, Toowoomba Regional Council
Trenchless renewal of Unitywater’s dn100 water main – Narangba – Will Zillmann, Interflow
To view more photos, click here for the Photo Gallery
The afternoon wrap-up presentation came from Jimmy Scott, General Manager Resilience and Recovery, Queensland Reconstruction Authority who examined Stat e Recovery and Resilience following the recent Southern Queensland and other recent flooding events in Queensland.
Each year, IPWEAQ invites final-year university students studying engineering and related disciplines to participate in the IPWEAQ Futures Challenge. The Challenge is part of IPWEAQ's commitment to the development and promotion of our future leaders of public works engineering.
Students were invited to present their thesis or research project to industry professionals on stage at the IPWEAQ Annual Conference. Students were also able to receive feedback on their thesis with a poster board displayed in the exhibition area.
Thomas Murphy, from USQ made a presentation on Rail Track Structure, Review and Analysis, and was chosen the winner by conference delegates and presented with a trophy at the conference closing ceremony. Honourable mention went to USQ’s Lauren Lord who examined The Impact of Historic Combined Sewer House Connections on Wastewater Authorities.
The day finished with a social function at the reclaimed riverside entertainment precinct Eat Street Northshore. More than 300 attendees finished the day admiring the Brisbane skyline across the river while dining to street music.
To view more photos, click here for the Photo Gallery
IPWEAQ thanks the trade exhibitors supporting the Annual Conference.
• 12d Synergy – https:// www.12dsynergy.com/ AJT Asphalt Joint Tape – https:// www.asphaltjointtape.com/#/ Aten Systems – http://www. atensystems.com/
• Australian Concrete Mats –https://www.concretemats.com. au/ Board of Professional Engineers – http://www.bpeq.qld.gov.au/
• Boral Asphalt Specialty Products – http://www.boral. com.au/ Brightly – https://www. brightlysoftware.com/en-au Cardno now Stantec – https:// www.stantec.com/
• Cirtex Industries – https://cirtex. com.au/ Colas – https://www.colas.com. au/
Dale Carnegie of Australia –https://www.dalecarnegie.com/
• Danley – https://danley.com.au/
• Delnorth – https://www. delnorth.com/
Ecoflo Wastewater Management – https://www. ecoflo.com.au/
• EJ – http://www.ejco.com/
• Global Synthetics Pty Ltd –https://globalsynthetics.com.au/ Huesker Australia – https:// www.huesker.com.au/ Humes – https://www.humes. com.au/
• Ingal Civil Products – http:// ingalcivil.com.au/
• InQuik – http://inquik.com.au/
• Interflow – http://www.interflow. com.au/ Ischebeck Titan – https://www. ischebeck-titan.com.au/ Jeremy Benn Pacific – https:// jbpacific.com.au/
• Joe Wagner Group – https:// joewagnergroup.com.au/
Leading Roles – https://www. leadingroles.com.au/ Leadsun Australia – https:// leadsun.com.au/
Local Buy – http://www.localbuy. net.au/ LO-GO Appointments – http:// www.logoapp.com.au/
• Lowes Manhattan – https:// www.lowes.com.au/ MARKHAM – https:// markhamglobal.com.au/ McArthur – http://www. mcarthur.com.au/
• McBerns Innovative Solutions –https://mcberns.com/
• McCullough Robertson –https://www.mccullough.com. au/
• Minima Solutions – http:// minimas.com.au/
• Norton Rose Fulbright – https:// www.nortonrosefulbright.com/ en-au
Pavement Management Services – https://www. pavement.com.au/ Peak Services – https://www. wearepeak.com.au/ PelicanCorp – https://www. pelicancorp.com/apac/home
• Plasgain – http://plasgain.com. au/
Proterra Group – https://www. proterragroup.com.au/ RCPA – https://www.rcpa.com. au/
• RPQ Group – https://www.rpq. com.au/ Saferoads – https://www. saferoads.com.au/ Shepherd Services – https:// www.shepherdservices.com.au/
• SPEL Stormwater – https://spel. com.au/
• Stabilised Pavements of Australia – https://
stabilisedpavements.com.au/
• SuperSealing – https://www. supersealing.com.au/ Trimble Inc. – https://www. trimble.com/en/ TripStop – http://www.tripstop. net/
• Truegrid Australia – https:// truegridpaver.com.au/
• VinZero / A2K Technologies – https://www.vinzero.com/ ; https://www.a2ktechnologies. com.au/
• Wagners – http://www. wagner.com.au/
To view more photos, click here Photo Gallery (Wednesday) (Thursday)
David Bartlett shared some future visioning with his presentation The Next Big Thing before Ross Ullman, from Sunshine Coast Regional Council explained A Changing Climate for Today’s Engineers.
To view more photos, click here for the Photo Gallery
A comic who has worn a hardhat for money, Lehmo shared his insights into the public worksspoof TV series Utopia before the audience again broke into separate streams:
An Experimental based approach to estimate the overall modulus/CBR of geogrid/geocompositereinforced subgrades and use of the Austroads design chart –Dr Chaminda Gallage, QUT
Stream 6 – Stormwater Management
Multiple Regional township Master Drainage Management – Daniel Niven, Engeny
• Prioritising flood risk investment and infrastructure in Queensland – Dan Rodger, JB Pacific
• On-Line Detention Structures and Fish-Friendly Design Criteria – Jesse Hunter, Engeny
Stream 7 – Innovation and Technology
Toowoomba Regional Council: Smart Cities - Smart Parking - Smarter Future – James Hayward, Toowoomba Regional Council
Why "location" matters in Asset Management – Michael Krome, Trimble
environmental compliance – Sarah Hausler, McCullough Robertson
• Waste management contracts – tips and traps – Ren Niemann, Norton Rose Fulbright
Stream 9 – Planning
• Robust Decisions Delivering Fit for Purpose Investments – Celisa Faulkner, Gladstone Regional Council
• Planning, Development and Construction On & Around Airports – Jason Ryan, JJ Ryan Consulting
Stream 10 – Road Safety
• Implementation of 30km/h Speed Limits on Gold Coast Streets – Renee Wise, City of Gold Coast
• Conducting road safety audits in Central Queensland using an instrumented motorcycle as a basis for funding submissions: a case study – Andrew Burbridge, Department of Transport and Main Roads
• Road Safety Under Constrained Temporary Traffic Arrangements – Emily Plath, Point8
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Stream
• A simplified approach to the selection of pavement structures containing stabilised materials – Kenny Festing, McMurtie Consulting Engineers Tailoring stabilization specifications for Local
The Future Has Arrived, Using Artificial Intelligence for Sealed Road Maintenance – Stephen Hegedus, Shepherd
Stream 8 – Waste Management
Geosynthetic Barriers for PFAS containment: current options, historical precedents and new materials – Gus Martins, Huesker Australia
• Waste management and
Stream 11 – Stakeholder
Engineering + Engagement: a formula for infrastructure that meets multiple needs – Marion Lawie, Vocatif
The stakeholder engagement trends you need to know to improve the success of your infrastructure project –Amanda Bromley, GHD
• Establishing Beneficial Council - Consultant Relationships for Remote Road Repairs after Disaster Events – Ross Pitt, Mount Isa City Council and Heath Jones, ERSCON Consulting Engineers
Stream 12 – Environmental Wagner Composites – a sustainable and lightweight alternative to corrosive products – Ryan Leeson, Wagner Composites Fibre Technology Wagners Earth Friendly Concrete – reducing the carbon footprint in the built environment – Michael Kemp, Wagners EFC
• The Environmental Benefits of High-Performance Turf Reinforcement Mats – Andy Warwick, Global Synthetics
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This year’s topic was Engineers Make the Best CEOs and … according to the completely impartial audience … they do. Delegates using the conference app voted for a 2-1 victory to the affirmative team of Hari Boppudi – CEO, Flinders Shire Council; Sean Rice – Managing Director & Business Development Manager, Proterra and Karen Thompson –Executive Director, Concrete Pipe Association of Australasia. They defeated the negative team of Adam Hain – Councillor, Moreton Bay Regional Council; Stuart Murray – Discipline PrincipleWaste, TONKIN and Marion Lawie – Managing Director, Vocatif.
The voting was: Round 1 winners – Affirmative Round 2 winners – Affirmative Round 3 winners – Negative Overall winners – Affirmative
The IPWEAQ Great Debate was launched at the 2016 Annual Conference in Brisbane with the topic, ‘women make better engineers than men. This inaugural debate was highly successful and has become a key part of the Annual Conference,
bringing the event to a close on the third day.
The debate is entertaining and light-hearted while also offering an opportunity for debaters to
address key, topical or divisive issues, and score a few points for their team.
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Angela Fry summed up the conference after the delegates voted on both the Best Paper and the Futures challenge by announcing the winners of each.
Geoff Wilmoth Best Paper Award – Captain Cook Bridge Refurbishment Works – Nicholas Le Good, Department of Transport and Main Roads
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Each IPWEAQ President nominates a charity for us to support during their term. President Angela Fry has chosen the Foundation for Rural & Regional Renewal (FRRR), specifically for strengthening rural communities.
FRRR provides funding and capacity-building support at the hyper-local level. It operates as a not-for-profit organisation that connects common purposes and funding from government, business and philanthropy with the genuine local needs of smaller remote, rural and regional communities across Australia.
Thank you to all our valued conference sponsors and exhibitors
Without your support, we would not be able to continuously deliver the premier event in public works in Australia. We look forward to seeing you at the 2023 IPWEAQ Annual Conference.
To view more photos, click here Photo Gallery
IPWEAQ would like to thank everyone who supported the 2022 Annual Conference. These events wouldn’t be possible without the continued support from our members, partners, sponsors, suppliers and industry associates.
We have put together some highlights from the conference for your viewing pleasure.
We look forward to the next event enabling us another opportunity to bring together the community to inform, connect, represent and lead.
A legacy of 20-plus years has consolidated the reputation of the IPWEAQ Excellence Awards as the industry’s foremost honour in this state.
The awards were initially established to recognise outstanding achievements of engineers and other practitioners working in the local government and public works industries, as well as councils and other organisations. With time and growing reputation, the awards now serve as a wider benchmark of innovation and achievement across the sector.
Registering an entry recognises efforts and outcomes beyond the ordinary.
The benefits of nominating people and/or projects are manifest and the information shared through the awards help lift capabilities more widely across the industry.
Since their inception, the awards have been made more-relevant and now recognise:
• Projects less than $1 million
• Projects $1-$2 million
• Projects $2-$5 million
• Projects $5-$10 million
• Projects $10-$20 million
• Projects more than $20 million
As well as individual categories in:
• Asset Management
• Coastal Engineering
• Community Road Safety
• Environment & Sustainability
• Innovation
• Innovation & Sustainability in Water
• Road Safety Infrastructure
Additionally, there are awards for:
• Employer of the Year (private sector)
• Employer of the Year (public sector)
• Emerging Professional of the Year
• Professional of the Year
• Team Member of the Year
• Woman in Engineering
• Engineer of the Year
• President's Award
• Project of the Year
Each of these categories represents the diverse nature of the work of local government and public works practitioners. The range of nominations received clearly show this diversity. From all the entries, the judges faced a daunting list of 66 finalists; the calibre of the projects has been outstanding.
The presentation of the awards was made during the Excellence Awards Gala Dinner, held at the 2022 IPWEAQ Annual Conference in October. This year’s glittering event was held in the historic Brisbane City Hall.
Winners of the IPWEAQ Excellence Awards were awarded a special trophy to the council/organisation/individual. Winning project entries may be considered for nomination in the IPWEA National Awards, with the winning ’people’ award being considered for nomination in the IPWEA National Emerging Leaders Award.
IPWEAQ acknowledges its grateful thanks to the judges for the time they spend and expertise they bring on assessing the nominations. This year’s judges were: (alphabetically) Martin Crow; Rob Daly; Trevor Dean; John Derbyshire; Noel Dwyer; Dion Jones; Seren McKenzie; Kym Murphy; Patrick Murphy; Craig Murrell; Dean Ostrofski; Warren Paulger; Jothi Ramanujam (Rama); Ross Ullman and Graeme Wills.
Please join us in celebrating all the entries and congratulating the winners.
Angela Fry President
Sunshine Coast Council has delivered the first stage of the multiple-stage, multi-million dollar Mooloolaba Foreshore Revitalisation (MFR) project. The new $16M Northern Parkland is located on prime beachfront at Mooloolaba and was previously the site of a former caravan park and bordered by a severely degraded seawall.
The transformation of the area has opened access to the broader community and will deliver major economic benefit to Mooloolaba. It enhances the famous esplanade’s reputation as a world-class destination for locals and visitors.
Guided by the Placemaking Mooloolaba Master Plan endorsed by Council in December 2015, the overall foreshore revitalisation will increase public beachfront parkland by 40 per cent and provide new community spaces, enhanced family facilities and accessible amenities - all of which aim to celebrate the natural and inclusive Sunshine Coast way of life.
When Southern Downs Regional Council resolved to seal a short section of gravel road that was informally referred to as “Link Road”; it started a huge process that involved many stakeholders.
The road was a connection between Stanthorpe Connection Road (Wallangarra Road) and a ruralresidential section of road named Brunckhorst Avenue in Stanthorpe.
Key players included the Department of Transport and Main Roads, Queensland Rail, Ergon, Council, the affected residents and cyclists who use the bike trail from Stanthorpe to Ballandean.
The outputs of this project included main road widening to provide both a slip lane and a turning lane, installation of a flag light, formalisation of an occupation crossing to an open level crossing, changes to land permissions and; then the easy part of constructing 220m of sealed road, drainage infrastructure and driveway crossovers.
This is a project that has been on the drawing board since around 2008. The proximity of the railway crossing running parallel to the main road and the need to upgrade the status of the crossing required careful considerations to be made.
Since the construction of the road, which has now been formally named Hollinworth Lane, the traffic volume has increased from 126 average vehicles per day with 13.5% being heavy vehicles; to 210 average vehicles per day with 18% being heavy vehicles. This indicates that the project has been a success for connectivity and convenience of users as well as an overall asset quality improvement.
South West Regional Roads and Transport
Transurban
Traditionally, the structural condition inspections and reporting of tunnels and associated asset components has been carried out through labour intensive manual processes. For large and complex assets, this can be expensive, time consuming, inconsistently captured, and difficult to cross reference due to limitations in being able to spatially reference vital condition information. Tracking condition over time of a particular asset is also difficult through traditional methods of condition inspections.
Being long, linear assets, the formal reporting of tunnel condition relies upon assessors being able to find, categorise and articulate changes in condition that is partly reliant on being able to assess previous condition metrics. Moreover, there are constraints due to tunnel closure time frames, safety, risks and costs due to working at heights and within confined spaces.
Transurban Queensland (TQ), in collaboration with Intellispatial and AECOM, developed an innovative
‘best in industry’ process by firstly capturing and managing the state of structural assets through the use of advanced mobile digital survey technology, then streamlining significant amounts of data into physical reporting and Maximo asset management information systems (AMIS).
The project has validated and improved TQ’s asset inventory and processes from defect identification to reporting and asset data input into asset management systems. This dataset now forms the base layer of a ‘Digital Twin’ and can be used to identify features, baseline condition to detect changes year on year and enable data driven decisions for operation, maintenance and engineering activities to deliver operational efficiency over the life of the tunnel asset.
WALL
City of Gold Coast
City of Gold Coast
Wonder Reef sets a new bar for ecotourism experiences, creating significant habitat for our magnificent marine life and a wondrous dive experience. The world’s first buoyant reef rises a staggering 22 metres above the sea floor.
This world class $5 million dive attraction for certified divers of all levels is an innovative fusion of art, science and engineering design and has attracted hundreds of different marine life species in just a few short months.
The reef consists of 9 giant buoyant reef sculptures, which have already become home to hundreds of different marine life species including lobsters, octopus, tropical fish, turtles, and giant gropers. The kinetic nature of the reef sculptures allows them to move with the energy of the ocean, like a giant kelp forest. Spacing between the reefs and vertical upwelling attracts marine flora and fauna to provide an intriguing dive experience.
Coral planted at the site in late 2021 has created a colourful reef experience where locals and tourists can dive to a depth of 30 metres – all within a 10-minute boat trip from the Gold Coast Seaway.
Wonder Reef has been created with the natural environment in mind and will inspire a greater appreciation of the environment as it evolves into a significant new marine habitat.
Wonder Reef is a joint initiative between City of Gold Coast and the Queensland Government.
Every day, Brisbane City Council (Council) works with schools and local communities to make the city a safe environment for children, families and carers to travel. As part of this commitment, Council’s Active School Travel (AST) program offers Brisbane schools a suite of free resources and incentives to enable students, parents, carers and teachers to leave the car at home and actively travel to school.
As part of AST, Council officers work closely with school communities to identify potential barriers to active travel. Through a survey, school communities can pinpoint locations on a map where improvements would be beneficial to improve access and safety.
Taking advantage of this valuable feedback, Council’s Safer Paths to School (SPTS) program was designed in 2019 to complete and enhance priority links identified by school communities. SPTS unlocks active travel options, enhances safety, and ensures active transport remains a mode of choice when travelling to and from Brisbane’s schools.
The program bridges pivotal gaps in local pathway networks, linking schools to public transport services, residential precincts and community facilities. Barriers to active travel area reduced, along with reductions in the risk of crashes and injuries stemming from users walking along roadways and unformed verges, by providing a safe and connected network of pathways.
Working closely with local communities, Council has now delivered more than 13.5km of new pathway connections linking 52 schools since 2019. In 2021-22, more than 22 pathways were delivered supporting 19 schools.
City of Gold Coast
City of Gold Coast
In September 2021, Austek Asphalt Services (Austek) in collaboration with the City of Gold Coast (City) conducted a trial of an innovative Carbonmastic product. Carbonmastic is a recycled tyre asphalt that incorporates the use of recycled tyres (carbon char, not crumb rubber). This process is the first of its kind in any Australian local government. The project involved the resurfacing of the Christine Avenue and Varsity Parade roundabout at Robina.
Carbonmastic is a versatile asphalt product providing superior durability and is exceptionally robust providing a high performing, premium quality, skid resistant, durable, noise minimising, eco-friendly and cost competitive asphalt product.
This perfectly addressed the concerns raised from the original worn and slippery road surface. This road is subjected to high traffic volumes. Including heavy vehicles and busy bus route.
The Austek plant producing the unique material also runs off a tyre-derived fuel oil from the same process also repurposed from local Queensland recycled tyres on the Gold Coast. This project reused end-of-life local tyres to attain a recycled pavement in a highly urbanised environment.
Regional road managers are responsible for some of the of the largest and most unique road networks in Queensland, however rarely do they have the opportunity to influence advancements in rural road management due to limited resources and small ratepayer bases.
That was until a pro-active collective of Regional Roads and Transport Groups (RRTGs) recognised the potential of harnessing new technology to automate identification and condition assessment of road surface defects using Artificial Intelligence (AI).
In July 2021, the RRTGs of Wide Bay Burnett, Whitsunday, South West, Southern Downs, Western Downs and Bowen Basin successfully sought funding under the Roads Alliance to conduct an innovative Research Project into using AI for Road Maintenance Management.
Linked through their RRTGs the nine member councils formed a collaborative Working Group to influence how AI technology could be developed to achieve practical outcomes for regional road managers and safer road networks for the community.
The result of this innovative Project are learnings and technology developed as a proof of concept to automate defect identification of high risk safety defects for the maintenance management of sealed road networks, that are easily transferrable to other councils.
As well as demonstrating that regional road managers can be leaders in fit-for-purpose automation technology, the application of AI in rural road management has the potential to save councils significant time and money.
The Project was a Roads and Transport Alliance initiative, proudly funded by the Queensland Government through the Transport Infrastructure Development Scheme under the State-wide Capability Development Fund.
Groups of Bowen Basin, Southern Border, South West, Western Downs, Whitsunday and Wide Bay Burnett in Partnership with the TMR Roads and Transport Alliance
The
FIRED UP: AUSTRALIA’S FIRST BIOSOLIDS GASIFICATION FACILITY
Logan City Council’s Logan Water
Logan City Council’s Logan Water has pioneered an Australian-first – a facility which transforms human waste, or biosolids, into renewable energy and a sustainable product called biochar.
Biosolids gasification destroys chemicals in biosolids like persistent organic pollutants, and micro and nano-plastics. Carbon emissions will be reduced by about 6,000 tonnes a year.
The innovation solves the age-old question of what to do with human waste by identifying an important role for it in the circular economy. Rather than paying contractors to truck 34,000 tonnes of biosolids from Loganholme Wastewater Treatment Plant each year 300km to the Darling Downs for disposal, a circular economy around biochar is created.
In this economy, the community takes part by creating a nutrient-rich ‘resource’ – biosolids –which can be processed to reduce its volume and enhance its quality and commercial attractiveness. Operational cost savings and carbon credits will return almost $1M a year to the City of Logan, and a new revenue stream will be created from biochar sales.
Biochar contains nutrients like those found in commercial slow-release fertilisers; making it great for healthy soil and plants. Biochar can also be added to soil, asphalt, concrete and bricks to sequester carbon for thousands of years.
Gladstone Regional Council
Toolooa Street is an important Local Road of Regional Significance (LRRS) within Gladstone. The section of Toolooa Street between Walsh and Short Street is approximately 415m in length and is defined as an Urban 2 Lane Distributor under GRC’s Road Hierarchy Policy. This section of Toolooa Street is an unseparated, dual lane, 2-way carriageway with average daily traffic volumes that exceed 5000 vehicles per day. The western side of this section is largely residential, while the opposing eastern side of the street is predominantly commercial.
The Toolooa St Pavement & Footpath Renewal project was initiated in 2020 due to extent of deterioration of existing pavement, footpath and kerb. In addition to the general deterioration expected during the life of an asset, tree intrusion had also contributed to the rate of deterioration. Pedestrian trip hazards had become prevalent in the area.
The scope of the works included: Demolition of existing footpaths and kerbs within the works area and replacement with new; Excavation of the existing top layers of road pavement, followed by replacement and sealing; Future-proofing of the new pavement by installing cross street conduits (100mm diameter) to support future underground services without the need to trench through the pavement; Demolition and replacement of stormwater infrastructure in the section; and Removal and replacement of street trees.
This project has been nominated due to the outstanding design, planning and delivery of the project by the GRC team, with excellence displayed in stakeholder engagement and management of community impacts.
Southern Downs Regional Council
It may not sound like a big project, but when Southern Downs Regional Council resolved to seal a short section of gravel road that was informally referred to as “Link Road”; it started a huge process that involved many stakeholders.
The road was a connection between Stanthorpe Connection Road (Wallangarra Road) and a ruralresidential section of road named Brunckhorst Avenue in Stanthorpe.
Key players included the Department of Transport and Main Roads, Queensland Rail, Ergon, Council, the affected residents and cyclists who use the bike trail from Stanthorpe to Ballandean.
The outputs of this project included main road widening to provide both a slip lane and a turning lane, installation of a flag light, formalisation of an occupation crossing to an open level crossing, changes to land permissions and; then the easy part of constructing 220m of sealed road, drainage infrastructure and driveway crossovers.
This is a project that has been on the drawing board since around 2008. The proximity of the railway crossing running parallel to the main road and the need to upgrade the status of the crossing required careful considerations to be made.
Since the construction of the road, which has now been formally named Hollinworth Lane, the traffic volume has increased from 126 average vehicles per day with 13.5% being heavy vehicles; to 210 average vehicles per day with 18% being heavy vehicles. This indicates that the project has been a success for connectivity and convenience of users as well as an overall asset quality improvement.
NELLY BAY PEDESTRIAN LINK Townsville City Council
The Tablelands Road Bridge B replacement was a full bridge replacement in a challenging location on a narrow, steep, and winding gravel road which provided the only road access to properties, including businesses, a lookout, and key access to the Noosa Trail network.
Council’s project team balanced access disruption and requirements for residents, businesses, and tourists together with impact to the environment and native title. Together with the bridge designers we designed a unique modular concrete bridge using TMR standard specifications.
This bespoke concrete road bridge design with a span of 14 meters was built in a similar footprint as the old timber bridge with only 72hrs of full road
closure required. The project, including demolition of the old bridge, was completed within 12 weeks in strong collaboration with stakeholders. Due to the environmentally sensitive location, impact on the environment was kept to a minimum via an effective holistic design process. Using an alignment similar then the existing bridge prevented any interference with native title.
A detailed construction staging plan was included in the tender specifications to make sure the contractor adhered to the minimum access requirements for affected stakeholders. This included a staging methodology and maximum contractual timeframes for any road closures, continuous pedestrian access requirement and the deployment of two taxi shuttle services during any road closure.
The bridge replacement project was a real success. The extremely quick construction of the new concrete bridge, with a design life of 100 years was successfully completed in early 2022.
The Minjerribah Panorama Coastal Walk Stage 1 project, at Point Lookout on North Stradbroke Island (Minjerribah), was completed in November 2021, providing a 400m safe path and engaging coastal walk experience along the island’s headland between Snapper Street and the Frenchmans Beach access stairs. Sensitively designed infrastructure including boardwalk, trail, and seating and viewing platforms support access to the highly valued landscape.
Balancing excellence in engineering, safety, the environment, Aboriginal and European cultural heritage, visual amenity and cost, while remaining sensitive to the area’s existing character was key to the planning, design and construction processes. This project has improved liveability through strategic place-making outcomes, significant pedestrian upgrades, addressing safety concerns and additional landscape amenity.
Stage 1 set the scene for future stages and delivered immediate benefits to residents, visitors and the environment including improved and enhanced: pedestrian safety along Mooloomba Road and at the corner of Mooloomba Road and Snapper Street entry and safety at the Frenchmans Beach access stairs – including renewal of the top section of stairs and installation of a drinking fountain, seating and a bicycle rack visitor experience through new boardwalk sections and lookout areas environment through the treatment of erosion prone areas, weed removal and revegetation formalised parking adjacent to Frenchmans Beach access stairs.
Future stages:
Stage 2: extend link from Frenchmans Beach renewed access stairs to Point Lookout township centre incorporating Quandamooka wayfinding and signage.
Stage 3: major streetscape and park upgrade including review of pedestrian/ vehicle movement within the township centre.
Balonne is a remote Shire in south-west Queensland, home to just over 4,300 people with a 15.9% Indigenous population.
In early 2018, Balonne Shire Council began mapping the future. The “Hub” Project in St George was developed to meet the vision of an imaginative and inclusive place for everyone where learning, innovation and coming together to grow ideas are the core foundations.
Our goal was to challenge perceptions of a regional destination with innovation and deliver an unexpectedly Urban experience in education, arts & culture at all levels to develop the liveability of the Shire. Showing its not just the city that can deliver high quality community assets.
Council achieved the following objectives:
• Reinvigorate the library as a vibrant arts and culture destination, an icon in Balonne offering solutions for learning and gathering. Experiences that are a match for the contemporary expectations of community and visitor target markets.
• Generate increased social benefits with the expanded Cultural precinct for both indoor and outdoor events. A place that reaches and engages with a significantly broader audience, encouraging the community and visitors to the region to embrace learning and the arts as part of everyday.
• Increase long term sustainability with the installation of mandatory climate controls and conversion to energy efficient systems
• Grow economic activity to the Balonne region by increasing local and tourist visitation to The Hub.
The $5.6 million “Hub” was officially opened 7 March, made possible with grants from the Commonwealth Government and a $1 million contribution from Balonne Shire Council.
MOOLOOLABA FORESHORE STAGE 1 –SUNSHINE COAST COUNCIL Sunshine Coast Council
Sunshine Coast Council has delivered the first stage of the multiple-stage, multi-million dollar Mooloolaba Foreshore Revitalisation (MFR) project. The new $16M Northern Parkland is located on prime beachfront at Mooloolaba and was previously the site of a former caravan park and bordered by a severely degraded seawall.
The transformation of the area has opened access to the broader community and will deliver major economic benefit to Mooloolaba. It enhances the famous esplanade’s reputation as a world-class destination for locals and visitors.
Guided by the Placemaking Mooloolaba Master Plan endorsed by Council in December 2015, the overall foreshore revitalisation will increase public beachfront parkland by 40 per cent and provide new community spaces, enhanced family facilities and accessible amenities - all of which aim to celebrate the natural and inclusive Sunshine Coast way of life.
Stage One Northern Parkland was developed with the support of the Queensland Government in association with Sunshine Coast Council.
Department of Transport and Main Roads (TMR), Queensland
The Captain Cook Bridge (CCB) is Brisbane’s busiest bridge. With more than one million vehicles crossing weekly it is a vital piece of infrastructure connecting South-East Queensland.
The CCB consists of two separate post-tensioned concrete box girder superstructures (northbound and southbound), formed of an arched concrete cantilever bridge. It is 550m in length and incorporates halving joints that support drop-in spans within the main spans.
Since opening in 1972, loading on the structure has increased from three lanes of 33 tonne vehicles to catering for four lanes of traffic and up to 50 tonne vehicles – 50 per cent more load than what it was designed for.
Ahead of the bridge’s 50th birthday, TMR undertook a program of complex rehabilitation works to address the aging asset and ensure the longevity of the bridge, enabling it to meet future operational requirements.
The $26 million CCB Rehabilitation Project applied world-leading technological advances in design solutions, materials and construction methods to
replace distressed bearings and strengthen the halving joints across the bridge.
The project accomplished outstanding multidisciplinary achievements in engineering, made an invaluable contribution to the economic growth of Queensland, and minimised impact to the community and environment during construction.
The success of the project is a result of true teamwork and collaboration, using the latest innovative technology to maintain Queensland’s world-class infrastructure.
The initiatives developed and implemented for the CCB Rehabilitation Project will have a lasting legacy, enabling the lessons learned to be adopted on future projects for years to come.
Sharon Fong makes water work. With over 20 years’ experience in civil engineering in New Zealand and Australia, Sharon leads an engineering team delivering $25 million of stormwater infrastructure annually for the Gold Coast. Sharon is the asset custodian for a $5.2 billion stormwater network.
Sharon graduated with honours from the University of Canterbury in 1995 and began her career in private industry in New Zealand and then Australia. She has participated and led water engineering projects from tender to delivery stage in the transport, bulk water supply, environment, mining and government sectors.
Sharon joined the City in 2013 providing hydrologic and hydraulic analysis for green and brownfield multi-disciplinary municipal projects. She is passionate about environmentally and financially sustainable urban stormwater management.
Sharon has been instrumental in developing the Gold Coast’s Stormwater Drainage Management Plan which ensures the movement of stormwater through the city for the protection of people, property and the environment. Sharon always goes the extra mile and is the go-to person for all things stormwater.
Sharon is active in the engineering community promoting STEM programs in local high schools and mentoring young engineers as a mentor for the Queensland Academy, arranging for students to attend engineering events on the Gold Coast.
Sharon also volunteered in the city’s evacuation centres during the recent floods.
Shannon has delivered public infrastructure to a high standard within and beyond Queensland and created pathways for the next generation of engineers. He has designed and delivered critical infrastructure to communities in Northern and Central Queensland and remote communities in Papua New Guinea, including water and wastewater treatment plants and pumping stations and pipelines. He also has extensive experience leading non-critical infrastructure projects such as public housing, playgrounds and parks, and health and education facilities.
Shannon has led several critical and high-value projects in regional Queensland. He is the GHD Project Manager on the $400M Haughton Pipeline Duplication Project Stages 1 and 2. He is the Project Director for the business case and design works on the $60M Big Rocks Weir Water Supply Project, and the $200M upgrade package for the Townsville Water Treatment Plant design works. He has also collaborated with several local councils to improve regional community liveability.
As Consult Australia’s (CA) Queensland Committee Chair, he works with Industry to advocate for the improvement of community infrastructure delivery and nation-advancing projects. He also sits on the James Cook University Engineering Curriculum Board and is a CQ University Engineering Curriculum Advisor, where he advises on the improvement of engineering training. His commitment to future engineers is also evident in his position as GHD’s Regional Market Leader Northern Australia, where he has re-established the Cadet Program for school leavers and created and implemented a Vacation Student Program to support the next generation and retain talent in the regions.
Cardno now Stantec
Chris is being nominated for the “Professional of the Year award” as he has shown since joining Cardno in 2018 that engineers of all backgrounds can work together to produce the best outcomes for the community. Chris’ was trained in the ‘public sector’ having started his career as a scholarship holder with TMR prior to working for TMR as a post graduate for 8 years. Chris then joined Ipswich City Council for 2 years where he learnt to apply his previous experience to more local road projects, although working with the community was more critical than generally applying a standard which would not have provided the desired outcome.
In 2018, Chris left ICC and joined Cardno as a Senior Engineer in the Springfield office. Chris quickly moved through the ranks of Cardno, as he was able to implement the skills he developed while working on the Client side and applied them while working in consultancy. Chris’ ability to utilise this knowledge while also training other engineers to do the same, allowed Chris to move into the Springfield Office Manager role where he managed a team of 30 engineers, designers and drafters. Chris again excelled in this role, growing his client base of not only TMR and Local Government authorities, but also private industry clients by applying the same principle of ‘Best for the Community’. In early 2021, Chris was again promoted to Queensland Transport Lead for Cardno where he now manages a team of over 75 staff across the state.
Elise is a driven, compassionate, and collaborative leader. Her genuine passion for social inclusion, empowerment of women and sustainable development are part of her personal and professional fabric. She couples these passions with her professional skills to deliver for clients and community alike.
Her technical competency combined with her excellence in communication and leadership has assisted to facilitate some of Queensland’s largest infrastructure projects from Cross River Rail to the Rockhampton Ring Road (Fitzroy River’s third bridge). The seamless delivery of these complex, multidisciplinary public infrastructure projects typify Elise’s career to date, similarly, the ease in which she assimilates into teams and leads with enthusiasm and professionalism. Her career to date is a highlight reel of delivery for pleased clients that acknowledge the efforts of a passionate, genuine team player.
Elise sits on multiple Boards, is an active member of her local community and is highly regarded in the engineering industry. Elise has shown excellence in Public Works and made valuable contributions towards the future of the region. Elise brings a balanced approach to her work through the application of human-centred design, pragmatism and seeking out diverse perspectives.
She is an asset to her region and is sure to continue to develop and foster the sustainable growth of her profession, her people and her values.
Toowoomba
Trevor Mitchell is a dedicated stakeholder engagement practitioner who worked as a senior journalist before moving into communication advisory and stakeholder engagement roles initially for the Department of Transport and Main Roads (TMR) and then onto Toowoomba Regional Council (TRC) in 2013, where Trevor is currently Council’s Principal Stakeholder Engagement.
Trevor’s extensive consultation experience for Council has been utilised in working groups for major nation building projects such as the Toowoomba Second Range Crossing and Inland Rail as well as local projects of significance such as escarpment park upgrades, road construction, mountain bike trails, sports precinct and city centre master plans, water and sewer projects to name but a few.
The Stakeholder Engagement team at TRC is a small but dedicated centralised service. Trevor drives a strong engagement philosophy and practice throughout Council and always supports his staff, Project Managers and other areas of Council and is highly respected for doing so. Trevor seeks to mentor and provide opportunities for his team to grow their own skills amongst a diverse project management portfolio.
Trevor is a true advocate of genuine stakeholder engagement and understands the risks for Council and the community when early, proactive and genuine engagement is not employed. Trevor consistently displays strong, inspirational leadership and team support. He is well regarded by his peers, internal customers and external stakeholders and his desire to serve the community and pass on his learnings to others is highly commendable.
Established in regional Queensland in 2008, Proterra Group is proud of their history supporting and strengthening communities across regional Australia. Their focus is to use their skills and experience to improve the living conditions of regional communities through building better infrastructure, providing practical, flexible solutions and sharing what they know with who they can.
Over the past 14 years, they have gone from strength to strength with the support from their employees. To date, Proterra Group have around 60 employees and permanent offices in Toowoomba and Goondiwindi, site offices in Quilpie and Cunnamulla, and 6 waste facilities managed throughout Regional Queensland. Proterra Group have nominated for the 2022 IPWEAQ Employer of Choice Award to showcase their everevolving culture and to say thank you to all their staff for all that they do.
Western Downs Regional Council (Council) proudly embodies its endeavour to create and sustain ‘a diverse region at the forefront of the changing world’. Council delivers this vision by prioritising, a strong diverse economy, Active vibrant Communities, quality lifestyle and a sustainable organisation.
This direction through all facets of the organisation makes it a welcoming environment where staff are able to see their direct positive impacts on their community. Council has an attractive remuneration package along with numerous professional and personal development opportunities provided to ensure staff are productive in their work and supported to work and live the way they need to.
Council employs 630 staff (headcount) as well as many direct consultants and contractors which represents an approximately 2% of the region’s population. There are 6 main offices across the 38,000 km2 region ensuring staff can be engaged form all over the region.
Council believes ‘It’s the People that Make It’ and therefore those people need to be given every opportunity to live, work and enjoy their community in a way that is accessible and appropriate for them.
(September-November)
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September 22
Item/Handle
Number of views
RS-100 Public Utilities Typical Service Corridors and Alignments (1/2302) 140
RS-140 Subsoil Drains Details and Location RS-140 (1/1730) 112
DS-010 Stormwater Access Chamber Detail 1050 to 2100 Diameter (1/2367) 108
RS-080 Kerb and Channel Profiles and Dimensions Including Edge Restraints, Median & Channel (1/2309) 98
RS-051 Heavy Duty Vehicle Crossing (1/1712) 92
RS-090 Kerb Ramps Ramped Pedestrian Crossings (1/2307) 86
Calling All Operators: Water Focus (Gralton, Desire) (1/4658) 70
Complete Streets: Guidelines for Urban Street Design (IPWEAQ) (1/2946) 68
RS-065 Pathways Concrete Pathways Construction Detail (1/1717) 66
PANIC STATIONS! When State Government funding rules our asset condition assessment schedule (Burchett, Shelley et al) (1/5412) 64
October 22
Item/Handle Number of views
RS-051 Heavy Duty Vehicle Crossing (1/1712) 224
RS-100 Public Utilities Typical Service Corridors and Alignments (1/2302) 210
RS-140 Subsoil Drains Details and Location RS-140 (1/1730) 146
QUDM (IPWEAQ) (1/4983) 102
RS-065 Pathways Concrete Pathways Construction Detail (1/1717) 90
Complete Streets: Guidelines for Urban Street Design (IPWEAQ) (1/2946) 88
RS-080 Kerb and Channel Profiles and Dimensions Including Edge Restraints, Median & Channel (1/2309) 84
Aboriginal Cultural Heritage Duty of Care Guidelines (DATSIP) (1/5727) 84
Public Works Professionals Orientation - Day 1 Album 1 (1/7511) 80
RS-090 Kerb Ramps Ramped Pedestrian Crossings (1/2307) 78
Item/Handle
Number of views
Multiple Regional Township Master Drainage Management (Niven, Daniel) (1/7958) 264
RS-100 Public Utilities Typical Service Corridors and Alignments (1/2302) 172
RS-140 Subsoil Drains Details and Location RS-140 (1/1730) 132
RS-080 Kerb and Channel Profiles and Dimensions Including Edge Restraints, Median & Channel (1/2309) 122
The Future Has Arrived, Using Artificial Intelligence for Sealed Road Maintenance (Hegedus, Stephen) (1/7953) 118
RS-090 Kerb Ramps Ramped Pedestrian Crossings (1/2307) 118
RS-065 Pathways Concrete Pathways Construction Detail (1/1717) 116
RS-051 Heavy Duty Vehicle Crossing (1/1712) 110
Timber Bridges in Local Government – Part of the Solution not the Problem (Goodman, David et al) (1/3232) 102
DS-050 Drainage Pits Field Inlet Type 1 and Type 2 (1/2357) 92
Road trauma is a significant issue in Queensland. While previous initiatives such as the introduction of seat belts, the lowering of blood alcohol limits and the safety improvements in cars have had a positive impact on road trauma, data indicates that we need to look at new ways of thinking about road safety.
132 delegates attended the inaugural Road Safety Forum held earlier this year. The forum was a hybrid event with 50 attending in person and 82 watching the live stream. This event aimed to provide practical examples of effectively managing the crash risk in road design and operations.
The day was broken up into several themes, these being: Why should you care about Road Safety?
• What did Network Safety Plans ever do for us?
• Building road safety into projects.
Black Spot Process from Go to Woah
The first session set the scene by unpacking the Transport and Main Roads Road Safety Policy, safety interventions and safe system assessments. It provided some practical examples from the City of Gold Coast Road Safety Plans for 2015 and 2021. A highlight of this session was an interactive presentation by Paul Zlatkovic and Kenn Beer from Safe System Solutions. By using real-time polling against a series of questions, they were able to provide a clear explanation of safe system assessments that will assist practical decision making on the ground.
The next session addressed the role of Network Safety Plans and provided some case studies and practical activities on how they can be implemented. Traditionally, road safety treatments have been considered on a project-by-project basis based on traffic volumes, speed limits and crash data. This process may not result in the safest network with consistent corridor outcomes. Network safety plans adopt a ‘stereotype’ approach and consider the level of safety risk with a standard of road cross-section design and intersection treatment strategies for each corridor appropriate to its functional role. The best overall safety outcome for the network is achieved. The benefits of Network Safety Plans are: Network-wide prioritisation Network-wide consistency Reduces risks on a networkwide basis
• Road Stereotype Standards provide the benefit of focusing scope of work (reduces Optioneering)
• Shorter development timeframes
Session three explored the practical aspects of building road safety into projects. It commenced with a case study demonstrating how the appropriate application of the Lower Order Road Design Guidelines improved safety for a significantly greater proportion of the whole road network with the limited resources available. This presentation was followed by a panel of experts working through the considerations required when building safer roads following the road system management process. The panel looked at the safety considerations made at the concept stage that can be carried on through the asset’s planning,
design, and construction. The panel commenced with Senior Sergeant Nicole Fox of the Queensland Police Service providing examples of the road trauma we are trying to avoid as part of the road safety system and management process. She also offered insights into how the Forensic Crash Unit is becoming more involved by proactively analysing the problem in collaboration with other key stakeholders. Other topics discussed included:
Total project life-cycle Development and assessment of options using the safe systems approach
Understanding the needs of all road users
Network-level considerations Improving safety through roadside design
• Road safety under constrained temporary traffic arrangements
• Traffic engineering and road operations
The final session provided delegates with the tools to assist in making Black Spot applications while also addressing some of the misconceptions related to Black Spot funding. The session commenced with two case studies showcasing the process of making black stop submissions and the benefits to the communities. South Burnett Regional Council and Southern Downs Regional Council shared how robust data, stakeholder consultation, and proactive communication were essential for achieving the desired outcomes.
Michael Gillies followed these case studies, providing an overview of the Black Spot Program, tools available, and examples of what a good
nomination looks like. This includes:
A concise description of the problem.
A crash diagram to demonstrate in terms of crashes what the problem is. The diagram must be supported by the descriptions of the crashes.
A concept drawing to show the treatment. A concise description of the proposed treatment is also required
A cost estimate, including reasonable and appropriate amounts for contingency
The day wrapped up by busting some of the myths regarding the Black Spot Program. These included:
• The Black Spot program is only for reactive crashes.
• Busted. Black Spot nominations can also be made for proactive projects, addressing issues identified in Road Safety Audits or an AusRAP based assessment.
• Only the big cities get the road safety funding because they have more traffic and more crashes.
• Busted. Funding is allocated to 50% urban and 50% rural over the three-year program. We have not had to change any priorities, though, as we usually get close to this breakdown of supported and approved projects each year.
• Nominations can only be made by the road authority once a year.
• Busted. Public submissions can be made anytime. Nomination forms prompt public members to identify the safety issues, known crashes and suggested treatments and are then sent via TMR to the relevant road authority for their submission as part of the annual TRSP development round.
• Projects cannot exceed $2m in total value.
• Plausible/Busted. While Black Spot funding is limited to $2m for each nomination, local
governments can add their own funding contribution. Note, however, that the total project cost (Black Spot and LGA funding) is used to calculate the Benefit-Cost Ratio.
While a lot of content was covered during the day, the feedback received was very positive. There was an opportunity to hear from knowledgeable, skilled, and experienced professionals about practically applying policy, theory, and guidelines. The day also provided the opportunity to network and build relationships with others from across the sector.
I want to acknowledge all of the presenters for their generous contribution to the event’s success and special mention to Andrew Burbridge and Michael Gillies from the Department of Transport and Main Roads for their assistance in the development and planning of this event. We look forward to the next Road Safety Forum in 2023.
Career breaks are inevitable in most people’s working lives. Whether it be time off to start a family, travel, study or change career paths, having a break in your career is likely to happen at some point. But how do you integrate back into the workplace after months or even years off work?
Returning to work can seem like a daunting prospect to a person who has just spent months, or even years, away from the workplace occupying their brain space with things completely different to their usual day-today work. This anxiety can be worse for parents returning to work, as they, not only have to refamiliarise themselves with technical knowledge and understand any changes that may have occurred, but also need to overcome the guilt of leaving their child/ren with strangers and juggle pick-ups and drop-offs (especially with kindergarten aged children). This can be a reason for parents, specifically mothers, to choose alternate career paths after having children.
Figure 1: Full-time income of men and women after taking parental leave Vs no break from work
Figure 2: Part-time income of men and women after taking parental leave Vs no break from work
It is not new information that women represent an underutilised and undervalued talent pool in STEM careers. In addition, the work culture and systems currently in place in many STEM workplaces do not provide support for women to confidently return to work following maternity leave.
This is not only detrimental to the women who lose engagement in the workforce, but also to businesses that experience significant talent loss. This should be concerning to employers who are experiencing these types of losses as they are losing an investment when talent and intellectual property leave their business.
A study from the Australian Department of Industry, Science, Energy and Resources (DISER) compares wages of men and women within 5 years of graduation. The study is based on graduates from 2011 and shows that women who took time off to have children earned less in full time positions than those that did not take a break. This same data also shows that men who took a break to have children generally did not earn less than their counterparts who did not take a break, except in higher paying positions. The study also shows that men who worked part-time generally earned more than women working part-time
regardless of whether they were working part-time due to having a new child or not.
The Supporting Working Parents: Pregnancy and Return to Work National Review 2014 delivered by the Australian Human Rights Commission shows:
Almost half (49%) of mothers experienced some form of workplace discrimination while pregnant, on leave or returning to work from parental leave
Over a third (36%) of mothers experienced this discrimination upon their return to work
Almost one in five (18%) mothers reported that they were made redundant, restructured, dismissed or their contract was not renewed either during their pregnancy, when they requested or took parental leave or when they returned to work
• Nearly a third (32%) who were discriminated against resigned or sought a new job 84% of mothers who experienced discrimination reported a negative impact on their health, finances, career and job opportunities as a result of the discrimination
Whilst these statistics do not paint a great picture for women wanting to start a family, it does show that workplaces can do a lot more to support mothers when they return to work following parental leave.
Transitioning back into the workplace after a career break can be challenging, but there are a few things that employers can do to support their workers and make the transition as smooth as possible.
In Australia, the Fair Work Ombudsman allows for every employee to take 12 months of unpaid maternity or parental leave and return to work after the birth or adoption of their child. The Fair Work Act 2009
ensures the employee has a right to return to the same job, on the same working conditions after their parental leave. If they want to engage in a different working arrangement, such as part-time hours, this is subject to negotiation.
The Australian Human Rights Commission states employers must treat workers returning from parental leave fairly. The Fair Work Commission helps employees and employers negotiate, and processes applications relating to unlawful termination.
Support new parents whilst on parental leave by keeping conversation lines open and ensuring that they are aware of any informal events such as lunches or dinners for staff leaving or celebrations. I would often attend lunches and dinners with my new baby in tow. It was a great opportunity to get out of the house and stay in contact with colleagues and meet any new starters when they first start. Informal events can also be an excellent opportunity for new parents on leave to stay in the loop of what is happening in the workplace during their parental leave and prepare for any potential challenges before officially returning to work.
Keeping the lines of communication open also allows for employees nervous about their return to start communications early. It’s important to have conversations about arrangements that might be needed in relation to
breastfeeding or expressing, time off for sick children, and flexible working arrangements, etc.
To retain the talent and expertise of mothers in the STEM field, we need to debunk the myth that women who seek flexible work arrangements are less ambitious. This cannot be further from the truth. In fact, they simply take different routes to achieve their goals; they make sacrifices and rethink the way they work. In my experience, mothers working under flexible work arrangements are more efficient, organised, and productive than their full-time counterparts; simply because they must be, and this can be a great asset to a company.
A change in mindset may be required. Rather than measuring a person’s success on the number of hours they spend in the office, measure it by the work they complete. If work is being completed, does it matter if the person is only working 20 hours a week, or works most of their time at home?
Transitioning back into the workplace is tough. No one should be expected to get it right all the time, so do not put that kind of pressure on yourself or your employee. Ensure your employee is making time to look after their mental and physical health. If you notice any changes in their behaviour, ask them if they are ok and support them to get any help they may need.
R U OK provides fantastic resources and support about how to have this difficult conversation - How to ask “Are you OK?” | R U OK?
How Parents can Improve their Transition back into the Workplace
Along with the above suggestions for employers, there are also some things that parents can do to help ease the stress of returning to work following parental leave.
1. Organise childcare early
Whether you are planning on using a daycare centre, a family daycare or friends and family, making sure these arrangements are set in stone well before your planned return to work will help put your mind at ease. There can also be long waitlists at some daycare centres, so if you have your mind set on one, enrol early.
If you choose a daycare facility, it is recommended to do a few play dates, so that you can get to know the educators and they can get to know you and your child. Also, do one or two test days to tackle the stress of leaving your child with strangers for the first time without the added stress of it being your first day back at work after parental leave.
No one expects you to be able to do it all! Asking for help is nothing to be ashamed of. Most employers are fair on their staff and realise that raising a child and working isn’t easy. There may be times when you think it’s all too much, but push through those difficult days and you will find you are able to enjoy your career again.
Once you have your routine sorted, you may even start to appreciate the small freedoms that come with returning to work, like being able to enjoy a cup of tea/coffee, having an adult conversation that is not all about your children, or going to the toilet without interruptions!
As reported by the Australian Human Rights Commission, 27% of the mothers who experienced discrimination upon their return to work felt it as part of performance assessments and career advancement opportunities.
According to the 2019-20 Workplace Gender Equality Agency dataset, only 18.3% of chief executive roles in Australia are held by women, and men outnumber women on boards by almost three to one. So how can employees and employers work together to allow mothers to continue to advance their career without expecting them to put work before the needs of their family?
1. Acknowledge the skills people gain when they become parents
A common misconception heard is that women who take time off to have children don’t advance their managerial skills while those who remain in the workplace do. However, as many would know, managing small versions of yourself requires an immense amount of strength, energy, resilience, patience, problemsolving, multi-tasking, and the self-control and negotiation skills of a bomb diffusing expert.
Whilst these skills aren’t learnt on the job, both employees and employers should acknowledge the growth of these skills in parents when evaluating candidates for management positions.
2. Accept that managers don’t have to work 70 hours a week to be effective managers
School pick-up and drop-off, swimming lessons, football practice, dance lessons, cooking dinner, making sure bills are paid on time and keeping the house somewhat presentable. It sounds like a lot, even before factoring in that it all must happen outside of work hours.
Managing your time outside of work hours also helps you to learn how to use your time in work hours most efficiently. So, if you are managing your time well and delegating effectively, there is nothing stopping you from moving up the ranks while working reasonable hours.
A commitment to continued development is a requirement for professional engineers and this commitment doesn’t need to take a break just because you are not in the office. Keeping up to date with current technical standards and guidelines, expanding on your knowledge with webinars or TED Talks, and attending conferences will all help to reduce any impacts of a career break. It is recommended that organisations continue to support parents attending suitable CPD opportunities even whilst not in the workplace.
If you are not already a Registered Professional Engineer of Queensland, use this time to log your CPD and focus some effort on obtaining that title before you are trying to balance work and family life, and time becomes a more valuable resource.
If you’re looking for information and support, the Supporting Working Parents website is a great Australian Government initiative that could help.
Dominique Keirens
This was not an article I thought I would feel the need to write. Up until a few years ago, I was fiercely resistant to being characterised by my gender as a professional, I was the last person to think I would be part of a Women Leadership in Public Works Engineers Australia program.
I strongly advocated that competence and value should be disassociated with gender and any conversation that banded women together was counter effective to achieving the outcome that was desired. Never accepting invitations to professional ‘women’s’ events. I enjoyed, and still do enjoy working with male colleagues and colleagues of all different gender and cultural backgrounds. It has only been when progressing into leadership roles, and specifically working in an operational ‘blue collar’ environment that I experienced overt as well as passive discrimination. So, while hesitant to being characterised as a professional ‘woman,’ I now do understand and support awareness and education on this real issue of women being hindered in adding their optimal value in a business environment.
For the first 15 years of my career as a chemical engineering in the water industry, while my gender did at times influence how I
was treated, my professional contribution was always respected. Because of this, I was averse to being part of the professional ‘women’s club’. Organisation diversification is well understood to be essential for a sustainable and high performing business (Holden R, 28 April 2021). However, what does this really mean in western society? Does this mean that anyone who is not a white male in an organisation is required to play a role? Be the stereotypical ‘woman,’ or ‘non-Caucasian’ or ‘non-Christian’ or dare I saw, non-heterosexual? Are they then expected to behave in a certain way? And if this certain way does not align with this expectation, does that mean diversification has failed? I have been encouraged, no, told, if you work hard, apply yourself, demonstrate competence, higher order thinking, you will succeed. Gender was not a consideration. While the rhetoric of ‘diversification’ is loud, the truth is, it seems to some, it is acceptable to have a diverse mix in an organisation if you play the expected role. The problem is, I did not opt in for a career in acting.
Taking gender aside, what is a good leader? The definition of a
leader is ‘the person who leads or commands a group’ (Oxford Learner’s Dictionary, 2022) and while this is a commonly understood definition, the quality of a good leader is a dinner table conversational topic that will evoke differing opinions. To me, a good leader means, someone who takes proactive responsibility, works towards an outcome that adds value, and support and guide others to achieve a common goal. But, most importantly, a successful leader knows when to be guided and seek support, but also knows when to cut through the uncertainty, ambiguity and decide a way forward. How this is achieved, and the success of these leaders will be dependent on personalities and culture.
A bit about me and my story. Fresh off the plane from Belgium at age 5, 1984, I started school in the area now called Pimpama, Gold Coast Queensland. I spoke no English. It was me, my older brother, mum, and dad starting fresh. Maybe because of this start and the support of my family, I become accustomed to challenge and change. I am the person that starts things with wide eyed enthusiasm but not always performing the best. I seek and say yes to most opportunities that come my
way, I try to reflect, learn from my mistakes, and improve at each chance of doing it again. I started as a struggling student and finished in the top cohort. It was the same at high school, and again at university. The pattern is repeating itself in my career, but time will truly tell. I built up my engineering career, working in private consultancies, providing advice, recommending solutions, learning, and developing my skills. On a personal note, I seem to pick up a few close friends in most phases in life. I seek deep connections with people and have low interest in anything less.
Being a chemical engineer in the water industry has given me an opportunity to see many parts of the world and Australia. I have been privileged to have worked with highly competent engineers, managers and leaders, who have been exceptionally supportive, encouraging and constructive in feedback and guidance. I have continued to learn and develop my skills, both technically and managerially, through formal education and experiential learning, completing a dual degree in engineering and business management at The University of Queensland, and a master’s in business administration at Griffith University. Combining engineering with business, my professional goal was to manage teams in an engineering environment, guide business outcomes to meet sustainable strategic objectives. I aim to finish my working life feeling that I have contributed positively to the community.
Starting my career in Brisbane consultancies, children came along after working for 13 years and I took a role working for Gold Coast Water. This was closer to home and somewhere I could directly impact decisions to support community sustainability – Perfect! I quickly learnt that Council is a complex environment, with a history of change, driven by political and legal pressures. While it is a monopoly it is an essential service
provider where certain standard cannot be compromised. Four years into the role as a senior planning officer, I performed to a level that seemingly satisfied, and four years ago, I was offered a higher order leadership role, however now it was in an operational environment rather than solely engineering. Again, the pattern repeats. I am now a mid-level manager, currently managing a team of 45, made up of engineers, project and construction managers, supervisors and maintenance crew. A role that was outside my experience, and a little outside my comfort zone, but again, wide eyed and enthusiastic, and continually learning. The major difference with this role is that the technical learning is not as steep as the ‘human’ learnings.
My approach was like most when starting in an unfamiliar environment, I started to deep dive and learn what each area did and how they did it. I was inquisitive, and my understanding grew, and so too did my ideas and suggestions for change. While most people were accommodating, I quickly learnt, in this environment not all people liked being questioned, especially that which was instigated by me, a woman. While, my approach in the past was met with constructive conversation, now, in this environment, it was met with dismissive, passive aggressive behaviours. I found in this environment, certain influential people had minimal experience with female managers and thought it inconsequential to avoid me and talk disrespectfully to me and about me. Something I had never experienced before and wanted to understand better. The feedback received when asked for reasons for such behaviour was never about my thinking or performance, it was about my delivery, being unemotional, or too emotional, I could not laugh at the same things as others, jokes I found to be disrespectful I could not and would not join in the laughter. Some comments were simply that they found it challenging to
work for a woman.
Now, this story is not about me being the ‘good one’ and others being ‘bad’. For me, it’s about acceptance of people’s differences, and my experience is that the tolerance of these differences is disproportionate between genders. It seems inconceivable that a male colleague would be accused of being ‘unemotional’ or a female saying ‘I find it challenging to work for a male’.
If you are familiar with personality profiles, I’m a moderate D (Dominance) and for the Myer Briggs profile I’m a moderate ENTJ / ENTP (Extravert, Intuitive, Thinking, Judging/Prospecting) also known as the ‘Commander or Debater’. You could say, I’m no wilting violet and probably not someone that fits the stereotypical ‘female’ personality type. I’m outcome focused, and I dig away until I understand something, and I progress toward an outcome I understand to be best. While various management styles with this personality are accepted and often praised when observed in male leaders, there seems to be an expectation that female leaders must be softer, ‘sweeter’ and less assertive, but also be able to fit in with the ‘boys’ and their ways of working. If confidence, competence, and assertive styles are demonstrated from a female leader, it is not uncommon that this style is unaccepted and negatively received. Certain people struggle to view women as anything more than mothers, sisters, daughters, wives, or even damsels in distress. Professional communication styles are challenging for these people who cannot align reality with personal bias. While I am not suggesting this behaviour and mindset is prolific, in fact most of my colleagues, mentors and associates are exceptionally talented, respectful, and supportive, constructively receive and give information and feedback. However, Pareto’s rule does present itself.
The few that demonstrate these
behaviours, can cause a wake of cultural and organisational performance damage, hindering the value of organisation diversification, and making professional women work harder to gain traction to succeed. A recent organisational cultural survey identified that Council, in all areas does not support honest, respectful, constructive conversation, and operates predominantly using passive / aggressive, aggressive / defensive behaviours. However, and to reflect the willingness to change, there is a drive to shift and support productive behaviours and not allow the few to overshadow positive and supportive achievements and initiatives. This movement recognises that attitudes of disrespect can and do impact overall performance and hinder opportunities to progress. While I still feel I have been fortunate and have predominantly
been exposed to incredibly open minded and progressive influential people, these negative experiences apply more broadly than to me alone. I see highly competent, motivated and passionate women in business who are often less valued and reluctantly promoted when compared to their male counterparts, who seem to almost have a higher chance of professional progression simply due to their physical makeup being more familiar.
So, the question being, ‘Is gender relevant to good leadership?’ I do not believe so. I still advocate for equality in business. I do not want to be classified as a ‘woman’ leader, nor do I want other women to be seen or spoken about as ‘women’ in business. I want to be a person, doing a role, to the best of my ability. I will be judged, as every person of any gender or cultural affiliation is, but this judgement I
hope will be on my performance, my capability to add value, and that I demonstrate pursuit to leaving something behind better than when I started. I will not apologise for not meeting the expectations others have of what a ‘woman’ leader should be.
Holden R, (2021) How diversity can be leveraged to drive organisational performance, https://www.businessthink. unsw.edu.au/articles/diversityorganisation-performance
Oxford Learners Dictionaries ‘Leader’ (Sep, 2022), (https://www. oxfordlearnersdictionaries.com/ definition/american_english/ leader#:~:text=Definition%20 of%20leader%20noun%20 from%20the%20Oxford%20 Advanced,not%20a%20 natural%20leader.%20 She%27s%20a%20born%20 leader.)
The Bribie Island National Park is a sand barrier island separating the Pumicestone Passage from the Coral Sea. Other similar islands off south-east Queensland are Moreton Island, the Stradbroke Islands and Fraser Island.
The northern end of the island spit is narrow and historically there was a significant risk of overtopping and breakthrough of the spit which is categorised by a narrowing of the land over recent times. The northern entrance of Bribie Island has changed location over the years, ranging from extreme south in 1962 to its current extreme northern position that was in place during the recent breakthrough event.
Erosive pressures on the sand island spit are at their highest during summer months when moist tropical air flows generate storm events such as ’East Coast Lows‘ and occasional cyclones which typically increase the loss of sand on the eastern side of the island. During accretion season, typically the winter months, calmer conditions will increase volumes of sand on the eastern beaches. However, the rates or erosion have typically been higher here than the rates of accretion, leading to a narrowing of the spit and increasing the risk of the breakthrough scenario.
Another factor impacting the northern spit of Bribie Island
is the prevailing sediment transport directions at this location. Sediment investigations in the northern area of Bribie Island, and around the Kings Beach headland, show that the typical net northerly transport of sediment which dominates the east coast of Australia is not the directional transport flow here. This net southerly transport can be seen by the increasing width of Bribie Island in the south, and the groyne at Kings Beach which is on the southern side of the beach and has accreting sand on its northern side.
The northern spit is managed by different government and public stakeholders and these stakeholders play an important role in how this area is to be managed in the future. The Queensland Government is responsible for the management and monitoring of Bribie Island as a National Park, with Council responsible for the management of the Golden Beach foreshore which is a designated Coastal Management District. Golden Beach is situated south of Caloundra and features a significant population of residents on the foreshore and in the canal and lake estate of Pelican Waters. Golden Beach and the Caloundra headland have also been a major tourism destination for the Sunshine Coast since the early 1900s and the associated businesses are major stakeholders in this region.
In the 2020/2021 storm season a wash over occurred on the sand spit during a significant swell event. The wash over consisted of ocean swells breaching the sandy dunal system at the northern spit and these ocean generated waves entered the passage. The vegetation at the wash over location was lost and the sand levels reduced to just above the
highest astronomical tide (HAT), however a full breach did not occur during this time.
In January 2022 a large swell event affected south-east Queensland and the ocean swells broke through the wash over location on the spit and breached the Pumicestone Passage. This event created the current southern breakthrough location that is visible on site today. The breakthrough began as a 50m wide channel that entered the passage however with the persistent La Nina weather pattern during this storm season the breakthrough has now increased to almost a 500m wide channel.
The new breakthrough at this location is now becoming the dominant entrance to the passage and many changes are beginning to be observed along the foreshore of Golden Beach. Some changes that have been observed since the breakthrough are: the predicted tidal heights and timeframes, the formation of a sandy delta on the western side of the new breakthrough site, channel locations in the passage, narrowing of the northern entrance channel, and swell propagation to areas of the foreshore that were typically only affected by wind-generated waves from the passage. As the breakthrough locations stabilise these new impacts will change over time, and it is possible that the conditions we see today may not persist into the future.
Bribie Island National Park is managed by the Queensland State Government’s Department of Environment and Science, therefore Council’s planning focus is on the foreshore along Golden Beach. In 2009 Council commissioned a risk assessment which identified various breakthrough scenarios
and the potential risk that these posed to the foreshore along Golden Beach. The report also detailed the State Government’s position at that time to let natural processes run their course and for Council to manage the impacts to the foreshore.
This report was followed in 2014 by the Shoreline Erosion Management Plan (SEMP) which was intended as a document to provide detail around Council’s preferred management options for addressing the current and potential coastal erosion issues and the management responses for these sites. The SEMP focused on a 10-year time period and considered current erosion issues associated with a defined 2% AEP storm event (significant wave height). The SEMP identified that the beach units along Golden Beach were all susceptible to changes and erosive pressure in the event of a breakthrough scenario occurring.
An action of the SEMP was to conduct regular monitoring of the Golden Beach foreshore which was funded and conducted since 2015. Prebreakthrough the sand beaches along this foreshore were typically impacted by channel migration and wave generated waves. An additional action was to conduct more investigations regarding the potential Bribie Island Breakthrough and provide a detailed response plan should a breakthrough occur.
The Golden Beach and Bribie Island Breakthrough – Options, Design, Approvals and Investment Plan was completed in January 2015 as a recommendation of the SEMP. The plan was intended to provide: identification of viable options for addressing the potential impacts from a permanent breakthrough, a clear preferred approach by council to shoreline management implementation, a document for public consultation, information for statutory bodies to evaluate proposed actions, and supporting information for any future development approval
applications. The key threat identified in this report was the change to tidal regime within the passage which would lead to increased risk of tidal inundation associated with storm tide events, with greater emphasis on lowlying land and assets in this location.
Implementation of the Plan began after the report was endorsed by council, and the main driver of implementation was the inclusion of the Plan’s recommendations in the 10year capital program. Although a breakthrough had not been realised at the time of the report, the threat posed by a potential breakthrough was significant enough to warrant inclusion in the capital program to ensure upgrades of ‘at risk’ assets were provided in a timely fashion, and for reactionary works to be limited if the breakthrough scenario was realised.
The process implemented by council along the Golden Beach foreshore has shown the importance of planning for risks associated with naturally occurring events with unpredictable timeframes. Early identification of the hazard was an important first step in the development of this issue as without identification of a hazard there could be no risk assessment produced. The risk assessment was then used to further identify and scope the potential hazard and to provide council with a document detailing the four most likely breakthrough sites for monitoring. From this position council was able to model which sites provided the
greatest risk, which breakthrough site was most likely, what the short- and long-term threats to the foreshore were, and then recommend the production of an erosion management plan. Once the risk assessment had been completed council was able to produce the detailed document (the Plan) that was utilised to implement funding and works. These steps proved vital for council to provide a proactive response to the breakthrough.
The immediate future of the Pumicestone Passage, Bribie Island and the Golden Beach foreshore is still uncertain. It is worth noting that the reports listed in this article do not discount the possibility of further breakthroughs occurring at another of the four sites identified in the 2009 report (Site 1 is the current breach). The tidal regime is unlikely to stabilise in the short term and channels in the passage are likely to modify over the medium term. It is still uncertain how much of the sandy delta will protect the foreshore from ocean swell propagating into the passage and the final form of the northern entrance is changing every day. Council faces significant challenges in managing this dynamic situation but the progression of the planning documentation over the last 15 years has facilitated a scientific and proactive approach for council to utilise. Further engagement of both state government and affected residents and businesses will prove vital in future management decisions along this dynamic coastline and estuary environment.
June
NjoguPhD Candidate, School of Civil & Environmental Engineering, Queensland University of Technology
David
Simmons General Manager, Austek Asphalt ProductionChaminda Gallage Associate Professor, School of Civil & Environmental Engineering, Queensland University of Technology
Waste tyres, including passenger car tyres, create significant environmental issues when they reach the end of their life and are disposed into landfills.
Tyre recycling is one of the solutions to these environmental issues; however, only certain tyre types, such as truck tyres, are preferred by most recycling techniques. Two local Queensland companies have in combination discovered a unique process to break down the waste tyre into usable products via a process known as thermal desorption. The thermal desorption process to extract fuel from tyres is an innovative technique to recycle
all types of tyres, including and especially passenger car tyres. The Recovered Carbon Black (rCB) is a by-product of this process. Due to its limited usage, it is immediately accumulated after production and research is therefore needed to investigate possible applications to make the recycling process even more sustainable and environmentally friendly.
The rCB can be used as a mineral filler in asphalt mixtures, to replace a portion of fine aggregates, resulting in increased sustainability and performance of pavements.
Every year more than 56 million tyres reach their end of life in Australia. More than 60% are landfilled, stockpiled, illegally dumped, or ‘lost’, adding to a global contaminated waste problem. Queensland generated approximately 12 million equivalent passenger units of end-of-life tyres during 2015–16, of which only 14% were recycled (Randell report, 2017). As tyres are built to last, they are not naturally degradable or easy to treat and therefore if not managed properly, end-of-life tyres can create economic, health and environmental issues.
The different recycling methods
include re-treading, reclaiming, combustion, grinding, and pyrolysis, each with its advantages, disadvantages and different end products being obtained. Pyrolysis involves thermal degradation of the waste tyre in the absence of oxygen. The recycling method enables truck, passenger, motorcycle, forklift, bicycle tyres etc to be utilised, and valuable end products such as tyre oil and syngas to be generated. After the oil and ash removal process from tyre pyrolysis, a high-purity commercial carbon black is obtained.
The Product Carbonphalt® (Austek’s registered trade name) is Austek’s proprietary dense grade asphalt mix design incorporating rCB as a filler material, for enhanced performance properties while providing environmentally friendly and sustainable benefits. The tyres used in these mixes are exclusively sourced from local Queensland council waste facilities and sources.
The recovery process used by Queensland tyre recycler, Pearl Global, sees every component within the tyres, recycled and reused. The shredded rubber tyres go through a series of heating chambers, the steel is removed, the fibres are taken out and the
rCB is left. The thermal desorption technology adopted by Pearl Global produces rCB with a carbon content of approximately 80%. This offers a sustainable alternative that can replicate, to a reasonable degree, the properties of virgin carbon black.
Working in conjunction with Pearl Global, Austek Asphalt production have developed systems to allow the incorporation of both rCB and tyre derived fuel oil into their production of asphalt mixes. The rCB is added to the pugmill with the heated aggregates and hot bitumen to produce rCB modified asphalt mixes. While the tyre derived fuel oil is used to replace diesel that dries the aggregates in the mixing drum. By so doing, 10 passenger vehicle tyres are reused in every tonne of rCB modified asphalt produced by Austek.
In July of 2021, Austek in collaboration with the City of Logan and Tyre Stewardship Australia conducted a sideby-side comparison trial of the innovative Carbonphalt® asphalt mix by resurfacing a section of pavement on Miller Road, Logan Village. The project stretched over 410m in length in both carriageways. The first 200m was paved using conventional TMR AC14H C320 mix, and the remaining was paved with Austek’s Carbonphalt® mix, incorporating 1% of rCB.
The test method was designed to directly compare and highlight the differences in performance and benefits between Carbonphalt® and the conventional Queensland Department of Transport and Main Roads (DTMR) asphalt mix. The project was also aimed to provide a continual specimen for examination, where the longevity and field performance of the two asphalt mixes could be monitored over an extended period.
The Australian Road Research
Figure 1. depicts the resilient modulus values obtained for unaged and aged specimens of AC14H-320 and Carbonphalt® (AC14H – 1% rCB) mixtures at 25°C.
Figure 2. The calculated strain at 1,000,000 cycles for the AC14H and AC14H –1% rCB mixes
Board (ARRB) were engaged to conduct the sampling at the job site, and the laboratory performance testing. All the 100mm cylindrical test specimens for the resilient modulus tests and fatigue beam specimens were prepared using the gyratory and slab compaction methods respectively, achieving the target air void content of 5±0.5%.
To simulate the field ageing of asphalt, some compacted specimens (for both mixture types), were conditioned at 85°C for 120 hours in accordance with AASHTO R30.
In general, both mixtures showed a similar trend with aged mixtures having slightly higher resilient modulus compared to
the unaged mixtures. (As the asphalt hardens or becomes stiffer, the strain is reduced thus leading to an increase in Resilient Modulus).
The resilient modulus of the Carbonphalt® (AC14H-1% RCB) is 25 % - 31% higher than for the AC14H mix in the unaged and aged samples respectively.
Further, fatigue performance of Carbonphalt® AC14H – 1% rCB mix increases with ageing while there’s a reduction in performance in the AC14H mix.
Figure 2 shows that as expected, the performance of AC14H reduces with long-term ageing. As the stiffness increases, the
fatigue life reduces and therefore a lower strain level of 137 µƐ at 1,000,000 cycles. Interestingly, the fatigue life of the AC14H-1% rCB mix shows a longer fatigue life in the aged mix. Given the vagaries of fatigue testing, even with the voids and temperature controlled to +/- 0.5% and +/- 0.5˚C, there could be some subtility in the voids and temperature influencing the results and therefore further investigation is needed.
The improved performance 1% rCB modified mixtures could be due to the difference in structure and morphology of rCB compared to lime, with rCB causing a more locked up
aggregate skeleton. The chemical composition of rCB could also influence the bitumen, improving the adhesive bond between aggregate and bitumen.
Market Penetration and cradle to grave reconomy. The introduction of rCB to the asphalt products has not only produced a massive step forward in finding an end use for problematic passenger car tyres but has proven that the performance of the asphalt produced is delivering higher modulus, higher Kn strength, improved resistance to moisture susceptibility, better compaction in the field and superior safety attributes via colour retention
and better surface friction.
Combining rCB and the tyre derived fuel oil from Pearl Global’s unique world first processes, Austek Asphalt production is reducing its carbon footprint by 42kg/ Tonne of Co-E2 in every tonne of asphalt produced. This equates to 10 passenger vehicle tyres being repurposed in every tonne of asphalt produced delivering a true circular economy.
To date, over 25,000 Tonnes of Carbonphalt® has been successfully delivered to over 7 local supporting councils in Southeast Queensland.
We recently held a one and a half day training conference in Roma for our Regional Projects Team. The training enabled our various regional teams from Goondiwindi, Quilpie, Cunnamulla and Western Downs to meet up in a central location to gain and share knowledge, experiences and interact socially away from the work front. Attendees comprised of our Director’s, Engineers, Project Managers, Contract Administrators, Civil Inspectors and Supervisors.
My Regional Projects team is one of four Divisions of Proterra Group, the others being Engineering, Asset Management and Waste Management. The Regional Projects Division is responsible for the delivery of DRFA Flood Recovery projects in regional and outback areas of Queensland, in addition to other civil infrastructure projects as they arise. This see’s these teams working closely and integrally, alongside Local Government Authorities in these areas, from the initial event declaration phase, damage identification and pick up, QRA submission, Project Management & delivery, all the way through to completion.
The training days were an initiative of the company Directors, Jim and Ricey to facilitate cross sharing of ideas and knowledge to all the staff in this part of the business as one of the five company values is “growing our people”, which we are proud to facilitate to our staff as much as we can. The days were facilitated by Jim and me, with the training covering a variety of subjects and interactive segments such as damage pick up and
assessment, understanding the DRFA - QRA funding structure process, safety focus, Temporary Traffic Management, First Aid Training, and a final interactive group workshop on where to improve our current systems and processes. Of which we took a number of learnings away for incorporation into the business. Another of our core values is “being open book” and this was evident of the conversation and interactions between all in the group. Feedback from the
attendee’s was that enjoyed the interaction and took away both new ideas and a better understanding of the roles they play in this important sector. All are very passionate that they contribute to restoring community assets in the regionals that they live and work in and enjoy the work that they do.
I feel the time invested was of good value and will enhance our staff’s existing vast depth of experience in this area, and it will most likely become a regular annual event. The training will enable Proterra to further the value of service to our current and future clients.
David Bell holds an Associate Diploma in Civil Engineering through the University of Southern Queensland, and has over 35 years experience within the Road Construction and Maintenance industry.
David began his career as a Construction Technician with the Department of Main Roads in North Queensland. After 12 years with the Department, he expanded his road industry knowledge as a Maintenance Superintendent in local government with Cairns City Council. Following that, 12 years industry experience in Asphalt & Bitumen Spray sealing Industry, having worked for Pioneer North Queensland, and then moving to South East Queensland at Allens Asphalt, post this was 8 years as the Regional Manager for the South Queensland area for Stabilised Pavements of Australia Pty Ltd.
His current role epitomises the encompassing knowledge and experiences gained throughout his career so far, as is currently employed by Proterra Group in Toowoomba as Regional Projects Manager responsible for managing DRFA and civil projects throughout the regional areas of Queensland and New South Wales.
The town of Emerald is supplied by two existing water treatment plants (WTP’s); the Opal Street WTP and East Nogoa WTP. The Opal Street WTP requires significant maintenance and upgrade works to ensure the ongoing reliability and compliance of the plant. Recent planning services identified the need for augmentation of existing pipework to allow the plant to be taken offline to enable these much-needed upgrade works. Further, the upgrade to the existing media filter outlet and chlorine dosing pipework was identified by CHRC as priority works for the site.
AECOM utilised 3D digital survey and modelling technologies to undertake the detailed design of these works. Due to the nature of the brownfield site, AECOM used a combination of point cloud survey of the
area around the existing filters and a topographical feature survey for the remaining site to complete the design services. A 3D model was developed, to ensure conflicts with surrounding pipework and structures were avoided during the design stage.
From the point cloud survey, a 3D model of the proposed network upgrades was created utilising AutoCAD Civil 3D. The model was created with pipes and fittings based on manufacturer’s dimensions and where possible, the manufacturer-supplied individual 3D fitting models. This maximised the accuracy of the design by representing all pipework and fittings in the model as they would be constructed on site.
Use of these tools enabled the
ability to visualise and detail complex fitting arrangements, avoid clashes, and optimise constructability prior to construction. Due to the accuracy of the models, greater confidence was achieved in the design. As a result, construction cost and program risks were reduced.
Our continued collaborative effort with CHRC may introduce further opportunities for 3D modelling, namely our commitment to the sustainable legacy we have in relation to asset management through extended design life of infrastructure and paperless drawing production. As the water industry matures in its use of 3D modelling, this project represents a practical and scalable approach for water utilities that can be applied on a wide range of projects.
Central Highlands Regional Council (CHRC) is a local government located in Central Queensland, Australia. The region encompasses an area of around 60,000 square kilometres and is home to approximately 30,000 people. CHRC is committed to continuous improvement, a sustainable future and efficient investment in its communities. CHRC provides a range of vital services for its residents and businesses and is committed to further developing its economic, sustainable, and social infrastructure to meet community needs and maximise and enhance community wellbeing.
The town of Emerald, located within the CHRC region, is supplied by two existing water treatment plants (WTPs); the Opal Street WTP (installed in the early 1970’s) and the East Nogoa WTP (installed in 2015). Currently, the Opal Street WTP supplies west Emerald and East Nogoa WTP supplies east Emerald with no ability to feed both west and east Emerald from one plant.
The Opal Street WTP requires significant maintenance and upgrade works to ensure the ongoing reliability and compliance of the plant. Recent planning services completed by AECOM for CHRC, identified the need for augmentation of existing pipework at the Opal Street WTP to allow the plant to be taken offline to undertake much-needed upgrade works. Further, the upgrade to the existing media filter outlet and chlorine dosing pipework was identified by CHRC as priority works for the site. These augmentation and upgrade works need to be undertaken whilst continuing to provide potable water to the community of Emerald.
To allow for the reconfiguration works, AECOM in collaboration with CHRC, utilised 3D digital survey and modelling technologies to undertake the detailed design section of this work.
Having completed the concept and preliminary design prior to the engagement for detailed design services, the team were aware of several challenges and complexities within the site, including:
Space constraints around existing buildings, filters, clarifiers, and pipework.
• The majority of the connections into the existing network were above-ground with little to no flexibility due to flanged joints and availability of space between existing infrastructure (refer Figure 1).
• Limited available shutdown times (maximum 8 hours) and limited operational flexibility within the plant due to water demand.
To further reduce potential conflicts and risk during construction, the team considered an alternative 3D approach. These complexities involved in completing the design at the Opal Street site, prompted the 3D approach.
The concept and preliminary
designs were based on topographical feature survey and buried services location (potholing). However, throughout the design development, it was found that the survey data within and around the filters (pipework and appurtenances), particularly the above-ground network, was not sufficient for the design to be progressed.
Data collection and interpretation
Due to the nature of the brownfield site, AECOM and CHRC opted to use a combination of point cloud survey of the area around the existing filters and the existing topographical feature survey for the remaining site to complete the detailed design services. The point cloud survey ensured maximum locational accuracy of the existing filters, above-ground network and most importantly the existing flanges for the proposed connections.
A local surveyor was engaged to complete the 3D scan in and around the filters. Following the physical site scan, the automatically georeferenced
point cloud data was made available to the AECOM engineering team. With approximately 25 million points per scan, over 50 scans were provided (i.e., 40 GB of raw data). Increased computational power was required to process the raw point cloud due to the extremely large data set associated with the point cloud data.
The proximity of the thousands of individual points within the point cloud allowed the visualisation of a 3D surface. Although there were no attributes assigned to each point, the scan was completed with red-green-blue (RGB) colours to match the colours of existing infrastructure on site which enabled the visual identification of each infrastructure component.
The 3D point cloud file was imported into AutoCAD Civil 3D as the base file. From the point cloud, a 3D model was created of the existing and proposed network upgrades. The model was created with pipework and appurtenances based on manufacturer’s dimensions and where available, the manufacturer-supplied individual 3D fitting models. This maximised the accuracy of the existing and proposed design by representing all pipework and appurtenances in the model as they exist and will be constructed on site (refer Figure
2). At the time of the initial model build it was found that the manufacturer’s database for fittings was limited, this has significantly developed since. Manufacturers were more than willing to assist in providing models of their fittings for the model development allowing the designers to further build the internal database and provide additional efficiencies for future projects.
Following the development of the existing site infrastructure within the model, calibration of the model to onsite points was undertaken. The 3D point cloud survey has a theoretical accuracy of +/- 1 mm however the accuracy of the scan was influenced by the following:
Constraints at the site (i.e., space between filters, buildings, pipework, etc. for the flight path).
The author would like to acknowledge the following for their contributions this project to date:
Marvin Pacheco, Acting Manager Water Utilities, Central Highlands Regional Council
Andrew Sheales, Coordinator Engineering Water Utilities, Central Highlands Regional Council
Abby Carolan, Team LeadWater, Rockhampton, Technical
Practice Lead – Civil, ANZ, AECOM Australia Pty Ltd
Tim McMaster, Senior Technical Officer, AECOM Australia Pty Ltd
Lindsay is a Civil Engineer with over four years’ industry experience in the local government and private sectors. Lindsay has been involved in various projects across transport, hydrology and hydraulics, water infrastructure, construction administration and civil infrastructure. Eager to experience a wide range of projects, Lindsay worked with Gladstone Regional Council as an undergraduate where she completed her final year engineering project in the water and wastewater sector. Beginning with AECOM as a graduate in the Water Resources team in 2018, Lindsay has since transferred to the Water Infrastructure team to further broaden her experience.
Fun Facts:
I love sport (after hours you’ll find me on a field of some sort)
• Once upon a time, I wanted to be a mathematician
I have two younger sisters, one of which is in the Navy, the other who works for the local Council.
The Mackay Waterfront is set to be a game changer for the region. It will be a destination that will significantly increase the liveability, economic diversity and tourism appeal of the city and the region. Mackay Waterfront will deliver an active and engaging range of spaces and experiences that will unlock the character and true value of Mackay’s Pioneer River and city centre.
The redevelopment of the Mackay Waterfront is a long term (20 year) vision and council is invested in ensuring all relevant activities to support the key outcomes are well co-ordinated and considered.
The diversity of the project drivers means the delivery of the project is multi-faceted and involves the planners, creatives, engineers and technical decision makers to work together to achieve the key outcomes. There are five key elements that are the focus of Mackay Regional Council (MRC) in bringing these drivers to life:
1. Planning and Infrastructure
2. Governance
3. Council Investment
4. Economic Development
5. Placemaking and Activation
Planners often have great ideas and are excellent at solving problems, some of which you never even knew you had. Too often however, those great ideas, hidden in strategies, master plans and planning reports get left on the shelf and aren’t realised, despite the opportunity to deliver significant benefits to a community.
Particularly within a local government context, there are a few primary reasons this can occur, such as a failure to navigate the complex project pipeline process, local government department silos, and not clearly communicating the project outcomes to a diverse audience.
There has been significant investment by Council to ensure the Mackay Waterfront does not sit on the shelf. The project pipeline process and the complexity of converting this great idea into reality is widely understood by all parts of the organisation and there has been extensive consideration of matters such as risk, opportunity, asset life-cycle, and financial and environmental sustainability in decision making.
The Mackay Waterfront has been in the project pipeline since 2016, with the first few years focussing heavily on the PDA planning framework (development scheme) and infrastructure investigations. This extensive prework identified clear constraints and opportunities and the declaration of the PDA in 2018 was heavily backed by the studies undertaken. This understanding, in conjunction with good governance is a key element driving the project forward.
The concept and declaration of the Mackay Waterfront PDA began several years ago as a strategic planning initiative, with oversight by an established advisory committee of the mayor, some councillors, and five external, highly experienced technical professionals from varying fields. The intent of the advisory committee, is to challenge, test and provide learned insight into similar projects and initiatives so as not to ‘re-invent the wheel’ and to help guide priorities of where council should best focus energy and resources to achieve the best value. The advisory committee has no decision-making power, they provide advice and recommendations to enable the project team and Council to make decisions.
As the Mackay Waterfront is a key priority from a political perspective, there is very strong support and buy-in from an organisational level for the project.
Council made the decision two years ago, to establish a dedicated stand-alone project team to align and deliver all elements of the Mackay Waterfront project drivers. This team is primarily responsible for infrastructure planning and design within the Mackay Waterfront area, driving and enabling private investment, and placemaking and activation. There is considerable effort by the team to regularly engage and work together with a range and external and internal stakeholders to ensure these responsibilities can be delivered.
3.
Council is committed to a
long-term investment of the infrastructure and public realm improvements to support growth and liveability within the Mackay Waterfront area. The Mackay City Centre was revitalised in 2017 for $18M thanks to shared funding from council and the Australian Government. Queens Park, the “Green Heart” of the Mackay Waterfront has undergone a $8.86M revitalisation thanks to full funding support from the State Government.
The current focus is the Riverside Revitalisation project. The Australian Government has recently committed to investing part funding of $4.1 million through the Building Better Regions Fund, to kickstart the Council $9 million revitalisation project that will re-orient the city to its beautiful blue Pioneer River.
The prime Riverfront location between the iconic Paxton’s and the Mackay Fish Market will be transformed and returned to the community with new public realm, a pontoon development and building upgrades to a former waterfront restaurant building. The first stage of the project is under construction and due for completion December 2022.
Council has also undertaken strategic riverfront purchases to protect the long-term vision of the Mackay Waterfront and to enable the Riverside precinct to remain accessible to the community and reach its full development potential.
The Mackay Waterfront was declared as a PDA in May 2018 in conjunction with the State Government, through the Minister for Economic Development Queensland (MEDQ), to establish the necessary policy framework to support the intended development, economic and community outcomes for the area. The establishment of the PDA means there is a longterm commitment by council to facilitate investment and streamline the planning and approval process.
Council has a range of supporting development incentives including a dedicated First Point of Contact and Facilitating Development Policy. This policy offers concessions on infrastructure charges of up to 75% for eligible development based up to a concession value of $2M.
Further, Council has recently gone through an expression of interest process for the private development of six prime Council-owned land parcels within the Mackay Waterfront to stimulate private investment. The process resulted in the shortlisting to a local development consortium, ReNew Mackay, with a development vision of circa $300M, who Council is now working with to establish a development agreement.
Placemaking is seen as a key enabler for the Mackay community to connect with the Mackay Waterfront and particularly, the public realm investment. Creating an expanse of public area without adding the ‘soul’ is akin to building a show house without furnishing it, and having no-one move in. As engineers and technical decision makers, we often underestimate and undervalue the soft elements that make a house a home, or a public space a wellloved destination. The reality is, if we build the infrastructure, on time and on budget, as per the design plans, and have no community filling the space or having private investment follow, the project has failed to meet its objectives.
Council has dedicated resources and funding towards placemaking, activation and facilitating events with the Mackay Waterfront. A Place Audit and Place Plan has been prepared to understand the opportunities, focus areas and to ultimately have community-led outcomes to be a major part of stimulating economic growth.
In summary, the Mackay
Waterfront after years of planning and project development, is now in the implementation phase and there are exciting things to come. The current construction of the Riverside Revitalisation project has generated heightened interest and confidence from private investors and the community. Accordingly, placemaking and economic development initiatives are at the forefront of delivery to complement the public realm investment to help convert this great idea, into a great place.
Mackay Regional Council – Mayor and Councillors, Mackay City and Waterfront program, Strategic Planning program, Economic Development program, Capital Works directorate and all other relevant internal stakeholders
Minister for Economic Development Queensland Australian Government (Building Better Regions Funding)
Kylie Rogers is a civil engineer with over 20 years’ experience in the planning, design and delivery of public infrastructure in Central Queensland and the UK. During her career she has worked extensively as an engineer and manager in the water industry and of recent years, has focussed her skills towards the revitalisation of Mackay’s city and riverfront area. Kylie is currently the Manager of the Mackay City and Waterfront redevelopment at Mackay Regional Council and is passionate about delivering high quality services to the region.
Three Fun Facts:
My favourite drink is a cold pint of Guinness
• One of my favourite movies for a laugh is ‘Hunt for the Wilderpeople’
I have a passion for art and creativity
The Institute of Public Works Engineering Australia Queensland (IPWEAQ) has been asked to participate in a roundtable discussion, initiated by the Local Government Finance Professionals Queensland (LGFP) in conjunction with Queensland Treasury Corporation (QTC). The intent of the roundtable is to unpack the issues and their impacts, to Queensland Councils, from increasing financial and service delivery pressures from the economic and supply chain impacts caused by covid 19, the Russia-Ukraine conflict, and natural disasters. The overall objective of the event is to assist councils to form strategies to manage the budget processes, regional supply chain and service delivery issues.
On the 22nd of April IPWEAQ sent an invitation to the Public Works sector via email, including all seventy-seven regional Councils, requesting the sector to share their current supply chain and other pressure points. IPWEAQ received responses from seven constituents and collated the responses. The seven constituents were made up of four regional councils, Local Government Association, one material’s supply company and an engineering consultancy. The information gathered has been split into two key sections, those being “Pressures currently being felt” and “Suggested Solutions”. The material was then grouped into “like data” which formed the following headings under each section: Resourcing, Recruitment, Funding Deadlines, Cost Pressures, Procurement, Covid19,
Natural Disasters/ Climate Change and Governance.
The findings from the data showed serious concerns in four of the like data sections, those include resourcing, recruitment, cost pressures and procurement with more than half of the seven replies indicating issues in these like data fields.
Resourcing: Key concerns around access to goods, services and consultants in a reasonable time frame, slow uptake of new or innovative technology by LGA’s, broad supply chain issues, onerous reporting requirement, and constrained budgets reducing the capacity for proper service delivery.
Recruitment: Key concerns around recruitment are lack of technical staff to fill positions, an ageing workforce, low wage offerings of LGA’s, local government not the first choice of career employment (image awareness).
Cost pressures: Most resources, materials and consumables are increasing in cost exponentially. Also, excessive insurance fees and risk management cost blowout.
Procurement: Excessive lead times, shortage of supplies.
A limited number of proposed solutions were provided. A spattering of solutions came from most of the constituents that replied, with more focus placed on the following data collection sections: Resourcing, recruitment and procurement.
Resourcing: LGA’s building capacity to manufacture and supply materials and resources. LGA’s corporatizing function and services.
Recruitment: Alternative sources of employment pools, lift fees to enable higher wages.
Procurement: Establish a centralised procurement body, better understanding of extended lead times.
Overall, the representative sample of reply data is minimal. However, there are clear indications of concern for a number of touch points where more than half of the constituents, who replied, provided feedback for similar like data sections/issues, which included resourcing, recruitment, cost pressures and procurement. A limited supply of suggested solutions were provided, and again, most were targeted at a small number of issues including resourcing, recruitment and procurement. The raw data responses are collated in the below table.
Consultants overcommitted and unable to deliver quality, on-time results; BAU reporting / valuations etc. in a time of peak demand for all engineering professionals
Major delays being experienced across all asset classes but particularly light and heavy vehicles.
Local suppliers are placing orders with the manufacturer, but it may take some weeks/months for a production spot to be made available.
Biggest delay for heavy vehicles is the building of trays or specialist backs (road making, toolboxes etc). Some specialist equipment is now taking up to 2 years to be delivered (prior to COVID this would have been approx. 12 months). One supplier has recently asked for a 50% upfront deposit on his product – approx. $160k upfront with no guarantee of delivery in 18 months. We politely declined and went with another option.
Supply of RCP (Reinforced Concrete Pipe) is under extreme pressure right now. It is a national supply issue, not just SEQ.
Market demands are at unforeseen very high levels, combined with a long-term Pipe Supplier (Rocla) exiting the market 2 years ago in NSW & QLD.
The biggest issues we’re encountering at the moment are around sourcing new plant, vehicles & items such as concrete pipes & culverts
We struggle to do structural jobs, due to low fees and often individual-ness of the design.
Councils/state government are slow to embrace new technology.
In 2017, AS1726, included surface wave technology as a test method. Despite the fact that this technology is fast, economical and accurate, we never have received a contract or enquiry from government.
Higher than normal turnover of field staff – retirement for those of age and increased opportunities with private sector for others
Lack of professionals to fill technical positions
Difficulties recruiting competent trades labour
We cannot compete with the mining industry, and we have to rely on local service providers who are also extremely busy
Local Government seems to be at the tail end of career options for school leavers
We have very tight budgets and operate on skeleton crews across the organisation, with a customer base that is quick to criticise
Availability of professional services whether it’s recruiting staff or engagement of consultants There are pressures of lack of staff, and low wages.
The staff are hard to get and not adequately trained to do the work.
Wages are far too low, yet we are hamstrung by low fees.
The universities are too expensive.
The teachers are often foreign, and even if you can understand them, and their knowledge is too generic and not contoured to Australian Industry.
Grant funding-imposed deadlines placing increased demand on limited resources
Costs of products have also increased considerably over the last 12 months – by way of an example 8 months ago we placed orders for 30T Volvo trucks for approx. $200k – the latest round of quotes have the same trucks (make and model) now at $280k.
Increase in fuel costs has been covered by media but along with increases to fuel we have also had major increases to the cost of oils. All parts and consumables have also sustained 10-15% increases over the last 12 months.
Steel/iron products have had multiple increases in prices – almost monthly for the last 8 months. Some shortages in products have been experienced but at least the Australian production has increased to help stabilise this area.
Costs are also increasing
PI insurance fees/excesses are too high, and out of control, hence we look at the risk of jobs and often decline to do them.
Management of risks of projects has driven costs of project delivery higher.
Huge delays on key construction materials, resulting in many stockpiling making lead times even longer
We have a commitment against 21/22 budget of 160% but only expecting 80% to be delivered this financial year (hopefully) pushing the other 80% into next financial year. Local suppliers are predicting a delivery date but our experience is that delivery is usually another 6-9 months after this.
Shortages in filters has meant that we no longer do ‘just in time’ procurement of these type of items – we are now needing to plan at least 6 months out and have in stock. Consequently, the value of stock on hand has significantly increased.
Ability to obtain and cost of materials/ parts are impacting on costs and overruns in project delivery.
Lead times are extending significantly
Supply is not guaranteed as these are generally imported products
Procurement of services.
Lack of competitive tenders/ amount of work in regional urban centres is making remote work less attractive for contractors.
Positive: A positive in all this however is the price we have obtained by auction for the sale of our disposed assets – crazy prices currently being paid but this will only be short lived (I suspect).
Covid 19
Stimulus packages by governments during and coming out of COVOID 19 has focused on the construction industry which is welcomed by manages of roads and community infrastructure. Such programs and amount of works has required flexibility in various facets of project delivery.
Natural Disasters/ Climate Change
Seasonal nature of works programs in Northern Australian and reduction in the widow to complete maintenance and delivery of projects is reducing due to extended wet seasons.
Management of asset users’ expectations
Competing interest for asset spend public amenities/ industry / regional economic development/ accessibility/ road safety.
Time spent in dealing with red tape when delivering infrastructure projects
The work we do, majorly is based on a template.
If we do not have a template, we are delayed in output times, and usually it is not profitable to undertake these jobs. We are increasingly declining to do these jobs.
Legislative compliance and regulations, public monies accountability (preferred panels Local Buy)
Does LG need to look to have its own pipe manufacture plant somewhere in SEQ for example? Or an area like Somerset has a timber plantation for supply in the future for LGA’s? Richmond Valley Council developed and manufactured the Doolan Deck bridges for years quite successfully. Some councils do operate their own quarries and/or asphalt plants. How many suppliers outside of their LG boundary?
Or should a LG corporatise its construction arm for works across the industry? This is one step further than the original hope of the regional road groups where resources would be shared across LGA’s but to my knowledge this rarely occurred.
Currently in QLD & NSW, lead time for Steel Reinforced Concrete Pipes is around 40-52 weeks from order.
We are working hard to improve and update existing and new factories.
However, this does take a lot of time and Capital Investment.
RCPA can offer another type of RCP – FRC Pipe as per attached.
FRC has a much shorter lead time currently around 8-12 weeks.
FRC Pipe has been around for many decades and proven history.
Opportunity for other suppliers to enter the market
Ageing workforce is a significant issue especially in civil construction.
Employment and retention of professional persons in regional and remote councils.
Project management Engineers
I now know of several key LG engineer mentors of industry that have now moved to a semiretirement phase of their career, focusing more on project work (big or small). These guys are great as their fees don’t have the normal corporate consultant overheads and they know our industry. How do we tap into this pool? How do we expand it? Can it apply to a younger cohort? Fees need to increase x3.
I think fees should be free for core courses of math, physics, engineering, teaching.
Universities should welcome industry to undertake some lessons.
There has been an increase in costs due to fuel, but I believe this will be only short term and this is reflected in contract rate increases only until June with a review clause.
Is there potential for a centralised procurement body? Local Buy does this to some extent but using the pipe example, rather than every council stockpiling some pipes a central body could do this or be large enough at least to get to the front of the list with manufacturers? Or potentially have quantities to economically source offshore when demand peaks are so high.
Order months ahead of delivery
Estimated costs of projects in long term budgets / financial planning are low and must be adjusted
Breaking down of projects to allow smaller contractors participation
Flexibility in program delivery by government agencies.
Covid 19
Relationships and trust between Mangers and contractors has been critical over the past two years. Being able to operate remotely and not actually visiting or inspecting works before payments are made.
In remote aboriginal communities there is still nervous around persons entering country and spread of COVID. This must be and is respected.
HR and work health in Central Australia due to increase in temperature will require flexibility and review of work practices.
Recognition there must be an increase in funding of mitigation and asset protection by government agencies and asset managers.
Review of existing long term asset management and long-term financial plans to reflect existing uncertain political climate.
It is always a challenge for asset managers in remote communities ensuring most efficient use of public monies against viability and sustainability of regional contractors and service providers. Consider the benefits of standardisation of processes across the industry. The time to get up to speed would be significantly reduced without having to learn another set of business rules, nuances etc but still providing largely the same service.
Significant findings from comparison of the prioritisation framework options were:
Bradley Jones Premise Australia Pty Ltd
Mackay Regional Council (MRC) engaged Premise Mackay Pty Ltd (Premise) to undertake pathway network planning for townships outside the urban area. The purpose of the project was to identify and prioritise potential shared use pathway and footpath projects.
Demand for travel between producers (developed lots in township and rural residential zones, and tourist parks) and attractors (education, commercial, public transport, open space, tourism, and other facilities) was estimated in QGIS and converted to monthly return trips by pedestrians and bicycles using off-road paths with consideration to trip length, mode share and environment (road hierarchy). A range of prioritisation framework options were developed which considered demand (unweighted), crash history, environment, transport disadvantage, trips by children on bicycles (weighted), total trips (weighted) and cost.
The very low numbers of pedestrian and bicycle related crashes in the study area meant that accident and incident history along was inadequate to identify projects which warrant prioritisation for reasons of safety.
• Giving equal weight to accident and incident history, and the demand for off-road trips by children on bicycles gave a more complete prioritisation of projects for safety but still did not prioritise all potential projects.
Prioritisation of lower cost projects identified more projects for delivery over the next 25 years with the unexpected consequence of broadly distributing projects across townships.
Projects with a higher safety priority generally cost more than projects with a lower safety priority, so a prioritisation framework giving equal weight to safety and value was adopted to produce a project prioritisation which balances, safety, providing for demand and addressing transport disadvantage.
The demand for active travel was insufficient to justify the provision of paths in townships with no open space of tourism attractors.
2016 Census data (Australian Bureau of Statistics 2017) for the
Mackay Region indicates that residents of non-urban areas are up to 60% more likely to walk to work than the local government area average, however, forward planning programs focus on delivery of active transport infrastructure in urban areas. Recognising this inconsistency, Mackay Regional Council (MRC) engaged Premise Mackay Pty Ltd (Premise) to undertake pathway network planning for townships outside the urban area.
The purpose of this project was to identify and prioritise potential shared use pathway and footpath projects. Planning was undertaken for 27 townships within the Mackay Region (MRC 2017) and areas within 5km, cycling distance (Department of Transport and Main Roads 2016), of the townships. This resulted in the grouping of the 27 townships into 16 networks.
Potential projects were identified and classified as either footpath or shared use pathway projects through an assessment of needs process. This process was based on modelling of existing conditions in the study area including land use and road hierarchy. Producers were identified as developed lots in township and rural residential zones, and tourist parks, Attractors were identified as education, commercial, public transport, open space, tourism, and other community facilities.
Demand for travel between
producers and attractors was estimated in QGIS. The methodology for estimating demand for each mode was as follows:
1. All trip producers and attractors were identified as points.
2. Road hierarchy data provided by MRC was plotted with all links classified as either Arterial, Distributor or Local Street. Some additional links were added and classified as Off-Road.
3. All producers and attractors were assigned to the nearest point on the network.
4. Trips from each producer to the nearest attractor of each type were assigned a route on the network using the QGIS ‘Shortest Path’ algorithm.
5. For each producer / attractor route, referred to as a demand unit (DU), the length was calculated. When estimating walking demand, routes longer than 800m were discarded and shorter routes retained. When estimating bicycle demand the relevant length was 5km.
6. For each link, the length of DU on the link was summed for each attractor class / demand mode to determine an associated demand value, V, measured in DU-metres.
The demand values, V, were converted to total travel distance in trip-metres for the relevant
mode by multiplying by a conversion factor, F. By dividing the total travel distance, FV, by the length, L, of the link the number of trips, Q = FV/L, was estimated. The conversion factor, F, is the product of factors representing mode share (M), population (P), trip frequency (f), and environment (E). The adopted factors were:
• Mode share (M)
• 4.0% for walking
• 1.2% for bicycles
• Population (P)
• For developed township and rural residential lots:
• 2.5 for public transport, tourism facilities and libraries (trips by all household members
• 2.0 for halls and commercial facilities (trips by adults)
• 0.5 for schools and open space (trips by children)
• For tourist parks
• 0 for schools and libraries (no trips by tourists)
• The number of sites in the tourist park for all other attractors
• Trip frequency (f)
• 20 for schools and public transport (weekday trips)
• 14 for open space and tourism facilities (trips every second day)
• 4 for commercial facilities (weekly trips)
• 1 for other community facilities (monthly trips)
• Environment
• 1 for all walking trips in all environments
• For bicycle trips to schools, open space, tourism facilities and libraries (by children)
• 1 for arterial, distributor and off-road environments (using off-road paths)
• 0 for local streets environments (sharing road space)
• For bicycle trips to bus stops, halls and commercial facilities (by adults)
• 1 for arterial and off-road environments (using off-road paths)
• 0 for distributors (with cycle lanes) and local streets (sharing road space)
A range of prioritisation framework options were developed as listed in Table 1. Table 1 also lists the criteria that were considered in the prioritisation frameworks. The Option 0 / Base prioritisation framework is consistent with criteria that were adopted by MRC to prioritise Mackay Isaac Whitsunday Principal Cycle Network Plan (MIWPCNP) and shared cycle path projects in more urbanised areas of Mackay.
Significant findings from comparison of the prioritisation framework options were:
The very low number of pedestrian and bicycle related crashes in the study area meant that accident and incident history alone was inadequate to identify projects which warrant prioritisation for reasons of safety. Therefore, the demand for off-road trips by children on bicycles was also adopted as a safety criterion.
• Even with inclusion of demand for off-road trips by children on bicycles, many of the potential projects were not warranted on safety grounds. Therefore, to allow all projects to be prioritised and provide a more holistic prioritisation of projects, it was recommended that safety be given only 50% weighting in the overall prioritisation framework unless identifying projects to be funded through specific safety grants such as Black Spot funding.
As an alternative to safety (Option 1), prioritisation of projects based on demand (Option 2) or value (Option 3) was also considered. Demand was assessed based on the estimated number of offroad trips by pedestrians and bicycles served by the project. Value was assessed based on the number of tripmetres of off-road travel by pedestrians and bicycles per $1,000 of construction cost. Not surprisingly, value gave higher priorities to lower cost projects than demand or safety. This had the follow-on effect of identifying more projects for delivery over the next 25 years. An unexpected consequence of this was a broad distribution of projects across townships which is considered a positive outcome in the addressing of transport disadvantage.
• Further investigations of project costs concluded that projects with a higher safety priority generally cost more than projects with a lower safety priority. It was concluded
that a prioritisation framework giving equal weight to safety and value (Option 7) resulted in a reasonable balance between improving safety, providing for pedestrian and bicycle demand, and addressing transport disadvantage.
• There were three (3) townships for which none of the considered prioritisation frameworks identified any projects for delivery in the next 25 years. These were identified as three (3) of the five (5) smallest / most isolated townships in the local government area (LGA). The study areas associated with these three (3) townships are unique in that they include no open space or tourism attractors. It is concluded that, without playgrounds, sports fields and tourism attractors, the demand for active travel is insufficient to justify the provision of paths.
The Option 5 / Cycling prioritisation framework was intended to prioritise projects through funding for cycling infrastructure, however, upon further investigation it was found that Department of Transport and Main Roads (DTMR) cycling grant programs are not applicable to township pathways and the federal government will not fund cycling infrastructure except as part of a larger project.
The recommendations of this project were that:
Potential projects be prioritised using what is referred to as the Option 7 / Safety & Value prioritisation framework unless identifying projects for funding through safety grants. The Option 7 / Safety & Value prioritisation framework is based 25% on accident and incident history, 25% on the demand for off-road trips by children on bicycles, and 50% on the number of trip-metres of off-road travel by pedestrians and bicycles per $1,000 of construction cost.
Australian Bureau of Statistics 2017, Mackay (R) (LGA34770), 2016 Census of Population and Housing, General Community Profile, Catalogue number 2001.0, Canberra
Department of Resources 2021, Queensland imagery latest state program public basemap service, Queensland Spatial Catalogue, Mapping Service, viewed 28 September 2021, http:// qldspatial.information.qld.gov.au/ catalogue//
Department of Transport and Main Roads 2016, Mackay Isaac Whitsunday principal cycle network plan (MIWPCNP), viewed 8 October 2021, https:// www.tmr.qld.gov.au/-/media/ Travelandtransport/Cycling/ Principal-Cycle-Network-Plans/ MIW_PCNP.pdf?la=en
Google 2021, Google Maps, Mapping Service, viewed 22 September 2021, https://www. google.com/maps
Mackay Regional Council 2017, Mackay Region Planning Scheme 2017 (MRPS), viewed 20 September 2021, https://www. mackay.qld.gov.au/__data/assets/ pdf_file/0011/258896/Mackay_ Region_Planning_Scheme_2017_ Version_3.1_.pdf
Mackay Regional Council 2021, Mackay regional integrated transport strategy (MRITS), Mackay https://www. connectingmackay.com. au/50028/widgets/313485/ documents/209024
Mackay Regional Council, Mackay’s internet mapping and property system (MiMAPS), Mapping Service, viewed 22 September 2021, https://mimaps. mackay.qld.gov.au/
Queensland Government 2019, Mackay – general transit feed specification, Open Data Portal, Dataset, viewed 20 September 2021, https://gtfsrt.api.translink. com.au/GTFS/MKY_GTFS.zip
Queensland Government 2021, Crash data from Queensland
roads, Open Data Portal, Dataset, viewed 20 September 2021, https://www.data.qld.gov. au/dataset/crash-data-fromqueensland-roads
Over more than 16 years, Bradley Jones has gained a diverse range of traffic engineering experience across the length and breadth of the Queensland. He has worked on projects that range in size from providing an access solution to a small, commercial development, through planning transport networks for areas comprising several developing suburbs, to assessment of route options for transport of mining products from western Queensland to the east coast. He reflects critically on transport planning and traffic impact assessment techniques to adopt best practise in urban design and freight movement. Through presentations at conferences, he has shared his knowledge and insights with peers and industry representatives.
Travers Boland Northern Australia Water Market Leader, GHD Pty Ltd
Peter Thoren Principal Engineer Design & Delivery, Cairns Regional Council
The Crystal Cascades Intake is the primary water supply point for Cairns and feeds the Freshwater water treatment plant. To improve water quality and address safety issues that had been identified at the intake site Cairns Regional Council (CRC) commissioned GHD to collaborate on the Crystal Cascades Intake Upgrade Project.
The solution created by the team centred on four considerations: careful material selection to ensure feasible delivery to a difficult site with minimal disruption to the environment; structure performance to protect Council crews against potential rock fall events; a temporary bypass strategy to enable uninterrupted water supply to the community while constructions crews worked; and site flooding enhancements to assist with future flood recovery at the site. The water quality of the Cairns community was improved with the provision of new mechanical belt screens, while the safety of the CRC operators and maintenance teams was increased with a site structure that combined the strength and durability of concrete with the absorbing properties of sand and soil via anchoring to the native rock. The collaborative approach was
invaluable as the experience and knowledge of Council operators and maintenance teams ensured that the solutions aligned with potential events and future needs of CRC and the Cairns community.
The Crystal Cascades Intake Upgrade project was a collaborative project between Cairns Regional Council (CRC), GHD and NQEF to deliver: 1.) improved water quality through the provision of new mechanical belt screens to the Crystal Cascades Intake; and 2.) increased safety for Council operators and maintenance crews from potential falling rock debris. The area is prone to falling rocks that can cause damage to traditional structures.
To address these two criteria, the entire project team worked collaboratively to develop an optimal outcome. The experience of operators and maintenance crews regarding past events and future needs was particularly beneficial to the project.
The team resolved five key issues:
1. screen type to achieve desired water quality
2. structural performance of the new facility
3. access and materials selection
4. facility improvements based on lessons from past flood events
5. temporary bypassing to accommodate construction
Screen type to achieve desired water quality.
The designers, operators and management team undertook a collaborative multi-criteria analysis (MCA) with weighting by pairwise comparison on a comprehensive range of mechanical screening technologies. The technology assessment included the screen’s ability to achieve the desired water quality, appropriateness to retrofit within the confines of the existing raw water channels and ability to traverse the access track for either installation or future maintenance. The team determined that a double pass band screen (or belt screen) was the appropriate choice for the Crystal Cascades facility.
A fault tree analysis of the complete screening facility was undertaken to ensure appropriate levels of redundancy and to understand constraints within the proposed system.
Careful observation of the existing facility to ensure structural performance of the new facility
Providing the facility with a shelter that offers operation
and maintenance crews with improved protection against potential rock fall events was a fundamental objective of the facility improvement. Steel and netting rockfall solutions were assessed but determined to be unsuitable.
Although a steel structure would have been the easiest solution to construct in an access confined site, the existing expanded mesh and steel portal structure was compromised on numerous previous occasions.
Dense vegetation (additional organic debris that requires removal), increased maintenance, and further exposure of Council staff to rockfalls eliminated
netting style rockfall protection systems as a suitable option.
After numerous iterations, the team settled on a bespoke solution. The structure combines the strength and durability of concrete anchored into the native rock with the absorbing properties of sand and rubber fenders behind the wall.
Careful selection of materials was essential to ensure feasible access to the difficult site and limit impact on the pristine environment.
The access path to the site is: a) visited by hundreds of tourists every day. Maintaining
safe pedestrian movement throughout the access track was non-negotiable. The entire team also developed methodologies and safety systems that allowed this tourist attraction to remain open to the public.
b) narrow. The track was built for light vehicle access and in places is less than 2.5m wide.
c) steep. The track’s heavily broomed concrete finish is greater than 35 degrees in places.
d) sharp corners. In some locations corners are greater than 90 degrees with valve pits and other obstructions such as rocks, trees, and guard rails.
e) long. Access to site is via concrete paved track approximately 2 km from the Crystal Cascades main car park.
GHD (designer), CRC (client), and NQEF (contractor) worked collaboratively to manage these risks with bespoke project equipment, including modified narrow bed vehicles to transfer concrete and other equipment to the site. This negated the need to batch concrete on-site, improved quality, and reduced environmental risks.
Facility improvements based on lessons from past flood events.
The site is susceptible to
turbulent flood waters, as was evident during the design phase where a significant rainfall event caused damage and debris buildup at the site. As a result, the GHD and CRC teams were able to determine that:
a) flood water impact handrails at all angles at Crystal Cascades, therefore collapsible handrails are not practical. Furthermore, replacement costs did not warrant inclusion.
b) if required a 15t mobile crane could get to the site. A 20t crane was not able to traverse the constrained access track.
c) diesel pumps are a short-term solution, but do not keep up with “normal” demands. They could only be set up at
the carpark, not at the weir, therefore would clash with the proposed construction works. Refuelling also risks spills and release in a pristine environment.
Enhancements incorporated into the design to assist with future flood recovery events, included: a) improved drainage around the screens for simplified clean-up. b) penstocks to allow flushing of sands/grit/gravel deposited upstream of the screen during a flood event without entering the channel.
c) elevation of platforms from existing levels.
d) CCTV monitoring of screens.
Establishing a bypass strategy that allowed the construction crews ample time to perform the works was a fundamental requirement of the project. Key to the bypass strategy was to:
a) ensure that an uninterrupted supply of water (700-900L/s) was provided to the Freshwater Water Treatment Plant.
b) prevent air from entering the raw water main due to the risk of water transients and impedance on downstream flow control valves.
c) negate the use of mechanical equipment wherever possible to limit the risk of fuel spills to a sensitive environment and tourist attraction. Additionally, past flood events had identified that diesel pumps could not be set up at the weir due to their weight and limited crane access to the site.
GHD developed a nonmechanical syphon solution. Working collaboratively with NQEF and CRC operations, the entire team implemented a system that was screened, stable, cost efficient, environmentally
friendly, and low maintenance in its operation.
Shortly after completion, the facility was stress tested by a flood event of a similar magnitude to previous years. The facility was largely unaffected and was brought back on-line quicker than ever before.
Keith Shephard (GHD), Arthur Ahiladellis (GHD), John Gammie (NQEF), Jonathan Ward (CRC), John Bishop (CRC)
and sustainable community and environmental benefits.
We all know that infrastructure projects can have a big impact on communities. Over the next ten years, with an unprecedented amount of infrastructure spending earmarked for South Queensland, local communities will face a tsunami of information that they’ll need to process, understand and in some cases action.
Whilst this spending boom will create more opportunities to engage with communities and stakeholders, the competition will be fierce to get clear and concise messages across. In most communities, there will be multiple projects underway that will be targeting the same group of stakeholders – challenging to say the least.
Infrastructure projects need to be more than a successful ‘engineering solution’. They need to represent the immediate and long-term needs of users, the desires of project stakeholders and ultimately, deliver long-lasting
So how do we successfully engage the help shape and deliver infrastructure projects that will deliver these benefits? Stakeholder engagement can’t rely on using the same set of tools and processes that ‘worked last time we consulted’. There is a new paradigm shift that needs to be understood by all of those involved in the planning, design and delivery of infrastructure projects.
So let’s break down some of the challenges we’re facing and the key stakeholder engagement trends we’re seeing that can have a big impact on the success of infrastructure projects.
Challenges – it’s a turbulent and fast-changing world COVID-19: The pandemic has resulted in a seismic shift in the way the world has operated over recent years and as we all know, it’s had devastating impacts on our local communities. It’s been a major contributor to the population growth and movement in populations that we’re seeing in South Queensland.
COVID has fundamentally changed the way we interact with each other - for those involved in infrastructure delivery, stakeholder engagement activities have either been delayed, radically transformed or in some cases shelved to a future project stage. Online and socially distanced communication and engagement methods have emerged and for a lot of these, they’re here to stay.
international borders may have grounded Australia’s total population growth, but as we know too well, people have flocked to Queensland in droves. Over the last two years, Queensland has experienced the largest population growth of all States and Territories, and it’s important to note that regional Queensland has had the biggest net inflow.
The results of this growth are clearly evident. Younger people are making the move to Queensland, such as a family of five with school-aged kids, as opposed to the typical retirees of decades ago. The growth in this demographic cohort is having a real impact on community infrastructure - the size of schools, and particularly traffic congestion around drop off and pick up times, the ability to get into a doctor’s surgery, the demand on community services, the list goes on.
Environment: Queensland experiences the extremes of climatic events and we’re seeing individuals becoming much more educated about the short and long-term environmental impacts of infrastructure projects. A project’s environmental credentials and sustainable design principles are being challenged and you can’t blame the community for doing so.
Our communities pay the price for poor planning decisions. It’s now common to receive stakeholder requests for highly technical information, such as
flood and noise modelling data, environmental approval data, supporting material around sustainability credits and the like. The decision-making process around infrastructure is becoming a much bigger focus for our communities.
Technology: The advances in technology continue to move at lightning speed. This is having a real impact on how we’re communicating with people, how people are communicating with government, it’s impacting our relationships with stakeholders and can have instantaneous impacts on our reputation – it’s also changing the way projects are being delivered.
Project delivery: All of these factors are affecting the demand and the need and the way in which we’re planning and delivering infrastructure projects. Our communities are expecting us to be smarter and they’re asking if we’re looking at the bigger picture. Planning for ‘Liveable Cities’ has become a buzzword in recent times but it’s what we need right now.
Infrastructure Australia flagged in 2018, pre-COVID and the population boom, that there was a strong chance that essential infrastructure and services will fail to keep pace with Australia’s growth. To quote Peter Colacino, head of Policy and Research at Infrastructure Australia, “lags in infrastructure provision cost the economy, but they also affect people’s quality of life - If we don’t get the timing of new housing and infrastructure right, our growth centres risk being characterised by congested roads, overcrowded trains and buses, over-enrolment in schools, hospital bed shortages and constraints of community infrastructure.”
Meaningful stakeholder engagement is no longer being considered as a simple tick in the box – it’s being expected at every stage in the project development process. Infrastructure Australia flagged just over 10 years ago that they were increasing their focus on prioritizing outcomes for infrastructure users – that is, looking at the real benefits a project would deliver for a commuter waiting for a bus, the travel time savings for a motorist on a daily commute, the increase in cyclists on a new active transport network or the social benefits delivered through the removal of a rail level crossing. Infrastructure Australia has reinforced and elevated this community-driven approach in its latest plan, the 2021 Infrastructure Plan.
gaining traction. This involves a greater focus on the holistic needs of communities and places, instead of focussing solely on one major infrastructure upgrade which sometimes can deliver unintended consequences in local communities.
A place-based approach requires broad engagement at the strategic planning stage, with a view to enabling communities to contribute to developing a vision for a local area. It’s going to put pressure on organisations to collaborate with communities to develop the strategic direction for the area and generating trust and support early.
This is a big one and has major implications for us all if we can’t gain the trust of the communities in which we’re working. With all the change going on in the world, it’s not surprising that communities are a little uncertain and anxious. This quote by Infrastructure Australia sums it up well “If there is scepticism in what people are being told in terms of benefits and impacts, it’s more likely there will be opposition and project delays”.
Trend
There is growing push from infrastructure funding bodies, led by Infrastructure Australia, to put the community at the centre of infrastructure decision-making.
Demonstrating community need, short and long-term benefits and how infrastructure supports liveable cities, is an essential component in the project’s business case phase. Project funding is being tied to community benefits. Funding bodies are demanding project proponents take the time to identify community need and explore opportunities as to how to meet those needs through infrastructure delivery. Conversations with stakeholders need to start at the early project planning phase – otherwise a community’s aspirations and needs is just a guess.
A ‘place-based approach’ to infrastructure planning is fast
In a world of those eager to call out “fake news” building trust has never been so important.
This diagram shows that historically in the infrastructure project space, communication and some form of consultation with communities starts just
before construction kicks in. Usually as early works are about to start and we issue Notice of Entries, the early works contractor has mobilized and the major construction contractor is briefed – we find that the community and more importantly, those directly affected don’t know what we’re doing. The effects of this can be significant – such as objections to property entry, re-designs, construction delays, negative press, visits to the job site by the local MP…. The list goes on – not a good outcome.
Where we need to start engaging is way earlier in the initial planning or business case phase. This is being driven by communities demanding more say in projects that affect them, and it’s also becoming increasingly important to demonstrate community needs, benefits and project support to meet project funding criteria. In addition, sustainable project outcomes are becoming a big priority for communities, for those delivering projects, and those assessing them including funding bodies and ISC.
Just as important, communicating with communities as to what is being planned, and indicating when they’ll have opportunities to collaborate, is fundamental to developing good relationships.
Early engagement is really the key for harnessing so many benefits in the stakeholder engagement space. Infrastructure projects don’t happen overnight, in most cases, they’re a long journey and taking your communities along for the ride helps build longlasting relationships and helps build trust. Now, it may be that you’re not in a position to roll out an engagement program in the very early project planning stage, but make it known WHEN you will be engaging with the community. Open the door to communication but set clear boundaries and expectations so the community don’t feel as though they’re being ignored.
Communities, business owners, residents and the like are being engaged more often and are increasingly becoming inundated with information.
The last two years has seen a barrage of information being fired at us – and there’s been a lot of pressure on everyone to understand and act on it quickly – there’s a real sense of people feeling overwhelmed and in a lot of cases just switching off.
As we see multiple projects being delivered simultaneously, it is inevitable that there will be some overlap in the community and stakeholders being engaged with. The challenge for us is to cut through the noise. We need to avoid causing confusion and consultation fatigue. To do this, we need succinct messages and clear communication. If we need the community to provide us feedback, then we need to step out a clear and easy plan for them to do so.
Make it clear who owns the project – the confusion sometimes between state and local initiatives can drive people bananas – it causes community frustration, it doesn’t reflect well on the project, and can even cause project delays if the community feel as though they weren’t communicated clearly on what was expected of them.
The world is a very different place to what it was 10 or even 5 years ago. Social media has fundamentally changed the way we seek, share and comment on
information – there’s certainly positives to be gained such as connecting like-minded people to share stories and engage in conversations. For those of us in communications, social media delivers real economies of scale – we have the ability to extend the reach of our communication effort like never before. But – as we all know, it has its downsides. Misinformation can run like wildfire and take on a life of its own. There’s also an expectation that responses to communication will be instantaneous and that is challenging, if not impossible for many organisations to deliver.
For those of us in infrastructure delivery, we do need to stay across the conversations and issues emerging in social media – it enables us to have our finger on the pulse, read the room, be prepared with our communication and engagement effort.
It’s important not to rely on the same kitbag of tools that you’ve been rolling out for years to engage with stakeholders and the community – explore some of the emerging technologies that are being used quite frequently now – I mean technologies that elicit feedback online, interactive artist impressions, animations, before/after slider images – they do deliver so many benefits. These are becoming common place and are more affordable for smaller projects particularly –focussing on high impact project elements, and those we know are going to be contentious for local communities, enables us to
create educational digital tools that help inform the true scale and impact of the project, and quite often take the heat out of the argument.
And I’d also suggest openly ask your communities how they’d like to engage with you – there is certainly a role for public displays and community information sessions, but I think we can expect that now we’ve been operating in this online engagement world for some time now, there’s a lot of people that prefer it. Best way is to ask.
This is a work in progress for many of us. There’s two components of this worth mentioning:
1) As mentioned before, social media has driven the expectation for an instant response to communication
2) this trend of instant gratification has become the norm and is something now the community can expect
As we know, stakeholder engagement can take a long time and particularly in our space, the timeframes from the start of infrastructure project planning through to construction completion can take 5 or 10 years and sometimes much, much longer.
In managing instant gratification – we need to set boundaries, convey clear messages, set the right expectation, respond to people promptly and close out enquiries – if they’re not going to hear from the project team for some time then tell them and tell them why. Convey next steps.
Setting the right expectations is really important – you need to be clear about when the community is going to be consulted, for what purpose, clearly tell them what elements of the project they’ll have input into – some elements, such as location of transport corridors, sometimes can’t be changed – this is often the result of years of early planning and land acquisition that may have occurred decades earlier.
The abundance of ways in which people can protest, complain, grandstand, provide feedback, heckle; the list goes on, means that everyone is now a protestor. And in the current climate where the community is anxious, exhausted, perplexed and lacking trust –it’s no wonder that we’re seeing increasing numbers of protests, complaints, approaches to the local politicians, and blatant arguments and bullying in online forums.
We can’t ignore it – we need to tackle it head on and get to the point where they feel like their opinions and concerns are being heard and that they are acknowledged – they might not always like the outcome – but we need to demonstrate a process of listening and relationship building.
We can turn up to stakeholder and community meetings armed with project facts, layouts, posters and slideshows – but, it’s important to remember why we’re talking to stakeholders in the first place – they’re experts in their own lives. They don’t need technical gurus to tell them how a project is going to benefit or affect them.
We need to take the approach of “this is what we’re trying to do and this is what we know so far……. Now tell us what you think – what don’t we know” – this change in mindset changes the entire dynamic.
Communities know when they’re not really being consulted – they can smell it a mile away. If you’re not actually consulting – then tell them. You’re better off explaining difficult policy and spending trade-offs that are inevitable in infrastructure decisions – if there are very few negotiable aspects of the project then explain why. Talk though why some design elements can’t be changed –that they’re based on intense technical rigour. Talk through the thought process that led to the decision – communities may not appreciate tough answers but they are more likely to accept them when they afforded
the time and consideration to understand them. Don’t shy away for sharing technical data and show courtesy but explaining it carefully.
Technology has delivered a raft of information to people from numerous sources, in different formats. If stakeholders are requesting detailed information, then provide it.
Remember, we need to take our community on the project journey. Gaining and keeping their support for the ‘end game’ outcome is, in the long run, a much better outcome than arguing, protesting and disillusion. We are all here to grow, develop and enable our communities, not just build roads and infrastructure.
Queensland Government Statistician’s Office (March 2022), Population Growth, Queensland – September Quarter 2021: Source: ABS 3101.0, Queensland Government
Infrastructure Australia (December 2018), Planning Liveable Cities: A place-based approach to sequencing infrastructure and growth, (www. infrastructureaustralia.gov.au/ publications)
Amanda Bromley is GHD’s Transport Infrastructure Stakeholder Engagement Lead for South-East Queensland. For the past 15 years, Amanda has worked extensively on major transport infrastructure projects in the business case, design and construction phases. Her transport project experience spans major highway, road and interchange upgrades, and a range of public and active transport initiatives. Amanda is an industry leader, delivering best practice engagement, consultation programs for high-profile, challenging and contentious transport upgrades in both urban and regional environments.
So, you’re not a graduate anymore, what are you?
At the start of 2021, I graduated for a second time. No, I didn’t undertake extra study, I graduated from the graduate program within my organisation. In our industry, it is a right of passage for an engineer to be a graduate. You finish university, you graduate, you’re a graduate engineer. It makes sense – you don’t know everything when you finish an engineering degree and learn an incredible amount of knowledge working with supervising engineers in the first few years of your career.
Many organisations including Councils and TMR, have graduate programs designed to develop new starters both professionally and personally. The program I participated in runs over two years and is highly structured with a clear end goal – to no longer be a graduate. After graduating from this program in early 2021, myself and 40 of my peers were on our own. I do not say this in a negative light – to get to the end of this program means we were successful in achieving our goal.
For me, and I assume many others who have taken a similar path as myself, since high school I have had a clear professional goal – finish high school, get into my Uni course, finish my Uni course, get a graduate position. Then when I had the graduate job, my clear goal was to get to the end of the graduate program. When I finally achieved this goal, it was
the first time in over six years, and the first time in my adult, professional life that essentially, I did not have the next steps laid out in front of me. If you also find yourself in this position, you are not alone! It’s daunting, but also discussing with mentors and peers, pretty common.
I have found it is extremely important to reassess where you find yourself at the end of your graduate program and what you have learnt in terms of skills and yourself during this time. If you find yourself, exactly where you want to be, develop clear direction on how you can continue to develop in this position. The biggest thing I have learned during the past year, is that its okay to just enjoy what you are doing in your role for a while, without having to worry about the next step in your career.
Contrastingly, most often the best part of a graduate program is that you get insight into different areas of the organisation you work in. If you get to the end of your program, and you think there is something you still want to explore, go back, and explore it further. Again, often organisations have just as many internal opportunities, as there are opportunities outside your organisation. At the end
of last year, nearly a year after I finished my graduate program, I got itchy feet and needed both a professional and personal change. I made the decision to relocate from Toowoomba to Brisbane, within GHD. It was not for a promotion or a vastly different role, rather initiated by me to take a side-step and gain some new experiences. It was just the kind of move I needed to be able to reassess my goals and direction.
My experience has also reinforced my view that it is also extremely important for employers to continue to support younger professionals throughout their career. Young professionals will one day be the leaders and managers of your organisation, and employee satisfaction and ongoing professional development is key to an effective succession plan. Organisations do a great job onboarding and supporting graduates, but the transition from graduate to younger professional to senior professional is not as smooth – yet.
My biggest piece of advice to any young professional, is to just ask the question. Whatever your question might be, employers in our industry are invested in our development.
I recently found my copy of the first set of Standard Drawings produced by the Local Government Engineers Association of Queensland (LGEAQ). I gave them to Leigh Cunningham and she asked if I could write a brief history on their production to coincide with the release of the revised IPWEAQ Standard Drawing set. (The LGEAQ changed its name to IMEAQ in about 1990 and it is now the IPWEAQ.)
The idea of achieving standardisation across local governments in Queensland was first conceived within an organization called the South East Queensland Local Government Engineers and Overseas Association (SEQLGEOA). This organisation fell under the umbrella of a group of SEQ Council Mayors and Chairpersons who met a couple of times a year to discuss matters of mutual interest. My involvement with that group commenced in 1978.
One area of particular concern at the time was the multitude of different stormwater catchpits being used throughout SEQ and indeed throughout Queensland generally. A review of the 17 SEQ local authorities at the time, showed virtually no designs being the same for the humble catchpit. This was the catalyst for a move to explore standardisation which then also embraced the desirability in having standard design guidelines for
all roadworks and stormwater drainage, as well as potentially development standards for new subdivisions and the like. A small group of local government engineers started to meet on a regular basis to produce road and stormwater design standards in mostly their own time. Some of the engineers who were involved that stage were Terry Mallon, Chris Lawson, Clive Jenkins, Nev Gibson, Bob Taylor, Dennis Yardley and myself (apologies to those I have forgotten).
In the mid-1980s, Peter Way and Phil Hennessey who had been involved with the SEQLGEOA became members of the LGEAQ board. They saw the difficulty in being able to produce the road and drainage standards in a relatively short period by a small group of engineers who were extremely busy with their official duties. They recognized the need for more structure to be put around the production of the road and drainage standards and to find funding to pay consultants to produce these documents.
With the release of the first edition of the Australian Model Code for Residential Development (AMCORD) in 1987, practitioners were looking for supporting detailed planning and design guidelines for use by practitioners within the development industry and Councils. Peter and Phil were able to find funds from a couple of SEQ local governments and a state government department to finance the production of Queensland Streets and QUDM Clive Jenkins, who had left local government to become a consultant, was asked to produce Queensland Streets. The
consulting engineering practice owned by the late Neville Jones together with Chris Lawson (who had also left local government) produced the first version of QUDM
Peter Way also saw the desirability of standardising a range of drawings for use across local governments and was keen to have these as part of the standardisation program. I was asked to facilitate the production of those drawings which I did on a voluntary basis, including taking recreational leave to meet targeted timeframes. Employment program funds were obtained to employ a drafter, who worked at the then Redland Shire Council. The drawings were produced within the Council and released in the late 80's.
At the same time the Department of Local Government had a set of standard drawings for water supply and sewerage infrastructure and jealously guarded their right to control their production. However, they were not being actively updated to represent changes to industry practice. With local governments being responsible for water supply and sewerage in that era, it was decided that water supply and sewerage infrastructure should form part of the LGEAQ drawing set.
Standardisation of stormwater catchpit designs was considered a priority, yet it was very difficult to achieve consensus across local government and the manufacturing sector. Ron Gottlieb at Humes Concrete worked closely with Chris Lawson and me to come up with a
precast solution. All of us had worked previously at Townsville and saw merit in some aspects of the standard side-inlet catchpit that the Townsville City Council had been using for many years. Also at Humes was a young engineer, Gunter Nehring, who came up with an innovative design for a hinge for the grate. It was patented by Humes and an agreement was reached with the LGEAQ for Humes to license other manufacturers to use the hinge design, with the money received being given to the LGEAQ for the purposes of stormwater research. The outcome was a standard design of the LGEAQ Stormwater Inlet Manhole, also marketed as
Drainway. Full scale hydraulic testing of the system was undertaken by Professor John Argue in Adelaide.
The first set of drawings allowed Councils and consulting engineers to include their names in the title block. A condition of use was that changes within the drawing itself and the issue versions were not permitted. Otherwise, the whole point of the standardisation would be lost.
The standard drawings were produced in the days that design offices were just starting to use computers and were produced as paper versions. A few years after the initial production, the IMEAQ (previously LGEAQ)
engaged a consultant to update the set of standard drawings using the latest CAD systems under the direction of a steering committee. Revisions and additions have since occurred on an ongoing basis, which has led to the current release.
The standardisation work undertaken by the IPWEAQ and its members has achieved considerable cost savings for the community for many years and will continue to do so into the future.
Good, consistent and strong leadership is the key to achieving great results in a workforce.
This paper will relate how lessons from early in my career, have been applied to empower the Quilpie Shire workforce to achieve outstanding results in the construction of outback roads at low cost and high quality. Quilpie Shire Council has decided to construct to bitumen standard, the QuilpieAdavale Red Road. In the past 2 years, 15 kilometres have been sealed from an existing unsealed loam road. Initial results were satisfactory, however poor quality was gradually occurring. The final result was a failure of 2.5km of road just prior to Christmas 2020, which resulted in costly rework and embarrassment. A reboot of the gang and processes were done. No staff changed, but we modified our processes and ownership. The staff had to be convinced that they could do better processes for less cost and have something to be proud of as the end product. The end result is that in a period of five months, Council constructed and sealed 6.2km of road with no failures at a cost of $246,000 per kilometre. This paper will explain how this outcome derives its roots from my experiences as a Cadet Draughtsman, Technical Officer and Junior Engineer. It will explain how leadership at a grass root level is the best way to achieve great outcomes.
Earlier in my career, I was told to let an audience know what the take home message of my presentation should be. They are as follows:
• If you are beginning your career, pay attention to everything and try everything you are offered. You will need it;
• If you are a new Manager, just make decisions; treat everyone with humility and respect, and be a leader. Not making decisions reflects poorly on you; and
• If you are getting to the end of your career, think about working in small Councils. It is very rewarding.
Quilpie Shire Council is building and sealing the Quilpie-Adavale Red Road over a period of six years so that the road link between Quilpie and Adavale is completely sealed. The village of Adavale has no fuel, no shop and no school, but it does have a pub and police station. The residents of Adavale depend on all-weather access to Quilpie 100km away to access medical, groceries, banking and other necessities of life. The sealed road will give allweather access between Adavale and Quilpie for the first time. It is a State Road, not a Council Road. The road would not be sealed by normal TMR priorities due to very low traffic and no accident history; in particular no fatalities.
The work is funded by TIDS (Transport Infrastructure Development Scheme), wise use of RMPC (Roads Maintenance Performance Contract), Council Capital works and Roads to Recovery (Federal Government).
The sealed road also improves access to Hell Hole Gorge National Park which is a key tourism destination in Quilpie Shire.
Works had been ongoing for a few years without any major quality incidents. The initial
construction method was by using two graders, two semi water trucks, pad foot and multityred rollers. Water was carted approximately 50km one-way from Adavale, from an artesian bore. No surface water was available closer to the site. All pavement used is 100% loam excavated from gravel pits adjacent to the work sites. The pits are licenced with the State.
Typical soil characteristics and traffic are as follows:
• Optimum Moisture Content is 8.5- 9.0%; Linear Shrinkage is 4; and Unsoaked CBR 29-70, soaked near zero.
The average annual daily traffic (AADT) is 15 vehicles with 50% heavy vehicles being type 2 road trains. The daily evaporation rate is 11mm.
In early November 2020, we had 4.5km of work near completed when we had 2.5km of failed compaction tests. It was too late to rework the failures which meant we had to rework 2.5km in the New Year at an additional cost of $200,000. The failures were density tests around 98% however we did have two at 94%. We were experiencing daily temperatures of 42 degrees but the loss of moisture was not the only cause. Everyone on site knew there was a problem but no one spoke up about the issues. We sealed 2.0km of passed work and then left for the Christmas break with a sense of frustration and disappointment.
I began my engineering career on 2 January 1978. At the time the No. 1 record was Mull of Kintyre (Wings) and the No. 1 Movies were King Kong and Rocky
I began at Brisbane City Council as a Cadet Design Office Technician. I learned how to do flood mitigation designs, road design and stormwater design. It was sometimes hard repetitive work: hand sketching contours, in-field flood gauge reading, and closing real property plots before the days of Queensland Globe. I was tea boy for 80 people for 2-3 month periods, worked in the plan room for 3 months, and processed structure applications for 3 months. I learnt commitment to repetitive important work. Most importantly, intense personal training was done by Senior Draughtsmen and Tracers on design.
My next formative stage was at Queensland Government Railways as a Technical Officer. My development included being in charge of staff from 21 years of age, building major earthworks from Caboolture to Gympie as part of electrification, and learning how to handle a crisis when dealing with derailments, earth collapses and vehicle bridge strikes. I did my degree Thesis at the Railway soil laboratory and carried out Atterbergs, shrinkage and Dispersability Index tests. During my time there I developed a major understanding of how earthmoving plant operates, and this was from lots of time on-site watching plant.
I worked at Maroochy Shire Council as a Works Engineer where I was introduced to customer service and community expectations. I was first exposed to Main Roads’ projects and contract management. The Shire Engineer, Noel Ludwig provided a high sense of autonomy to me.
These three employments provided me with the skill sets that I still use every day.
I have been fortunate to have been trained by some outstanding mentors. Stewy Anson from Queensland Government Railways taught me
expertise in earthworks on a basic budget. He used humour and always treated staff equitably.
Wes Parry from Maroochy Shire taught me Main Roads construction works, compaction, crushed rock pavements and asphalt. He also taught me the value of community involvement.
John McCann of Maroochy Shire taught me local works, soil aggregate pavements, drag brooms, everything about bitumen, and the importance of the presentation of jobs. John was also very good at telling people nicely that they are wrong.
Mr Warneke of Queensland Government Railways encouraged me to become a full Engineer. He was a master of always knowing the answer to the question you have not yet been asked, to think on your feet, to make decisions, and develop staff like me. Keith Dawson, also from Railways, was a master of how to do people stuff: encourage, guide, discipline and how to make important decisions.
All of these experiences and mentors were part of what was the solution to our Red Road issues.
I began by analysing the soil test results. Many test sites were well below OMC (Optimum Moisture Content). Some tests were ‘green’ with too much moisture when tested. Western experience says that testing too soon may get you a poor result.
I then checked the earthmoving plant. It took two days for the Apprentice Diesel Fitter to chisel out the compacted earth from between the pads on the pad foot roller. This caused poor compaction as the pad compaction wasn’t working. The graders couldn’t keep up with wet mixing of the base due to the extreme hot weather, extreme evaporation, and a lack of bulk water supply delivery. No dedicated roller patterns were being observed and no ‘squeeze’
or shovel tests of the moisture content were being done consistently.
There was not enough site supervision from me as the Engineer or from the Works Coordinator. There was too much unconscious reliance on past efforts. The sum of all minor defects led to failure.
I reviewed the Western Queensland Best Practice Guidelines (May 2011) published by the Department of Transport and Main Roads. This guide was developed at the time I was first based in western Queensland and is the result of engineering science and empirical experiences of engineers who worked in western Queensland. This is a very worthwhile reference which is recommended to anyone who works west of the Great Dividing Range.
We did not start again on the project until we had a plan. We had trialled the use of a stabiliser machine to mix moisture into the pavement prior to break up with excellent results. I met with the gang. I employed a ‘no blame’, shared responsibility approach and empowered all members to speak up without fear or embarrassment. I took personal responsibility for the failure so that the air was cleared, as in essence, I had not managed the project correctly.
We carried out roller/compaction training using a soil tester who explained the compaction process. All staff attended, not just roller operators. We increased water availability dramatically by employing five semi-trailer tankers carrying 30,000 litres each, this equates to 800,000 litres per day. A rigid body tanker was used for surface backwatering.
A Soil Tester was arranged to be on-site to determine rolling patterns. The nearest laboratory is 500km away and so this was a costly exercise. The
Supervisor was full-time on site with no other duties. The Works Coordinator and Engineer were regularly on site on at least every second day.
On each visit the Works Coordinator and/or myself would talk to staff members as a group where possible but would also talk individually with people. We would ask their views as to what they were seeing, and whether or not the job was running well. We explained what we were doing with squeeze tests so that they understood. We continually asked for their opinions.
A stabiliser was brought in to do the mixing. Graders no longer do the wet mixing of the pavement, only the trimming. There was a little reluctance at first from the grader operators but this faded once they understood they were still very busy
The results achieved have been outstanding. We have achieved high productivity and excellent quality. The initial failed area was reworked well and was finally sealed in early April 2021. The most recent project commenced
in July 2021 and constructed an 8 metre width, 6.2km length in 5 months at a total cost of $246,236.00 per kilometre. There were only 9 staff on site during the peak periods. We had no failed tests. The morale of staff improved and the pride of the staff and of our Councillors in recent work is very high. The Department is happy. The community of Adavale are very happy.
People respect people who make decisions.
People respect you, if you treat them with respect and equity, and have genuine interest in them. They want to be included and have a say; as long as they feel safe to do so.
The people who you might learn the most from, are most often in high-visibility clothing.
Small projects can mean a huge amount to communities.
Dedicated to those who took the time to train me.
Western Queensland Best Practice Guidelines, Department of Transport and Main Roads, May 2011.
Peter is the Director Engineering Services at Quilpie Shire Council. He began his working life as a Cadet Draughtsman at Brisbane City Council. Over the past 44 years Peter has worked in roads, railways and local government all over Queensland. A self proclaimed basic engineer, Peter has managed staff since he was 21 years old, a millennia ago. Nearing retirement, Peter has returned to the Outback where he has spent a quarter of his working life. Peter has been married to Julie for 34 years, and has three children and a daughter in law who all live in Perth. Peter has been a Scout for 26 years including 19 as a leader.
I acknowledge the Yuwibara People, the aboriginal Owners of the land on which this event is taking place. I acknowledge the Kalkadoon people who are the traditional owners of the Mount Isa region, where I live and work and my own people of Mapoon and the Torres Strait Islands. I pay my respects to our Elders past, present and emerging. I recognise their Connection to Country and their role in caring for and maintaining Country over thousands of years. May their strength and wisdom be with us today.
My name is Ross Pitt and I am the Manager of Works and Operations for Mount Isa City Council (MICC). My Departments are Urban Construction and Maintenance, Rural Construction and Maintenance, Parks and Gardens, Council’s Concrete Batch Plant, Fleet Services and Workshop. I commenced with MICC in June 2021 and enjoy the working environment and the team dynamics. I have been involved in Civil Construction for over 30 years and started as a labourer and worked my way up as a plant operator, leading hand, supervisor and manager as well as a private contractor with my own fleet. Most of my career has been in the private sector and I enjoy the challenge of bringing skills learned into local government and increasing my own. I am fortunate to have a strong team of supervisors.
I am a keen fisherman, and I
was previously a Project Manager for Northern Peninsula Area Regional Council on the tip of Cape York, which is a fisherman’s paradise, a bit different to Mount Isa. However, I am keen to catch a barramundi from Lake Moondarra, just a matter of time and it’s not that far to Karumba… apparently.
Another fun fact is I was born on the 29th of February, so I only get a birthday every 4 years. You guess how old I am be nice…
I have operated all types of heavy equipment in some high risk environments and managed horses and cattle all with no fear. However, I am a bit nervous about public speaking but here goes.
Abstract: Historically, Council has managed Fleet services in a way that no longer suits Council’s business model, and the time has come for a change. In April 2021 an external party undertook an audit of Council’s fleet management practices, and some serious inefficiencies were brought to management’s attention. One of the key issues found with fleet services was the decentralised management of the Council fleet. This meant that Departments would regularly hire and purchase small plant and equipment without considering existing internal fleet options which could significantly reduce the required budget. Lack of communication and integration between Departments was a major factor of these inefficiencies.
On commencement, I undertook the task of centralising Fleet
Services and to their credit, the Departmental Managers and Supervisors were eager to adopt this process. The ownership and drive of Council’s Fleet supervisor, Nico Deysel to implement this business improvement has been key to the successful transition to centralisation.
Fleet Services are now incorporating Vehicle Management Systems (VMS) which ensures our staff are in contact at all times. We are also implementing in vehicle communication systems that ensure satellite communication abilities for our remote work crews. The follow-on effect from the centralisation of fleet services has allowed a more detailed fleet management and replacement program to be adopted.
This process is allowing the acquisition of modern, safer plant more fit for purpose and reliable light vehicles thus giving Council the means to keep works occurring with less down time. The process is allowing Council to expand its fleet as there is greater asset utilisation data collected which leads to a better understanding of what is required . Furthermore, it opens up the opportunity to increase employment which also has a positive effect on the community. The future benefits for MICC and the community will be felt well into the future.
The dedication required to implement a change in the management of a Department that is so integral to Council operations is supported by all Departments, this is the only way it will be a success. I am proud to be a part of a team that is proactive and dedicated to
continuing with the changes that I have made.
I am currently developing a new Fleet Management Policy which is on target for a final review in June 2022.
When I commenced with Mount Isa City Council in June 2021 as the Manager of Works and Operations, one of the first documents I received was an internal audit report undertaken in April 2021, at Council’s request. (Pacifica Pty Ltd, 2021). This report delves deeply into Council’s fleet management practise and sets up a risk matrix, that is both informative and practical.
Using the information gleaned from this report, I immediately started looking into how the management of the fleet was being undertaken, its utilisation and the plant and equipment procurement process. I quickly established that one of the biggest issues, was that Council Departments were requisitioning items of plant from hire companies and contractors without informing the Fleet supervisor. This included transport of equipment which contributed to job costing issues and budget forecasting. The Departmental Managers were not in breach of a policy as there was not any policy nor procedure to follow. The effect from this practise was a drop in utilisation of Council’s own plant and equipment as it was sitting idle, which was giving false determination of internal hire rates, therefore creating deficiencies in Council Fleet Management.
The first step was to create fleet centralisation. This process has the potential to lower services costs by performing the greater amount of servicing and preventative maintenance through the workshop. Cutting down on the external service providers will give a substantial maintenance budget back to the workshop. This can be
allocated towards the hire of more tradesman, technicians, equipment and most importantly training apprentices. There will be occasion where the workshop will not have the available resources to service a particular item of plant, then the Fleet Supervisor will make the decision to use a contractor and a Service Level Agreement (SLA ) will be put in place. This also includes warranty based servicing on new items of plant and vehicles. As an example, before I commenced there was in excess of $300,000 fleet maintenance performed by an external service provider over a 12 month period to one Department . The main causal factors were lack of communication between the Workshop and the Department and no SLA in place.
This involved all departments requesting plant and equipment allocations through the workshop, as well as reporting back what they had and how long it was to be utilised. The utilisation of Council Fleet immediately began to increase and the benefits of having correct utilisation information allowed accurate calculation of internal hire rates and thus improved forecasting of project costs resulting in better value for the community. This also allowed the accurate determination of external rates for private works and benchmark rates for Queensland Reconstruction Authority (QRA) used when applying for emergency works and Disaster Recovery Funding Arrangement (DRFA) projects.
Now that the benefits of centralisation are being felt, it is time to look at the fleet and assess its useable life. The development of the Fleet Management Policy is an important part of this process.
The Internal Audit Report (Pacifica Pty Ltd, 2021) has been instrumental in the development of this policy as well as the Plant and Vehicle Management Manual (Institute of Public
Works Engineering Australasia Limited, 2019). Council have not had the resources to do an in depth review of its fleet for quite some time. Many items of plant, vehicles and equipment had outlived their useful lives. This was contributing to copious amounts of downtime, due to ongoing repairs caused by age of equipment and high environmental operational risk. One of Council’s common problems in Mount Isa on aged equipment is overheating due to the region’s average temperatures, causing needless hire of equipment replacing Council’s own fleet. This was not a desired outcome, so I commenced full assessments of existing fleet items and determined what has to be replaced as well as what the actual fleet requirements are, based on end user feedback from the work crews. This opened up the opportunity to increase the capabilities of Council fleet by not just replacing existing items but purchasing items of plant that we have not had before
Once Council started the procurement process, it was then faced with shortages of available equipment and supply chain issues due to COVID-19 and events occurring overseas. Local buy and Vendor panel are valuable tools in the acquisition process as they allow us to determine what is available in Australia and what we can acquire sooner rather than later, while still following the Local Government Act 2009 and Local Government Regulations 2012.
Getting the right plant, vehicles and equipment is only one component of successful fleet management. The Fleet Supervisor and Operations Manager require the means to continually monitor the fleet to ensure it remains in good health. While this can be accomplished to some degree by the standard pre-start checks, I decided we needed to delve deeper.
Council had already commenced the utilisation of a basic GPS monitoring system. This system was monitoring speeds and routes. However, we now have the opportunity to install extra modules that will monitor the service requirements of the vehicles and plant notifying the workshop of potential issues and upcoming service scheduling. This technology is particularly useful for the Rural Construction crew which can be working over 100kms away from the workshop. The Fleet Supervisor is alerted to issues with the plant and vehicles, and Council now has the potential to plan the service and send the maintenance team out to remote locations with the service kits and equipment required.
Fleet Services is also in the process of implementing updated satellite communications which allows a standard smartphone the capability for voice calls anywhere the satellite communication device has connection. This system is far more reliable than a standard sat phone and allows multiple users at once. The system gives the remote crews the ability to communicate with their families, upload time sheets and project photos and send photos of part numbers for blown hoses and worn parts so the workshop can come prepared in event of a breakdown. The increased capability of our Vehicle Monitoring System (VMS) helps ensure the safe operation of the fleet and together with the satellite communications most importantly, the safety of our staff.
In the 10 months since these the changes in fleet management commenced, the following objectives have been realised and will continue to improve upon in the long term. These objectives will also become a basis for the development of achievable KPIs, which are as follows:
Utilisation of Council’s plant has increased giving more accurate internal hire rates and allowing money to be spent on the projects and not on external hire, achieving better value for the community. As well as the accurate determination of QRA and DRFA benchmark treatment rates.
• Service and maintenance costs have dropped as more planned services and preventative maintenance is being undertaken by the workshop.
The reduction in maintenance costs is allowing for the budget to be allocated elsewhere such as additional staff, training and more servicing equipment to be purchased.
Fleet updating is contributing to less downtime, lower operating costs and the increase of workforce capabilities, and therefore, more accurate budget forecasting.
The fleet monitoring and communication systems also contributing to less downtime and a higher level of safety in the field.
The increase of Council’s capabilities by having equipment fit for purpose to take on larger projects, as the region has always had difficulty in procuring contractors
Opportunity to train more operators on new industry standard equipment.
• The creation and application of Service Level Agreements with external maintenance service providers to ensure best value for money scenarios and establish requirements in the service and maintenance programs
The opportunity for all other Departments such as Water and Sewer and Waste Disposal to have access to equipment that will increase their capabilities.
All Departments can see the benefit of the centralisation process and all support it. The Fleet Workshop Supervisor and his team are a core part of this process. I am confident that the change in the management of fleet services will have a positive influence on Mount Isa City Council well into the future, allowing continuing growth and improvement. I believe that my management of Council’s plant, vehicles and equipment will also improve as I continue to increase my knowledge of fleet management.
Nico Deysel – Workshop Fleet Supervisor and the MICC Workshop Team for their dedication on getting onboard with me and giving me something to write about
CEO – David Keenan and Director of Infrastructure Services - Renee Wallace for their support and trust in my knowledge and abilities and providing me with the resources to incorporate the change in fleet management and commence the fleet centralisation process
All of the MICC Departmental Managers, Supervisors and work crews that are following the new Fleet Management practises and thus ensuring their success.
IPWEAQ for the knowledge I am gaining through ongoing Fleet Management training.
Pacifica Pty Ltd. (2021). Internal Audit Report – Plant Management Practises Review.
Institute of Public Works Engineering Australasia Limited. (2019). Plant and Vehicle Management Manual
Ian McMurtrie completed his B Tech (Civil) degree at the Queensland Institute of Technology in 1978. During the early seventies he worked as a Civil Design Draftsman in a number of Civil Consultancies in Brisbane, including John Wilson and Partners and Antony Tod and Partners.
In 1979 Ian accepted a position as Assistant Engineer in Paroo Shire Cunnamulla, and in 1981 was promoted to Shire Engineer. In this position he had a considerable range of responsibilities across the Shire, including Water and Sewerage Infrastructure construction and maintenance. Road construction and maintenance responsibilities included all Shire Roads and the Declared Road network within the Shire for the Department of Main Roads.
In March 1990, Ian was appointed as Shire Engineer to the Whitsunday Shire in Proserpine. The Shire, which was predominantly rural based, was undergoing significant development in the Tourism Industry at Airlie Beach and the Whitsunday Islands. Water, which came from the Proserpine River was constantly under review to ensure that supply could be maintained. The Peter Faust Dam was constructed to provide storage and enable development downstream, which included a watermain
to Daydream Island. Reservoirs were constructed as part of the overall water infrastructure upgrade. Other responsibilities included planning and delivery of roadworks including pavement and drainage on town streets and rural roads and operation and maintenance of Council’s hard rock basalt quarry which provided rock for the restoration and maintenance of the Proserpine River Levee. Work on this levee was done for the Proserpine River Improvement Trust.
In 1994 Ian transferred to Rockhampton and took up a position with Kinhill Cameron McNamara. There he was employed as a Senior Engineer in the Civil Section of the company. His responsibilities included marketing, business development and project delivery to private clients, Government Agencies and Local Government. His experience was particularly valuable with projects in the Local Government and Main Roads Areas in Central Queensland.
In 2002 Ian started his own business in Rockhampton serving the Central Queensland area including the Central West.
I was born and educated in Country Queensland. I had always enjoyed Geometrical Drawing and Perspective and when the opportunity came up, I joined a Consultancy in Brisbane as a cadet draftsman. After being in Brisbane for a period of time, studying and working, and having completed my Degree, I decided that I would head west.
commenced your
Rockhampton, I also contributed to bridge construction with Queensland Rail which was very rewarding. Civil engineering within the Local Government sphere presents many different challenges for an Engineer.
Being part of a system, which delivers for the local Community has always been a highlight. I can list a few:
Restoring Bore Pumps which delivered artesian water to the water tower in Cunnamulla in the middle of Summer. Water was at crisis levels.
Construction of Large Box Culverts through Yowah Creek at Eulo
Establishment of an Engineering Department in Whitsunday Shire
• Initial planning of the Airlie Beach Bypass Road
• Planning for the Able Point Marina at Cannonvale
I have also been involved with many Community organisations delivering on smaller projects meaningful to Communities such as Tennis Courts, Football Fields, Ablution Blocks, and facility maintenance of Shire Halls, Ovals, and Race Tracks
Yes, it did – and more. I always was interested in road design and construction. During my time in
The Mainline Upgrade program for Queensland Rail. Its purpose was to eliminate timber structures on the main North Coast Railway Line. It involved the construction of culverts and bridges on stream crossings between Rockhampton and Mackay under rail traffic. The St Lawrence River Floodplain was a most challenging location with multiple box culverts and replacement and widening of sections of the bridge over the St Lawrence River.
What was your biggest career challenge(s)?
Building a Business in Rockhampton and delivering on a range of projects including Civil and Structural. The company I was working with was moving away from a regional presence. I saw then an opportunity to develop my own business, and so McMurtrie Consulting Engineers was born in 2002.
What was the best advice you received that made a difference to your career?
My parents always instilled in me to work hard. I have always maintained that ethos that if you do work hard, you will get the result and the rewards. We have instilled that in our four children who I am proud to say maintain that ethos.
What advice do you pass on? Is this the same advice you give to your children?
I have always tried to lead by example. I have tried to demonstrate to staff that working hard and smart is the way to be successful. Our staff configuration has grown in number and senior staff are providing wonderful mentoring for the younger staff. We now provide a much broader range of service to the broader regions of Queensland.
How did you inspire him/her/ them to choose an engineering career?
Lachlan, my son, is now the director of MCE and under his guidance the structure of the Company has changed with two Associate Directors. A consolidation of the Civil and Structural expertise of the office has resulted and the use of specialist sub-consultants on various projects has broadened our capabilities. A second office in Bundaberg has been opened with predominantly local staff to provide engineering services to that region.
Lachlan graduated from Central Queensland University and worked for a number of years
overseas in Canada in a major consultancy. He was a natural for an engineering career as he was always interested in building works and the mechanics of structures. Fortunately, he needed no great persuasion to follow down this path.
What’s the future look like for the public works industry?
There will always be a need for technical expertise to control, maintain and manage the broad range of assets under Local Government Control.
In Queensland, the rapidly developing East coast will continue to offer challenges for developers and authorities.
In other areas of the State where development is not as widespread, the maintenance needs of infrastructure will be on going and the need for engineering practioners paramount.
redevelopment, all facets of infrastructure planning and design and construction support services. He has delivered similar roles for the $8 Million Kershaw Gardens and Alf Larson Park Miriam Vale projects. Most recently, Lachlan has been enjoying assisting North Burnett Regional Council in the delivery of a range of infrastructure projects. Lachlan complements his urban design interest with an enthusiasm for road safety and is a qualified Senior Road Safety Auditor, having undertaken numerous audits for both Local and State Government authorities. He has particular experience in how these principals apply in complex urban environments.
Prior to commencing with McMurtrie Consulting Engineers in 2009, Lachlan had several years’ experience with Sinclair Knight Merz (Brisbane Office) and Worley Parsons (Vancouver, Canada Office).
During these years Lachlan was predominately involved in feasibility studies and designs of mines and port and harbour infrastructure. He utilises his multidisciplinary background coupled with over a decade of civil consulting experience to deliver on complex large urban redevelopment and transport projects. Lachlan led the engineering team in the Rockhampton Riverbank Redevelopment, an urban development incorporating several CBD blocks of streetscape
I have had a varied career and have always enjoyed the challenge of understanding project drivers and stakeholders and seeking best for project outcomes. A few projects stand out for differing reasons; Leading a feasibility study into peat farming as an energy source for a proposed gold mine in Alaska was a unique and challenging project, then on returning to MCE, leading the consulting team in delivering the redevelopment of Alf Larson Park, Miriam Vale which essentially reshaped the CBD and delivered a great outcome to the community – again challenging for differing reasons but to deliver a project of that nature and to see immediate benefit to a community gives great job satisfaction. Most recently MCE has been engaged by Hatch to undertake all stages of Road Safety Audits on the Cross River Rail project – I have always enjoyed safety audits and the ability to influence for the better the safety outcomes of a project, and being involved in a project of this scale and complexity has been invigorating.
I genuinely enjoy the people, the
industry is very supportive and IPWEA plays a large factor in this industry culture. I am fortune to work with some fantastic staff that I can call great mates.
What was it about your father’s work that inspired you to follow in his footsteps?
Some of my earliest memories as a kid are of sitting on a roller with the Council works crew building roads around Cunnamulla (I am sure kids wouldn’t be allowed on the machinery nowadays!), where Dad was the Paroo Shire Engineer. Watching Dad interact with the workers, the clear mateship and respect was inspiring, I definitely felt like Dad was building the town with the help of his mates.
What has been the most valuable advice you’ve received from your father?
Doing a good job is the best marketing you can ever do.
How has your father guided you in your career so far?
From helping me with calculus in high school, to my first job as
a junior draftsman with Kinhill Cameron McNamara, to director mentoring when I joined MCE, Dad has always been a wealth of knowledge and a patient hand in guiding my career.
Do you share your work experiences with your father? And seek his advice on issues?
We’ve worked directly together for over 10 years now and have always shared advice, and support. With 50 years’ experience, and 20 years’ operating his own practice I value both his technical support and his business advice.
Does your shared career pathways add another dimension to your familial relationship? Some examples?
It certainly does. It does become hard to switch off from work, having worked so closely together, but with 9 grandkids under the age of 9, family dinners are no longer overly relaxing anyway!
How will you inspire future generations to work in the public works sector?
MCE have a cadet program that has been established for many years now, supporting both cadet designers and undergraduate engineers. So long as I am involved with the firm, we will always run a program of this nature – encouraging young people to stay in the regions to live and work is something I am passionate about. I believe both here in Rockhampton and Bundaberg we are lucky with great Universities at our doorstep and fantastic young talent and if we foster this talent the regions will benefit for years to come. The spectrum and scale of work in smaller regional centres I believe is a great founding for all engineers.
We’ve recently established a Bundaberg office, which now has 10 employees, most of which are Bundaberg locals. I’ve enjoyed the challenge of establishing a new office and am excited to continue to deliver quality engineering to the regions. Another office might be around the corner!
Chris completed his degree in Civil (Structures) Engineering at USYD in 2008. He spent 5 years carrying out structural design including a secondment to Regional QLD and NSW before moving to his local Council in NSW where he spent 5 years in the subdivisions team. In 2018 Chris joined Barker Ryan Stewart to commence their office in SEQ – providing engineering services in both NNSW and SEQ.
How did you begin your career and what inspired you to become an engineer?
I really fell into engineering without knowing what it was in Year 11. When I selected my electives in I had a combination of sciences and Geography. As it turned out Geography wasn’t going to be offered and the year advisor gave me an option to keep my timetable as it was by selecting either Dance or Engineering Studies.
Back in those days I thought I had reached my limits in dancing and wasn’t much suited for a choreographed style, so I chose engineering. Having been strong in maths and science it was a perfect fit for me and our teacher brought a great combination of in the field engineering
experience and fun to the class – I was hooked!
My career began on a bit of rocky ground, I had worked for a structural engineering firm while I was in the last year of uni, and they had offered me a job for when I completed my degree. Making sure I didn’t have all my eggs in one basket I interviewed elsewhere and was offered a job at a different firm and had a decision to make. I ended up signing a contract with the firm that I was already working at, and recommended a good friend of mine to the second company who was offered and accepted the job. Shortly after I had signed the papers the GFC hit and the firm I’d committed to let 80% of their staff go – including me.
This led me to relocate from Sydney to Newcastle to work for Lindsay Dynan, which was an absolute blessing in disguise.
I made lifelong friends here, learned a tremendous amount and began my love for an alternative to life in the big smoke of Sydney.
What skills – technical and/ or soft skills – have enabled
your contributions in your role, to team members and to projects?
Soft skills are so interesting because I feel they are so much a part of your personality you don’t really recognise them as being skills, but can be vital to your successes and failures.
For me it’s connecting with people – I really enjoy building relationships with colleagues, clients, other professionals in the development/ infrastructure industry, Councils, even competitors and building a team that trusts each other and gets the job done. Having good rapport makes the ride so much more rewarding, and those tough conversations a lot easier too.
You combine good people skills with a positive attitude and hard work and you’ll go a long way.
Which mistake, if any, provided you with the most valuable learnings?
The first structural engineering job I provided all the design for (under guidance) was an electrical substation building in the Blue Mountains of NSW. I’d
spent a fair while optimising the design and cutting my teeth on detailing and whatnot, and after a number of months I was on site carrying out structural steel and concrete inspections.
Heading up to the site one winter morning it was particularly cold, and the news on the radio mentioned there might be snow in the area.
The penny then dropped – I hadn’t considered snow loads!
It was a pretty stressful few hours after the inspection before I got back into the office and begun calculating the snow loads. Luckily my wind and earthquake loads came out to govern, but that was a mistake I only ever wanted to make once.
Lesson – double check you’ve accounted for everything What are the challenges, if any of working in regional Queensland?
I’ve only experience a short stint in regional QLD a few years back at Curragh mine. The challenges then included weather and getting the work crews to all rock up!
In terms of engineering though –the expenditure on infrastructure per capita must be enormous compared to urbanised areas. The thought of spending millions of $$ on long lengths of roads that see only a small amount of vehicles per day must be a real challenge for those Councils/ asset owners. Plus attracting and keeping experienced engineers and skilled trades in the area would be difficult – I think there should be incentives such as subsidised HECS debts for people who practice in the regions once leaving uni.
The variety of project and nonproject tasks is really enjoyable for me. Barker Ryan Stewart (BRS) is really encourage staff to build on their strengths that aren’t necessarily in their ‘lane’. I came to BRS as a Senior Civil
Engineer on a path to become a certifier, and along the way to achieving that I’ve become part of the tendering, marketing and strategic growth teams amongst establishing and manage our SEQ office. There’s always a challenge, and that’s the key to growing and enjoying work I believe.
Being located in Broadbeach there is a lot to enjoy, but you can’t go past being able to pop out for a pre-work, lunchtime or post-work surf. You add a surf to your day and it’s hard to have a bad one!
What role do you hope to attain ie what would be the pinnacle of your career and where would it be located?
Wow that’s a tough one. Becoming a Director at BRS would be a goal I’d like to achieve in the next 5-10 years, and from there I’d hope that I can continue to increase my focus on the strategy of the business, business development and mentoring the next generation.
I’m only relatively new to SEQ (4 years), and I couldn’t dream of being located anywhere but the Gold Coast for now. Some work related travelling throughout QLD would be great, but in time.
Do you have plans to become an RPEQ, and why or why not?
I made a decision probably three years ago to achieve RPEQ and CPEng status before kids came along – I can say it was a good one! I achieved RPEQ and CPEng ~18 months ago, and with the birth my wife and my little boy 6 months ago I would really struggle to find the time at the moment.
In life – anyone who faces the day and everything that the world throws at them with a smile and a positive attitude. Dylan Alcott and Tye Angland are great examples of this.
In my career – I have fantastic mentors at BRS in the five Directors Garry, Glenn (x2), Ian
and Andrea. They are probably the busiest people in the company but make you feel like they have all the time in the world for you – it’s an attribute I hope someone describes of me one day.
Also, the old school engineers you see in in those ‘Wonders
of Engineering’ type documentaries. Engineers are made out to be boring and bland, and these guys/girls were anything but – they had real grit and courage to do what they did all in pen and paper, and their structures still stand.
attended over the past ten years also offered opportunities for me to discover the latest products and technology.
Kathi Buvana Jeyandran FIEAust CPEng NER, RPEQKathi Jeyandran, Design Engineer, Bundaberg Regional Council has attended every IPWEAQ Annual Conference from 2013 to 2022. After attending the Annual Conference consecutively 10 times, Kathi is now entitled to a complimentary Annual Conference registration in 2023.
Of her first Annual Conference in 2013, Kathi says, "My primary reason for attending was to earn 20 CPD hours since I was already an RPEQ from 2007, however it did not take long for me to realise that, the educational benefits and the value of networking were far more rewarding.
Attending conferences adds to your knowledge and makes you a better engineer by learning from others with a variety of experiences, on a diverse range of engineering and technology subjects, who've tackled all sorts of challenges, innovated and developed solutions - that's what engineers do; we solve problems and that makes our communities stronger.
And when hundreds of engineers get together in one place each year at the IPWEAQ Annual Conference, the learnings are enhanced for all of us.
The trade exhibitions I have
The Excellence Awards have been a highlight and I was fortunate to be present when Bundaberg Regional Council won awards for the Multi-use Sports and Community Centre (2018, Gold Coast), and for the Burnett River Discharge Facility for Rubyanna Wastewater Treatment Plant (2017, Townsville) - I was involved in preparing the concept design for this project and was delighted to be a part of the winning team. I had also contributed to water and wastewater expertise to the winning Multiplex project.
I would like to thank Raad Jarjees who encouraged me to become an IPWEAQ member in 2012, and appreciate Bundaberg Regional Council for enabling my attendance at ten consecutive IPWEAQ Annual Conferences. They have been highly rewarding and of great value to me as an engineer. I am looking forward to next Annual Conference in 2023.”
Kathi has recollected some remarkable programs/ presentations from previous IPWEAQ conferences below.
Kathi with Lorna Oliver Road Safety Seminar
Bundaberg Floods - The Science Behind the Story
Technical Tour - Copperlode Dam Pavement Management of the Unsealed Road Network
Cardwell by the SeaReconstructing after Cyclone Yasi Strategies to Maximise the Life of Local Roads
Kathi with Andrew Fulton and Hannes Bezuidenhout
Practical solutions for achieving Water Quality Requirements
Economical Solution for Flood Protection and Channel Erosion Control
Mobile Technology to Transform Service Delivery Prioritising Flood Plain Risk across a Diverge Region
Kathi with Matthew Caughley, Dwayne Honor, Andrew Fulton, Peter Jensen, Michael Egan
Sarina Water Recycling FacilityDelivering Value for Money Enterprise Project Management Framework
Forgotten Best Practices for Unsealed Roads: In Situ Blending for Low Cost Pavements
Life Cycle Analysis for High Density Poly Ethylene vs Concrete and Steel Pipes for Wastewater & Sewerage
2016, Brisbane
Kathi with Dwayne Honor and Michael Egan
Geotechnical challenges with the Brisbane Airport 2nd runway Asset degradation modelling for renewals at Townsville Water Impacts and key lessons from extreme storm tide surge event Managing the risk on lower order roads
Sustainable pavement design 2017, Townsville
Technical Tour: Gold Coast Light Rail
Work Driving Safety: How Well is Your Organisation Managing the Risk
A new approach to reviewing speed limits in Queensland Data Validation and Condition Assessment of Council Stormwater
2019, Brisbane
Kathi with Michael Egan and Peter Jensen
Improving Council Flood Risk Management and Infrastructure Outcomes
Take Advantage of the Queensland Government’s Spatial Information DNRM
Lawful Point of Discharge –Discharging the Myths Protecting the public and setting the standard of engineering: the RPEQ system
2018, Gold Coast
Kathi with other delegates
Technical Tour: Brisbane Airport Corporation
Planning for a Sustainable and Resilient City
Applying Safe Systems principles to raised priority crossings for pedestrian and cyclist paths Street Planning & Design Manual Getting better performance from bituminous materialsfrom waste to sustainability 2020, Brisbane
Kathi with Glenda Kirk Tour: Cairns City Centre Masterplan
Queensland’s path to disaster resilience
Causeways ‐ Risk Mitigation through Renewal Upgrade and Emergency Response How North East Water delivered Australia’s first intelligent water network
Improving pedestrian safety through Smart Crossings
Cyclist Safety at Roundabouts
Street Trees, Finding their place in the urban landscape.
2022, Brisbane
Kathi with Jessica Kahl, Leigh Cunningham, Glenda Kirk and Craig Murrell
Recycled Materials in Qld Roads
More sustainable polymer modified binders
Supplying over 5000 people with water when the dam runs dry Sustainable transport – Modern design solutions, achieving safe system outcomes at intersections
Deriving better value out of our roads and bridges with ARRB’s Best Practice Guides
Kathi with Nilu Weerasekera and Rohad Kurunduge
Brisbane Metro - Delivering a New Era of Connected Travel Trenchless renewal of Unitywater’s DN100 water main –Narangba
Prioritising flood risk investment and infrastructure in Queensland Implementation of 30km/h
Speed Limits on Gold Coast Streets
Applying Safe Systems principles to raised priority crossings for pedestrian and cyclist paths
Kathi appreciates IPWEAQ for organising these valuable conferences every year with various Engineering Technology presentations, workshops, tours, exhibitions, and Excellence Awards.
• Phil Hawley
• Gilbert Holmes
• Raymond Moore
• Trevor Parminter
• Graeme Rogers
• Derek Stringfellow
• Walter (Ray) Trestrail 45
• Bruce Stevenson 40
• Ian McMurtie
• Gerard (Gerry) Franzmann
• John Tannock
• Gregory Dinsey
• Gerhard Joubert
• Douglas Reynolds
• Mark de Hayr
• John Perry
• John Gwydir
• Ian Bilkey
• Peter Bratt
• Graham Cook
• Greg Kennedy
• Adam Sadler
• Jason Devitt
• Ian Wright
• Neil Fitzgerald 15
• Joe Bannan
• Michael Coutts
• Les Edmistone
• Mitchell Bichel
• Raad Jarjees
• Graeme Hawes
• Sean Rice
• Stuart Doack
• Phil Bambrick
• Murray Erbs
• Geoff Thompson
• Craig Young
• Glynn Mihan
• Anthony Brockhurst
• Anthony Jacobs
• Trevor Williams
• Tony Lau
• Paul Keech
• Danny Lynch
• Jason Ricks
• Angelo Casagrande
• Bret Arthur
• Jenna Devietti
• David Close
• Bruce Janke
• Damien Allen
• Kathi Jeyandran
• Juan Carlos Rial
• Adam Doherty
• Kane Macready
• Brett Franklin
• David Baldwin
• Paul O’Connor
• Denis Brown
• Amelia Marshall
• Nikeeta Roche
• Robin Thekkekara
• Patrick Joseph Cullivan
• Jason Hoolihan
• Glenn Brown
• Dereck Sanderson
• Sophia Andary
• Joshua Lincoln
• Cameron Playford
• Cameron Meizer
• David Mayen
• Will Somerville
• David Bremert
• Alister Daly
• Pippa Sullivan
• Jeremy Wagner
• Chris Porter
• Matthew Yin
• Stuart Doyle
• Nicholas Debritz
• Ben McMaster
• Greg Henwood
• Guy Thomas
• Patrick Rolfe
• Kym Wilkinson
• Nush Chadun
• Delimar Hernandez
• Moises Barrera Martinez
• Richard Back
• Zac Richardson
• Paul Rickert
• Scott Christensen
• Benjamin Bruce
• Matthew Lennon
• Mike Holeszko
• Tom McKinney
• Mitchell Weatherhead
• Daniel Tingley
• Darren Moore
• David Taylor
• Leigh Carnall
• Mike Prior
Thank you to the 130+ delegates who joined us in Gladstone at Central Queensland’s Premium business and entertainment venue, Gladstone Entertainment Convention Centre for the CQ Branch Conference.
Our delegates enjoyed 18 presentations across a twoday program, showcasing local projects and activities including presentations on signature projects: Philip Street Communities and Families Precinct by Erickson Noakes and Lee Griffiths, Gladstone Regional Council and Gladstone Region Coastal Adaption Study by Brent Tangey, Gladstone Regional Council.
Day one wrapped up with a Branch Conference dinner to be remember! Our Delegates enjoyed a tour of the Gladstone Maritime Museum followed by an incredible evening sunset and dinner at Auckland House.
Congratulations to Celisa Faulkner (Gladstone Regional Council), who won best paper for her presentation on “Robust Decisions Delivering Fit for Purpose Investments”. Celisa will present her paper at the 2022 Annual Conference held in Brisbane, 11-13 October.
Our events are successful because of the organisations that support and sponsor IPWEAQ. We would like to thank CQ Branch Conference sponsors, Gladstone Regional Council, GBA Consulting Engineers, and Shepherd.
We would also like to make special mention to our exhibitors for offering delegates an opportunity to hear about and experience what is available to improve local communities. We appreciate the raffle prizes that
exhibitors donated for our charity raffle, where we were able to raise over $1,025 for Strengthening Rural Communities.
We were also delighted to present gifts to members who had achieved an IPWEAQ membership milestone during the last 12 months. A big congratulations and heartfelt thanks to Ian McMurtrie for 40 years of IPWEAQ membership. Congratulations to the below members on their milestones:
Celebrating 10 Years: Bruce Janke, Bundaberg Regional Council Tony Lau, Livingstone Shire Council
• Adam Doherty, Dileigh Consulting Engineers
Celebrating 15 Years: Celisa Faulkner, Gladstone Regional Council
Celebrating 40 Years:
• Ian McMurtrie, McMurtrie Consulting Engineers
Thank you to the 120 delegates who braved the recent weather event and joined us at the Mackay Entertainment & Convention Centre in Mackay for the NQ Branch Conference.
This rain held off for the Welcome Function which kicked off at the Mackay Hotel with good food, drinks and lively conversation, setting the scene for the two-day program ahead.
Day one began with showcasing local projects and activities including two keynote presentations on the Mackay Waterfront project by Kylie Rogers, Mackay Regional Council and the Mackay Mountain Bike Trail by Aletta Nugent, Mackay Regional Council.
Day one concluded with what has been the most animated Branch Conference dinner to date! Delegates enjoyed an exclusive, interactive Trivia Night run by QuizzaMe at Mackay’s Harrup Park. The hosts psychedelic suit helped warm up the crowd as teams battled it out for extra points and to be crowd the champions. Team ‘Simple Minds’ took the cake (much to the other team’s disgust) and team ‘The Right Guess’ took home the wooden spoon (quite literally)!
A special thank you to our exhibitors for offering delegates an opportunity to hear about and experience what is available to improve local communities.
We appreciate the raffle prizes that exhibitors donated for our charity raffle where we raised money for our President’s Charity, Strengthening Rural Communities.
Day 2 concluded with congratulations to Kylie Rogers from Mackay Regional Council
who won best paper for her presentation on the “Mackay Waterfront Project”. Kylie will present her paper at the 2022 Annual Conference held in Brisbane, 11-13 October.
Our events are successful because of the organisations that support and sponsor IPWEAQ. Our sincere thanks again to our host council, Mackay Regional Council and our event sponsors, Premise and Shepherd.
We were also delighted to present gifts to members who had achieved an IPWEAQ membership milestone during the last 12 months. A big
congratulations and heartfelt thanks to Dawson Wilkie for 35 years of IPWEAQ membership. Congratulations to the below members on their milestones:
Celebrating 5 Years: Chris Porter
Celebrating 15 Years:
• Sean Rice
Celebrating 35 Years:
• Dawson Wilkie
Celebrating 40 Years: Brian Bailey
Thank you, Toowoomba! The combined SWQ/ SEQ Branch Conference exceeded all previous brand conference records, with an incredible 283 delegates.
The conference kicked off with a choice of two incredible tech tours, eagerly attended by 80 delegates. The Toowoomba Regional Council Principal Depot’s tour allowed delegates to view the new depot, which replaced several ageing facilities inherited through the 2008 amalgamation of eight local Councils and is the co-location of over 500 staff.
Wagners CFT Facility hosted the second tour, where they are committed to manufacturing quality products that deliver smart outcomes for their customers. The facility includes a large range of products in colours to suit aesthetic needs, full in-house design capability, prefabrication and on-site installation. Wagners is credited with manufacturing and installing the world’s first composite road bridge in a public road network and the first clipon pedestrian walkway/cycleway onto an existing bridge.
Following the tours, we kicked off the Welcome Function at the Royal Hotel Toowoomba with good food, drinks and conversation. A huge thank you to Wagners for sponsoring the welcome event.
The conference proceedings began with a keynote presentation by Amy Bernier, Project Manager at Toowoomba Regional Council on the Kleinton Waste Management Facility. The presentation highlighted the $18 million project incorporates a new waste transfer station and involved the relocation of waste and the rehabilitation of the existing landfill. Designed
for a 25-year life, it also includes an expansion option to cater for the waste service needs of the northern urban areas of the Toowoomba Region for the next 50 years.
Over the next two days, we heard 25 technical presentations and case studies. Congratulations to Nicholas Le Good from Department of Transport and Main Roads, who won best paper for his presentation on the “Captain Cook Bridge
Refurbishment Works”. Nicholas will present his paper at the 2022 Annual Conference held in Brisbane, 11-13 October.
The Branch Conference dinner, sponsored by GenEng Solutions, was one to be remembered! Delegates were treated at the Pioneer Village for an unforgettable live charity auction and paranormal ghost tour. The tour encouraged participation in different communication methods and provided the
opportunity to use modern (and not so modern) ghost hunting equipment. Everyone brought a torch (and an open mind!) to the experience.
A special thank you to Orterra, our charity auction sponsor. The Toowoomba Carnival of Flowers package received incredible interest, and between this
experience and a range of other prizes donated by sponsors and exhibitors, we raised over $2,600 for Strengthening Rural Communities.
Our events are successful because of the organisations that support and sponsor IPWEAQ. Our sincere thanks again to our host council, Toowoomba
Regional Council and our event sponsors, GenEng Solutions, Ventia, FKG Group, Orterra, Tonkin, Wagners, Norton Rose Fulbright and Shepherd.
Branch Conference proceedings are available for members in the Knowledge Centre, and nonmembers are able to purchase.
The legacy and reputation built over the last 10 plus years of qldwater under the leadership of Rob Fearon and Dave Cameron provides the foundations for the next chapter. This year there has been significant change for a small organisation with two very experienced staff in Rob Fearon and Dave Cameron moving on to new opportunities. That combined with other staff changes has meant that it has been a challenging couple of months for the team. To their credit the qldwater team have remained positive, engaged and have maintained our core services.
We have also said goodbye to Anna Mehonoshen and Naomi Carragher more recently, with both being missed. On the positive side we welcomed two new teams members to qldwater. Neil Holmes joins as the Water Skills Partnership Manager and Kirsty Hills steps into the Project Support Officer role. Both quickly becoming part of the team and learning the acronyms that are used.
With any change comes risks but also opportunities. The potential for loss of corporate knowledge has been addressed with thorough transition arrangements, qldwater had been planning and building capacity and redundancy for a long time, and we have recruited well. An upside is that there are new eyes within the team providing an opportunity for a refreshed view moving forward.
The foundations are embedded to continue serving our members and the strong advocacy platform which qldwater and the Queensland urban water
industry are known for. There are ongoing and emerging issues which require qldwater to be aligned and have an in-depth understanding of the industry. This alignment is based on strong connections, hence maintaining established relationships with key stakeholders, partners and members will be a priority. We are particularly proud of the committed industry professionals who participate in our Strategic Priorities Group, under the current leadership of Narelle D’Amico.
The Annual Forum on the Gold Coast provided an opportunity to update the industry Roadmap and materialise priorities for the next 12 months +. One of the key initiatives our organisation has been keen to establish for a while is a more formal arrangement where Queensland Government can work with qldwater and other key stakeholders to take a more strategic approach to jointly manage risks to the provision of sustainable urban water and sewerage essential services in Queensland. To date there have been discussions about establishing an industry crossagency working group however little movement. Continuing to push for this establishment will provide a vehicle for achieving the objectives of the Roadmap. There will be more to come on this, but our aim will be to develop over time a tangible action plan with government to tackle key long term strategic challenges, and emerging threats.
The qldwater team, with the support of the members, the industry and government partners will continue to lead the advocacy and servicing required to help guide and shape the future of the Queensland urban water industry.
It was great to catch up with so many of our members in person
at the Annual Forum on 6-8 September – a big shout out to all our sponsors and the City of Gold Coast team who were incredible hosts across the three days. As a venue, the Home of the Arts didn’t disappoint either!
Day 1 of the Forum focused on innovation in the water sector, starting off with a couple of keynote speakers to set the scene. The first provided an overview of the impacts of climate change on water resources, with a flood map indicating that the area where we were meeting would be under water by the end of this century - a stark reminder of things to come. Charles Dyer did a great job in real world grounding of small and remote community technology needs by introducing us to “Outback Man” and his contrasting views to technology. Over the course of the day, we learned about microbial risk assessment, moving bed bioreactors, autonomous monitoring instruments, water and wastewater pipe relining options and leak detection.
Day 2 included site tours to the Tugun Desalination Plant and the Merrimac Recycled Water Facility in the morning, followed by a scrumptious lunch at the Kurrawa Surf Club. The afternoon included the TracWater Best of the Best Queensland Water Taste Test, as well as four action-packed vendor pitches from Royce Water Technology, Taggle, Suez and Concept Environmental Services. Sean Cohen from Suez won the Vendor Pitch session by bribing participants with a bag full of chocolates – we hope to see more of this tactic at future events!
Day 2 ended on a high note with an amazing outdoor dinner overlooking the HOTA building. Great food and company made for an enjoyable evening, and the water elders provided some perspectives on water and
sewerage services based on their extensive experience working in the industry. We also took the opportunity to recognise Shaun Johnston for his extraordinary support of the Water Directorate.
The final day of the Forum was jam-packed with interesting presentations and panel sessions to help qldwater refine its Industry Roadmap. Topics included planning in uncertain times, reshaping the sector’s approach to regulation, risk and
investment and developing industry priorities with the Queensland Government. We are still digesting all the information that came from these sessions and will provide more details in due course.
Thank you to our sponsors Grenof, TracWater, Veolia, Calibre Group, Simmonds & Bristow, Endress+Hauser, Royce Water Technologies, Taggle, SUEZ, Concept Environmental Services, EnviroSonic, McCullough Robertson Lawyers and Trility.
After a two-year COVID-19 hiatus, the annual qldwater Water Connections Tour returned in May 2022.
The five-day intensive tour of water and sewerage infrastructure across remote and regional councils were introduced in 2005 to introduce State agency representatives to key staff
and elected representatives to improve understanding of the challenges faced by our members in delivering water and sewerage services.
The 2022 tour focused on indigenous councils in FNQ including Kowanyama, Pormpuraaw, Napranum, Mapoon, Arukun, Lockhart River and Cook. It also included meetings with Torres Strait Island Regional Council in Cairns.
We’ve created an excellent story map about this and previous Water Connections Tours which clearly outlines the width and breadth of places we’ve visited, and we thank all those who have participated in these tours over the years.
As the year draws to a close it is important to pause, reflect and then to look forward. Next year 2023 will see a new CEO for the qldwater directorate with consolidation of services and a view towards opportunities.
