Engineering for Public Works - Issue 24, December 2021 by IPWEAQ

ENGINEERING

FOR PUBLIC WORKS ISSUE NUMBER

www.ipweaq.com Project of the Year, Brisbane City Council Kingsford Smith Upgrade P 56

#IPWEAQ21 Highlights of Annual Conference P 38

Best Paper Award Dwayne Honor and Jordan Maultboy P 62

Member Profile Bernie-Anne Freeman Homeward Bound P 30

INFORMS. CONNECTS. REPRESENTS. LEADS.

2022 Events Program PRESIDENT’S BREAKFAST BRISBANE

FEB

22-23

BRIDGE MANAGEMENT SYMPOSIUM BRISBANE

30-31

SWQ/SEQ BRANCH CONFERENCE TOOWOOMBA

10-11

NQ BRANCH CONFERENCE MACKAY

17-18

RURAL ROADS FORUM BARCALDINE

FEB

CQ BRANCH CONFERENCE GLADSTONE

16-17 MARCH

MARCH

ASSET MANAGEMENT SYMPOSIUM BRISBANE

20-21 APRIL

MAY

NT BRANCH CONFERENCE PALMERSTON

26-27 MAY

AUGUST

11-13

OCTOBER 4252

ANNUAL CONFERENCE BRISBANE

Contact Senior Manager, Events & Marketing Monica.Robertson@ipweaq.com 07 3632 6802

2022 EVENTS PROGRAM

CONTENTS

COMING UP EVENTS

ISSN 2652-6050 (online) December 2021 Issue no 24 Cover: Annual Conference, Cairns Convention Centre, 13 October 2021

Temporary Traffic Management Toolkit

Welcome new Partners

FEBRUARY 4: President’s Breakfast, BRISBANE FEBRUARY 22-23: Bridge Management Symposium, BRISBANE

President’s Report

CEO’s Report

Community News

New Qualification Infrastructure Asset Management

Infrastructure Report

New Survey Standards

Knowledge Centre Most Viewed

Honorary Members

Member Profile, Bernie-Anne Freeman

Member Profile, Darcy Stevenson

Member Profile, Monica Accornero

Annual Conference Features

Brisbane City Council, Kingsford Smith Drive Upgrade

Bundaberg Regional Council, Stormwater Management Strategy

DECEMBER 13: TTM Practices, BRISBANE

Wooden it be Nice, Building our Bridge to the Future

Tully Grandstand, a Difference Way to Deliver

FEBRUARY 2: Pavement Rehabilitation, CAIRNS

Addressing Critical Water Supply Issues Using an Intensive Demand Management

FEBRUARY 8: TTM Practices, BRISBANE

The Reinvention of the Ayr Drinking Water Supply

FEBRUARY 9-10: Supervisor Training, DALBY

A Reseal Contract Like No Other

Microsurfacing and Cape Seals in the Darling Downs

Management of Structures with Concrete Halving Joint

FEBRUARY 16: MRoLOR, ONLINE

CQ Branch President’s Report

101

NQ Branch President’s Report

102

FEBRUARY 15-16: RSA, BRISBANE

SWQ Branch President’s Report

103

NT Chair’s Report

104

SEQ Branch President’s Report

105

Industry News – Around the State

106

Professional Development Update

108

Video Recording Services for Partners

109

Native Title Update

111

ADAC Update

112

Qldwater Report

113

Meet the Teams

114

ADAC Consortium

116

Partners

117

Subscribers

118

Media Kit

120

MARCH 16-17: CQ Branch Conference, GLADSTONE MARCH 30-31: SWQ/SEQ Branch Conference, TOOWOOMBA PUBLIC WORKS TV Register Online PROFESSIONAL DEVELOPMENT Register Online

FEBRUARY 15: NTCH, MACKAY

FEBRUARY 24: Sprayed Bitumen, EMERALD MARCH 1: Pavement Rehabilitation, MAROOCHYDORE MARCH 8 -9: Fundamental Road Designs, BRISBANE MARCH 9: NTCH, TOOWOOMBA MARCH 22: SDM for Practitioners, BRISBANE LEARNING HUB Register Online

ENGINEERING FOR PUBLIC WORKS | DEC 2021

INFORMS. CONNECTS. REPRESENTS. LEADS.

TEMPORARY TRAFFIC MANAGEMENT TOOLKIT

The TTM Toolkit will assist Traffic Management Designers (TMD) prepare Traffic Management Plans (TMP) and associated Traffic Guidance Schemes (TGS) for low volume roads (up to 250 vehicles per day). A TMP is required for every project to address the identified risks. The length and complexity of the TMP is proportionate to the level of risk associated with the works. (AGTTM Part 2, Section 2.2)

The TTM Toolkit includes: • Traffic Management Plan (reference document) • Project Planning Tool • Standard forms • TGS Selection Tool • Suite of generic TGSs

(Usual Price $3,000 annually, $4,500 for 18 months).

The objectives of the TMP are: • outline how the works are integrated into the operation of the road network, providing for the safety of workers and road users while maintaining the service provided by the road network. • provide the road infrastructure manager with confidence that all relevant issues have been identified and considered approach to each issue has been developed. • ensure the safety of all road users including both vulnerable road users, and workers on roads, who require protection from traffic. • manage possible adverse impacts on traffic flows and ensure network performance is maintained at an acceptable level. • assess and minimise the impact on users of the road reserve and adjacent properties, businesses and facilities. • identify and consider all foreseeable risks and stipulate mitigation measures. • provide innovative treatments where possible.

Contact Director, Professional Services Craig.Moss@ipweaq.com 3632 6805

$3,000 FOR 18 MONTHS SUBSCRIPTION including all updates

4289

IPWEAQ has developed the Temporary Traffic Management Toolkit (TTM Toolkit) to support the planning and design of safe, cost effective and efficient temporary traffic management solutions for low volume Category 1 roads. The Toolkit responds to concerns raised by councils that the adoption of the mandatory Austroads Guide to Temporary Traffic Management (AGTTM) would place an undue burden on work activities related to roads with traffic volumes of less than 1,000 vehicles per day.

LAUNCH SPECIAL OFFER

ENGINEERING FOR PUBLIC WORKS | DEC 2021

www.ipweaq.com

IPWEAQ UPDATES

TEMPORARY TRAFFIC MANAGEMENT TOOLKIT

Craig Moss Director, Professional Services

1 December 2021 marked the mandatory adoption of the new technical standards for temporary traffic management in Queensland. Central to the new standards is the emphasis on planning, with every project requiring a Traffic Management Plan (TMP) regardless of the duration of the works. This TMP is required to identify and manage potential hazards associated with the traffic environment during the project. The greater focus on planning is emphasised with the volume of guidance provided, with Part 2 of the Austroads Guide to Temporary Traffic Management (AGTTM) being dedicated to the planning process. While the sector has generally planned well for larger projects, the level of planning for shortterm and low-impact work has been lacking due to the perception that the development of a traffic management plan can take longer than the scheduled work. As traffic management is recognised as one of the highest risk activities on a road worksite, a level of planning is required to provide a safe environment for the road worker and the

road user. AGTTM outlines the information to be included in a TMP and the potential risks to be considered to achieve outcomes. The challenge for road infrastructure managers is how to balance the length and complexity of a TMP to be proportionate to the level of risk associated with the work.

project location and activities. The solutions could be:

In response to this issue, IPWEAQ formed a panel of experts from across the state to develop a solution that supports the planning and design of safe, costeffective and efficient temporary traffic management solutions for low volume Category 1 roads. This group devised a strategy that considered all of the requirements of the new standards to guide the Traffic Management Designer (TMD) to develop a compliant TMP that can be implemented on the worksite by an appropriately accredited worker. The Toolkit provides the road infrastructure manager with confidence that all relevant issues have been identified and a considered approach to each case developed.

• the design of a site-specific TGS

It must be noted that while you can outsource services to a traffic management company, you cannot outsource your responsibility for the risk associated with how traffic is managed traffic on your worksite. The road infrastructure manager must ensure that the TMP and the implementation of the identified risk control measures meet regulatory requirements. The Temporary Traffic Management (TTM) Toolkit reflects current best practice for short-term, low-impact works on roads up to 250 vehicles per day. It takes a risk-based approach by using a series of questions to guide the TMD towards the most appropriate solution for the

• the selection and use of a generic Traffic Guidance Scheme (TGS) • the adjustment of a generic TGS within allowable tolerances • the modification of a generic TGS by, or in consultation with a TMD The TTM Toolkit includes: • Traffic Management Plan that provides an outline of how the works are integrated into the road network, providing for the safety of workers and road users. • Project Planning Tool addressing the site and projectspecific details, options analysis, risk assessment. • TGS Selection Tool that uses data from the project planning tool to identify the most appropriate Generic TGSs. • Standard forms to document the implementation and compliance of traffic management. • 115 generic TGS’s including supporting notes and treatments for side roads. The next part of the Toolkit will be a series of instructional videos based on case studies to support users of the Toolkit. While the Toolkit will apply to 80% of the state road network, the intent is to expand the solution to address high volume Category 1 roads in the future. IPWEAQ wishes to acknowledge our industry experts and to thank LGAQ and TMR for their support in the development of the Toolkit.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

WE ARE DELIGHTED TO WELCOME IPWEAQ ENTERPRISE PARTNER, DOWNER GROUP Relationships creating success We are the leading provider of integrated services in Australia and New Zealand. We are committed to building strong relationships with our customers and our people. At Downer, our customers are at the heart of everything we do. Our Purpose is to create and sustain the modern environment by building trusted relationships with our customers. Our Promise is to work closely with our customers to help them succeed, using world-leading insights and solutions. Downer designs, builds and sustains assets, infrastructure and facilities and we are the leading provider of integrated services in Australia and New Zealand. With a history dating back over 150 years, Downer is listed on the Australian Securities Exchange and New Zealand Stock Exchange as Downer EDI Limited (DOW). Downer Group employs approximately 44,000 people across more than 300 sites, primarily in Australia and New Zealand. Urban Services Downer has a strong focus on Urban Services – Transport, Utilities, Facilities and Asset Services – and helps its customers deal with population growth and urbanisation pressures. Utilities Downer offers a range of services for the utilities sector, incorporating traditional power and gas, water and technological communications services. Facilities Through Spotless we deliver tailored solutions for over 1,000 customers from a diverse range of industry sectors. Spotless is the largest integrated facilities management services provider in Australia and New Zealand. Our customers depend on us to provide essential services for the everyday running of their businesses. We deliver more than 100 integrated facilities services. Asset Services Downer is a leading provider of asset maintenance and specialist services to the industrial, marine, power and energy sectors in Australia.  We support our customers with long-term, relationship-based contracts where we seek to optimise the reliability, efficiency and whole-of-life costs of their assets. Defence Downer provides a broad range of professional services, base and estate management and estate development and base upgrade services to the Australian Defence Force, the New Zealand Defence Force and other government agencies. Downer Group

ENGINEERING FOR PUBLIC WORKS | DEC 2021

WE ARE DELIGHTED TO WELCOME PLASGAIN AS AN IPWEAQ ENTERPRISE PARTNER

Born in the rural Victorian town of Drouin, Plasgain is a family-owned Australian company whose purpose is “Advancing Sustainable Development”. We want to have a positive impact on our community and our environment, by manufacturing locally, creating regional employment, recycling waste into useful products, making our roads safer and harnessing the power of the sun to light the way through our innovative lighting products.

sustainability mindset. Plasgain’s recycled plastic products like our underground cable cover slabs help reduce the use of imported and virgin plastic products in urban developments, as well as reduce landfill volumes, by turning waste plastic (PE) into commercially viable recycled products.

We take engineering challenges and solve them with a

Our street lighting, safety products and solar lighting help

create urban environments that keep our communities safe. Every day, our people use their combined expertise in engineering, recycling, urban development, solar and street lighting to benefit communities all over Australia.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

The Local Government Appointments Group incorporates: • Local Government Appointments NSW • LO-GO Appointments QLD • LO-GO Appointments WA. Local Government Appointments was established in 1995 by Helen Passmore, a former Mayor of the City of Subiaco in Western Australia. LO-GO Appointments QLD commenced operation in 1999 followed by Local Government Appointments NSW in 2002. We specialise in the provision of recruitment services to Local Government including contract technical and professional placements, permanent placements, executive staff selection and labour hire engagements. Local Government Appointments is committed to working with Councils to understand their business and partner with them to increase their productivity by providing cost-effective and tailored recruitment services. Our team sets the highest professional standards and ethical values. We pride ourselves on the continuous improvement of recruitment practices. Local Government Appointments guarantees to your Council that you and your Candidates will be treated with the professionalism and respect that you deserve, and that you would expect to promote the image of your Council and your community. Our teams are comprised of highly trained people with backgrounds in Local Government and Human

Resources. All our staff are passionate towards Local Government and have an in-depth understanding of Local Government and recruitment including the diversity of positions, relevant Awards and Legislation. Our involvement in your recruitment and selection process with our understanding of the requirements of Local Government will give you an excellent recruitment service and an advantage over other employers. Local Government Appointments – Where Quality Counts

ENGINEERING FOR PUBLIC WORKS | DEC 2021

INFORMS. CONNECTS. REPRESENTS. LEADS.

UPCOMING PROFESSIONAL DEVELOPMENT OPPORTUNITIES

TEMPORARY TRAFFIC MANAGEMENT PRACTICES

Contact Tammi Petre Professional Development Manager Tammi.Petre@ipweaq.com 3632 6807

NATIVE TITLE & CULTURAL HERITAGE 15 FEBRUARY– MACKAY

1 DECEMBER – MAROOCHYDORE

13 DECEMBER – BRISBANE

8 FEBRUARY – BRISBANE

MANAGING RISKS ON LOWER ORDER ROADS

Up to 6 CPD hours 16 FEBRUARY – DARWIN Up to 7 CPD hours

SUPERVISOR’S WORKSHOP 1-2 DECEMBER – DARWIN 9-10 FEBRUARY – DALBY

ROAD SAFETY AUDIT 15-16 FEBRUARY – BRISBANE Up to 16 CPD hours

Up to 12 CPD hours

PAVEMENT REHABILITATION

SPRAYED BITUMEN 24 FEBRUARY – EMERALD

2 FEBRUARY – CAIRNS Up to 7 CPD hours

ENGINEERING FOR PUBLIC WORKS | DEC 2021

PRESIDENT’S REPORT Angela Fry

It was my privilege to be declared the 26th President of IPWEAQ at the Annual General Meeting held 13 October in Cairns after serving as Vice President (2019-2021) and SWQ Branch President (2017-2019). I look forward to working with our CEO and other members of the IPWEAQ Board including our Vice President, Andrew Johnson (SWQ Branch President, 20172019) and: Re-elected Board members • NQ Branch President: Glenda Kirk, Director Infrastructure Services, Mareeba Shire Council • Sarah Hausler, Partner, McCullough Robertson Newly elected Board members: • SWQ Branch President: Dereck Sanderson, District Director (Darling Downs District) | Southern Queensland Region Program Delivery and Operations | Infrastructure Management & Delivery, TMR • CQ Branch President: Adam Doherty, Director, Dileigh Consulting Engineers • SEQ Branch President: Jo O’Brien, Qld Program Manager, Tonkin • Sean Rice, Managing Director, Proterra Group I’d also like to thank retiring Board members for their contributions: Raad Jarjees (20172021), Celisa Faulkner (2017-2021), Trevor Dean (2019-2021) and Craig Murrell (2015-2021). Congratulations to all the projects and people nominated

With Maddy Stahlhut receiving the Employer of the Year (Private Sector) award

for awards at the 2021 IPWEAQ Excellence Awards. It was a great night celebrating our sector with a record 100 nominations. On behalf of GHD – Toowoomba Office, I was delighted to accept the inaugural award for Employer of the Year (Private Sector) from a field of high-quality finalists. Congratulations also to TMR, inaugural winner of the Employer of the Year (Public Sector). And congratulations also to IPWEAQ, a shortlisted finalist for the Association of the Year awards. For my two-year term as President, we have established a fund for Strengthening Rural Communities, an initiative of the Foundation for Rural & Regional Renewal (FRRR). I look forward to initiating our fundraising activities at the President’s Breakfast, 4 February 2022 when we will hear from Engineer of the Year, Ross Ulmann and from Brisbane City Council engineers who delivered the Project of the Year, the Kingsford Smith Upgrade. Our Partners and sponsors play a critical role in our

ENGINEERING FOR PUBLIC WORKS | DEC 2021

successes and I look forward to acknowledging and celebrating them at the President’s Breakfast. It has been another big year at IPWEAQ with many more ‘firsts’ including our first Asset Management Symposium in May, the launch of the Every Community Needs an Engineer calendar and campaign, establishment of the NT Branch, four new excellence awards including employer awards, 16 career cards for the sector and the Track My CPD portal to help engineers better manage their compliance. And this month, the launch of the Temporary Traffic Management Toolkit, an invaluable tool to save councils and organisations considerable time and costs preparing a Traffic Management Plan (TMP) for every roadworks project regardless of the duration of those works. See more in Craig Moss’ report on page 5. Also just launched in November, the Women in Public Works Leadership Program. Applications closed 30 November with successful candidates to

be announced this month. I look forward to participating as a presenter and joining the WPWLP Alumni. See more on page 28. Next year at IPWEAQ is already building to be another successful year with a few more ‘firsts’, the Bridge Management Symposium in Brisbane, 22-23 February 2022, the inaugural NT Branch conference in Palmerston, 26-27 May and digital badges coming in March. And currently under development, a certification program in project management. New asset management specific topics will be introduced that align the new Certificate IV in Civil Infrastructure Asset Management and asset

management specific units for the Diploma of Civil Construction Management. While IPWEAQ is not an RTO, we will be working closely with a partner organisation to deliver nationally accredited units for our sector. And now we find ourselves at Christmas. Please have a wonderful, safe time with family and friends and we welcome home Queenslanders who’ve been stranded on the other side of the border. I look forward to getting started on a new year with the President’s Breakfast, 4 February. Please join us in person or via satellite to celebrate the past year and to look forward into the new.

About our President Angela has 20+ years’ experience working in the Darling Downs and South West Region as a civil engineer and project manager across private industry, local and state government. She has delivered a range of infrastructure projects including the Gatton Bypass Duplication, Toowoomba Outer Circulating Road Project, and the Toowoomba NDRRA Flood Mitigation Program. Angela has lectured at the University of Southern Queensland’s Faculty of Engineering and Surveying. • Business Group Leader - SQ Roads & Highways, GHD (since September 2021) • Office Manager, Toowoomba & South West Region, GHD (2016-2021) • Principal Project Manager, Toowoomba Regional Council (2012-2016) • Lecturer, University of Southern Queensland (2006-2012) • Engineer, Department of Transport and Main Roads (1998-2006)

PRESIDENT’S CHARITY FRRR provides funding and capacity building support by connecting common purposes and funding from government, business and philanthropy with the genuine local needs of smaller remote, rural, and regional communities across Australia.

Each IPWEAQ President nominates a charity for us to support during their term. Angela Fry has chosen to establish a Grants Fund with the Foundation for Rural Regional Renewal (FRRR) in the Strengthening Rural Communities program.

We raise funds for the President’s Charity at our conferences and other events through charity auctions, prizes, bike rides and other unique initiatives suited to our community. We look forward to contributing funds to strengthen rural and regional communities across Queensland for the next two years.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

2022 PRESIDENT’S

Breakfast Please join us for the 2022 President’s Breakfast to thank our Partners and sponsors for their contributions to our successes. This is a members only event plus invited guests.

Friday 4 February 2022, 7.00am - 9.00am The Marquee, Victoria Park Cost: $60 plus GST Register now at: 2022 President’s Breakfast In support of the President’s Charity, Strengthening Rural Communities (SRC) .

STRENGTHENING 12 RURAL COMMUNITIES

PRESIDENT’S CHARITY

ENGINEERING FOR PUBLIC WORKS | DEC 2021

2022 SPONSORSHIP OPPORTUNITIES NOW AVAILABLE! CONTACT MONICA.ROBERTSON@IPWEAQ.COM

ENGINEERING FOR PUBLIC WORKS | DEC 2021

CEO’S REPORT Leigh Cunningham

Our sincere thanks to the professionals who devoted their time, energy, enthusiasm and expertise to the development of the Temporary Traffic Management Toolkit and for the commitment of Toowoomba Regional Council and Townsville City Council. IPWEAQ technical solutions are widely adopted and leadingedge, and our reputation and standing was forged on the contributions of councils and Working Group members – solutions developed by industry for industry. Thank you all from all of us. And as we forge a leading path, we’re sure to keep in mind the people who set this in motion almost 50 years ago – the founders of the Local Government Engineers’ Association of Queensland (LGEAQ). This month we were delighted to welcome IPWEAQ’s sixth president, Derek Stringfellow (1982-1984) and his family for a visit to our facilities in Eagle Farm and in particular, the Stringfellow training room named in Derek’s honour. Derek shared his life as a public works engineer with our team in what were very different times. Derek’s two criteria for a successful career: (1) be an informed, knowledgeable and innovative practitioner and continue to be informed about new advances and improvements for your discipline. (2) establish a happy, active,

With Seren McKenzie, Trevor, Dean, Ged Brennan, Joe Bannan and Simone Talbot.

family environment where children observe kindness, are well educated, and encouraged to pursue any career they choose. Derek paid tribute to his late wife Eunice and the role she played supporting him and their family during his career. In January, we launched the Every Community Needs an Engineer campaign with a calendar featuring 14 exceptional public works projects. The 2022 calendar is now available featuring another 13 projects delivered across the state and territory including a Northern Territory project on the cover to welcome our colleagues to the IPWEAQ community following the establishment of the NT Branch in May. Printed calendars will be available at all regional conferences – it’s better than the Firefighters calendar. You can also view and download from our website. And please also download the Excellence Awards Commemorative book featuring 67 projects delivered for Queensland communities. This, and the calendar, is a source of inspiration for any civil engineering student ready to get started on their public works career.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

With Derek Stringfellow.

We have 5,789 bridges across Queensland – green bridges, timber bridges, state-controlled bridges, arches, trusses, cables and an upside-down Harbour bridge. The longest bridge links Brisbane to Redcliffe at 2.7kms, and the oldest is the Dickabram Bridge constructed in 1885 over the Mary River near Gympie. If you’re also keen on bridges, I look forward to seeing you at the Bridge Management Symposium in Brisbane, 22-23 February 2022. The two-day program starts with our resident global expert on above-ground structures, Dr Neal Lake who will discuss what’s at the very core of bridge

asset management and how to understand the impact of decisions on useful life. Before we get to bridges though, please join us for the first event of 2022, the President’s Breakfast. This is an opportunity for us to thank our Partners, sponsors and exhibitors for their contributions to our successes before we embark on many more. There’s a lot more under development including asset management and project management certifications and digital badging, and as David Thompson, our Industry Engagement Manager outlines on page 26, a new Survey Standard for our sector. Last month we made a submission to the state government’s proposed local government sustainability framework highlighting that it is critical that engineers make engineering decisions including asset management decisions. We anticipate having

IPWEAQ team.

the Department of State Development, Infrastructure, Local Government and Planning at the Asset Management Symposium in Brisbane, 20-21 May to present to delegates on the framework. Thanks again to everyone who joined us for the Annual Conference for what was another exceptional event because our

community is especially engaged and connected – photos/evidence available in the Knowledge Centre. From all of the team at IPWEAQ, and qldwater please have the best Christmas and New Year and be ready to engage and connect with us in the new year.

IPWEAQ would like to thank the Product Development Working Group and the Technical Reference Committee for their valuable contribution to the Temporary Traffic Management Toolkit. Product Development Working Group Adam Brighouse | Toowoomba Regional Council (Chair) Craig Moss | IPWEAQ Raymond Heymer | Townsville City Council Jordan Winiata | Townsville City Council Andrew Pulman | Townsville City Council Danyell Hughes | Townsville City Council Rodney Zinn | Sunshine Coast Regional Council Steve Georg | Sunshine Coast Regional Council Hari Boppudi | Flinders Shire Council Leonard Knight | GenEng Brenton Judge | Balonne Shire Council Amir Akrami | Cook Shire Council David Klye | Cook Shire Council Craig Hutton | Fraser Coast Regional Council

Dana Geaboc | Department of Transport and Main Roads - Road Tek John DeGraff | Evolution/ Acciona - Brisbane Metro Moh Deen | Arrow Energy Brisbane/Dalby Brian Duffy | GBA Consulting Engineers Adam Brighouse | Toowoomba Regional Council Geoff Thompson | Thompson Consulting Engineers Pty Ltd Luke Rytenskild | Rytenskild Traffic Engineering Ross Tucker | Workforce Road Services James Varughese | Southern Downs Regional Council Tony Wright | Bundaberg Regional Council IPWEAQ acknowledges the contribution from Toowoomba Regional Council and Townsville City Council in the production of this toolkit.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

COMMUNITY NEWS

LATEST RPEQ’S Congratulations to our newest RPEQs: Michael Kinion, Development/ Design Engineer from Somerset Regional Council; Georgia Keeshan Principal Coastal Engineer, Sunshine Coast Council.

DEREK STRINGFELLOW, IPWEAQ’S SIXTH PRESIDENT It was an honour to welcome Derek Stringfellow, IPWEAQ’s sixth president (1982-1984) and his family to join us for morning tea at our facilities in Eagle Farm. The Strinfellow family is pictured in Stringfellow, the training room named in Derek’s honour. Derek praised the Every Community Needs an Engineer campaign and is pictured in front of the banner at Eagle Farm. We were grateful that Derek took the time to talk with our Media Coordinator, James Price about the life of a public works engineer in earlier times.

CAREER CHANGES

Stuart Doak, Manager Infrastructure Projects at Livingstone Shire Council retires this month following a career spanning 43 years. Stuart has worked in the private sector for contractors and as a Consultant, and has spent 25 years in engineering management roles in local government. Stuart was the first and last Shire Engineer of the former Woongarra Shire prior to amalgamation; and was formerly Director Technical Services at Gladstone City Council. In his retirement, Stuart intends to explore the hypothesis that retirees can’t understand how they ever had time to go to work!

Trevor Williams has moved to McKinlay Shire Council as CEO. Trevor was previously the Disaster Recovery Project Director at the Whitsunday Regional Council.

PRESIDENTS’ CHARITY Over the past two years, we have raised $18,107 for Rural Aid between raffles and auctions at Branch and Annual Conferences, donations and polo shirt purchases. Thank you to everyone who has contributed to this wonderful cause!

Leigh Cunningham presenting funds to Nicole Johnson, Fundraising Coordinator, Rural Aid.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

Congratulations Angela Fry who is now the Business Group Leader – Roads and Highways, South Qld for GHD.

COMMUNITY NEWS

AWARDS & RECOGNITION

Congratulations Cairns Regional Council recipient of a Climate Champion award in recognition of its efforts to cut emissions and foster community engagement on climate action. The awards are organised by by the Cities Power Partnership which offers tools for local government to assist with a shift towards a cleaner economy.

CONGRATULATIONS

Congratulations to Chris Borg, SEQ Manager of Barker Ryan Stewart, and his Wife Kate, who welcomed their son. Tobias. Chris is a member of the SEQ Branch committee.

Congratulations SWQ Branch committee member, Shelley Burchett, Marketing Manager, Proterra Group who has graduated with a Bachelor of Business & Commerce (marketing major) from the University of Southern Queensland.

OLYMPICS UPDATE The Queensland government passed landmark legislation 2 December establishing the Olympic and Paralympic Games Organising Committee. Over the next decade, which will feel like a marathon for our sector, the Committee will be responsible for collaborating with Games partners, all three tiers of government, and the details of our memorable moments ie the torch relay and opening and closing ceremonies.

CHIEF ENGINEER RECOGNISED BY QUT Congratulations, Dennis Walsh – Chief Engineer and IPWEAQ Honorary member – awarded an Outstanding Alumni award by the QUT in recognition of his commitment to improving Queensland’s road and transport network for over 30 years. Under Dennis’ leadership, we have witnessed improvements to road safety standards and technologies, with planning well underway for the next generation of smart transport infrastructures.

Nominate an outstanding public works engineer for the Queensland Great awards. The awards program recognises Queenslanders – individuals and institutions – with a demonstrated long term and exceptional commitment to enhancing the lives of Queenslanders. Submit a nomination and please let Melissa know who you have nominated.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

COMMUNITY NEWS

NEW BRANCH COMMITTEE MEMBERS We are delighted to welcome the following members who have joined their branch committee NQ: SWQ:

Seren McKenzie, Director Infrastructure and Operations, Townsville City Council

Graham O’Byrne, Director of Engineering, Burke Shire Council

Nicola Daaboul, Principal Asset Management Consultant, Assetic Pty Ltd

SEQ:

Clare Ferguson, Technical Officer, Proterra Group We are also delighted to welcome Clare as an IPWEAQ Ambassador! Congratulations, Clare!

Chris Borg, SEQ Manager, Barker Ryan Stewart

Thomas Wager, Principal Water and Wastewater Engineer, Redland City Council

Christopher Michel, Technical Officer, Redland City Council

NEWS Moreton Bay Regional Council will become Moreton Bay City. Mayor Peter Flannery says the new name better reflects the region which anticipates 700,000 residents in coming years.

We are delighted to welcome recently appointed CEOs for:

Ipswich City Council - Sonia Cooper is the first female CEO in the council’s history, and makes Ipswich City Council one of only six in the state to have a female mayor and a female CEO.

City of Gold Coast - Tim Baker, currently Secretary at Department of Primary Industries, Parks, Water and Environment (DPIPWE) in Tasmania.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

Logan City Council - Darren Scott who has worked at the City of Gold Coast in economic development and major projects, with the state government communities and housing, and in Queensland Treasury.

COMMUNITY NEWS

CHRISTMAS IS HERE! IPWEAQ team members have been busy preparing for the annual ‘deck your desk’ competition. Here are a few of our front-runners for this much-sought after award.

Lexy in her gingerbread house.

James, Rebecca, Melissa and Savannah - sugar canes, tinsel and trees.

Juliet, Jodie and Tammie discussing drainage issues caused by snow.

This team member loves Christmas and winning.

NEW TEAM MEMBER Lexy Rohde, Business Support Manager A Toowoomba native, I moved to Brisbane in April 2014 as a fresh faced 19-year-old and never looked back. When I’m not working, I’m learning German (steady A2 – shaky B1), playing TRL, listening to heavy metal or planning my next Japan trip (whilst simultaneously pretending we aren’t in a pandemic). My partner, Ben, and I recently adopted an obscenely furry Ragdoll x Chinchilla Persian cat named Orin, aka Stooge, so when I’m not doing the above, I’m spending my life savings on lint rollers!

ENGINEERING FOR PUBLIC WORKS | DEC 2021

EVERY COMMUNITY NEEDS AN ENGINEER

SEPTEMBER 2021

ENGINEERS KEEP US SAFE Livingstone Shire Council Statue Bay – Cyclone Marcia Reconstruction Works

Professional Development Earn up to 1.5 CPD hours at our Keeping Communities Safe Mini Conference

Keeping Communities Safe (118 Mins) Topic

Speaker

Scenic Highway, Statue Bay Cyclone Marcia Reconstruction Project

• Dan Toon – Previously of Livingstone Shire Council (currently Hartecs Group)

31 Mins

Investing for resilient communities

• Jimmy Scott - Queensland Reconstruction Authority

42 Mins

• LukeTanner - Goondiwindi Regional Council

Goondiwindi Levee Bank Restoration Project

• Sean Rice - Proterra Group

Public buildings for post disaster function - structural engineering design experience

Temporary Traffic Management Toolkit With road closures during the Statue Bay reconstruction, traffic management was necessary. Learn about the mandatory adoption of the new technical standards (1 August 2021) for temporary traffic management in the Temporary Traffic Management Toolkit.

• Stuart Grallelis - Dileigh Consulting Engineers

PW-TV Stuart Doak, Manager Infrastructure Projects at Livingstone Shire Council discusses the Statue Bay – Cyclone Marcia Reconstruction Works. In February 2015, Cyclone Marcia caused severe damage to the steep escarpment above the coastal Scenic Highway at Statue Bay. The $25 million reconstruction resulted in the damage-prone road being transformed into an expansive, safe multi-user thoroughfare.

Livingstone Statue Bay Project

ENGINEERING FOR PUBLIC WORKS | DEC 2021

Dur.

24 Mins 21 Mins

EVERY COMMUNITY NEEDS AN ENGINEER

OCTOBER 2021

ENGINEERS ARE CREATIVE Cairns Regional Council Shields Street Heart

Professional development Earn up to 2 CPD hours at our Shaping Communities Mini Conference

Shaping Communities (126 Mins) Topic

Speaker

A New Way of Collecting Waste - the Maroochydore Automatic Waste Collection System

• Andrew Ryan, Moreton Bay Regional Council

More than a sporting event: the transport legacy of GC2018

• Matthew Tilly, City of Gold Coast

From Potter’s Field: The Rise of the New Blackwater Aquatic Centre

• Carol Vertigan, CHRC

Townsville Stadium and surrounding infrastructure

• Danny Lynch, Townsville City Council

PW-TV Stephen Bolden, Cairns Regional Council discusses the Shields Street Heart - an extensive CBD streetscape modernisation upgrade project essentially designed, constructed and funded by Cairns Regional Council. The objective was to create a modern attractive streetscape over 3 city blocks where more than 10,000 pedestrians per day can move safely from the shorefront Esplanade throughout the CBD.

Engineers are creative We asked our community to tell us in what ways engineers are creative. Hear what Glenda Kirk, Director Infrastructure Services, Mareeba Shire Council and Andrew Ryan, Director, Facilities Management, University of the Sunshine Coast had to say.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

EVERY COMMUNITY NEEDS AN ENGINEER

NOVEMBER 2021

ENGINEERS ARE FUTURE-ORIENTED Ipswich City Council Springfield Central Sports Complex

Professional Development Earn up to 1.5 CPD hours at our Future Focussed Mini Conference

Future Focused (101 Mins) Topic

Speaker

Post-COVID peak hour traffic demand management

• Gleb Kolenbet, Moreton Bay Regional Council

Intuition, Infrastructure and Overcoming Bias

• James Thorne, WSP Opus

Tooan Tooan Foreshore Catchment – Holistic Planning for Increasing Risks in a Coastal Catchment

• Kylie Matheson, Fraser Coast Regional Council

WDRC Works “FutureFit” Reorganistation

• Aaron Meehan, South Burnett Regional Council (previously Western Down Regional Council)

Engineers are future-oriented

PW-TV Aaron Gilboy & Warren Steiner discusses the Ipswich City Council Springfield Central Sports Complex. The $56 million development features four sports ovals, 16 netball courts, eight mixed use fields, eight tennis courts, LED smart lighting, two playgrounds, and three clubhouses on completion. The new sporting precinct will be of huge benefit for Greater Springfield residents and the local community as well as attracting major sporting events to the district.

Aaron Gilboy

Career card Download the Construction Engineer career card! Warren Steiner

Construction ENGINEER

Ipswich City Council Springfield Central Sports Complex

Expected Salary: $95k-$120k

Outdoor Rating:

Job Description: • Work on a range of projects • Focus on the organisation and coordination of the projects • Ensure projects are completed efficiently, sustainably and safely Required Study (University): Bachelor of Civil Engineering (Honors)

Variations of Jobs: • Procurement Engineer Estimator • Project Engineer • Project Management • Site Engineer • Capital Works Planner

Recommended School Subjects: (This will vary depending on the university) • English • Mathematical Methods • Specialists Mathematics • Physics or Chemistry

ENGINEERING FOR PUBLIC WORKS | DEC 2021

Katherine Town Council | Emungalan Bridge Construction Pictured: The existing crossing at Leight Creek floods multiple times in a typical wet season cutting access to town for residents in Emungalan Road.

Download the 2022 calendar! Printed calendars available at all branch conferences.

ENGINEERS CONNECT COMMUNITIES

Every community needs an

Engineer

CALENDAR

ENGINEERING FOR PUBLIC WORKS | DEC 2021

INDUSTRY NEWS

NEW QUALIFICATION – INFRASTRUCTURE ASSET MANAGEMENT

Craig Moss Director, Professional Services

At the October 2021 meeting of the Australian Industry and Skills Committee (AISC), new training products for the Civil Infrastructure Asset Management disciplines were approved including a new Certificate IV, 12 new units of competencies and nine new skills sets. This offers a unique opportunity to upskill asset management paraprofessionals in a structured way. Towards the end of 2019, the Civil Infrastructure Industry Reference Committee (IRC) identified a skills need for civil infrastructure asset management workers. The IRC recognised that this specialist area is a complex discipline that involves collecting, structuring, analysing data, and making decisions on managing a range of assets, including roads, bridges, and underground services. Civil infrastructure asset management has changed as a result of the following industry drivers, heightening the urgency for up-to-date skills in the sector: • New and emerging technologies allow asset managers to capture richer civil infrastructure asset data at a greater frequency and lower cost.

• Increasing financial pressures for asset owners to keep costs low and have proactive asset management strategies in place. This involves conducting regular inspections to identify potential issues and faults earlier resulting in less costly repairs and maintenance. • An increasing pipeline of infrastructure work as existing civil infrastructure assets reach the end of their life and new investments emerge. PricewaterhouseCoopers – Skills for Australia (PwC SfA) led the consultation process and developed draft training products for public review, refinement and validation. To assist with the content creation, IPWEA Practice Notes for condition assessment and asset performance were made available to the project team providing a framework reflecting current industry best practices and a consistent methodology across asset types. PwC SfA also attended the IPWEAQ Asset Management Symposium (AMS) to liaise with professionals working at the coalface of infrastructure asset management. This affirmed support for the project and the need for the upskilling of staff who conduct condition assessments on infrastructure assets and those tasked with managing the asset data. Discussions with PwC SfA also provided direction on the qualifications and skills set structure. The project team were considering two qualifications (Certificate IV and Diploma) or two skills sets (Data Collection and Data Management) however following consultation with AMS delegates, one qualification at

ENGINEERING FOR PUBLIC WORKS | DEC 2021

Certificate IV level was supported by nine asset-specific skills sets. Additionally, new asset management specific units were added to the Diploma of Civil Construction Management to provide a qualification pathway. In total, the consultation process included 16 Government/ regulatory representatives, ten industry representatives, eight Registered Training Organisations (RTOs), and seven peak bodies. IPWEAQ was also represented on the IRC, providing direction to this project. The new training products developed are: • Certificate IV in Civil Infrastructure Asset Management • Units of competency • Conduct a condition assessment of road pavements • Conduct a condition assessment of roadside infrastructure • Conduct a condition assessment of stormwater drainage • Conduct a condition assessment of civil structures • Conduct a condition assessment of civil foundations • Conduct a condition assessment of water and sewerage mains • Conduct a condition assessment of underground services • Conduct a condition assessment of open spaces • Manage civil infrastructure datasets Continued page 25

INDUSTRY NEWS

INFRASTRUCTURE REPORT BPEQ E-news, Issue 82 October 2021, page 7 Infrastructure Australia published its first Infrastructure Market Capacity report in October, forecasting a surge in demand for skills, labour and materials due to the rapid increase in public infrastructure investment. The Infrastructure Market Capacity Report responds to a request from the Council of Australian Governments in March 2020 for Infrastructure Australia to regularly report on the capacity of the market to deliver on the record investment pipeline. The report underscores the need for Australia’s governments and industry to work collaboratively, to advance sector-wide reform and reduce the risk of cost escalation and delays in the delivery of major infrastructure projects. Infrastructure Australia Chief Executive Romilly Madew said the Infrastructure Market Capacity report is an Australianfirst and a new data capability for Infrastructure Australia. It provides a level of visibility of the major project pipeline and resulting demand for skills, labour and materials that governments have not had until now.

From page 24 • Maintain asset inventories • Analyse and interpret civil infrastructure asset datasets • Make decisions using civil infrastructure asset data • Skills Sets • Road Pavements Skill Set • Roadside Infrastructure Skill Set • Stormwater Drainage Skill Set • Civil Structures Skill Set • Civil Foundations Skill Set

Major public infrastructure activity will double over the next three years, peaking at $52 billion in 2023. This record investment creates new opportunities for local business and employment, however also risks constraints in the capacity of the market to meet this growth in investment. In mid-2023 the employment in the infrastructure sector will need to grow from 183,000 people today to more than 288,000 potential shortfall in jobs being filled is forecast to exceed 105,000, with one in three jobs advertised going unfilled. This presents an opportunity for further employment, but there is also a risk these roles will be unfilled. The inaugural report is focused on major public infrastructure pipeline (transport, utilities and building infrastructure), for investments over $50 million for Tasmania, Northern Territory, and the Australian Capital Territory and over $100 million for all other states. This inaugural report represents the first phase of work in Infrastructure Australia’s ongoing Market Capacity Program that will monitor and report on the capacity of the market. A second phase of the Market Capacity Program is now under development for publication in the first half of 2022. • Water and Sewerage Mains Skill Set • Underground Services Skill Set • Open Spaces Skill Set • Analyse Data for Asset Management Decision Making Skill Set While these training products have now been released, we must work together as a sector to ensure the learning and assessment strategies and supporting resources developed by the RTOs lead to tangible

Key findings A forecast average annual growth rate of 33% as industry reports reduced confidence in their capacity to deliver ontime and on-budget. Industry indicates a high confidence of delivering 10-15% annual growth, but a low confidence in delivering growth over 18%. Demand for plant, labour, equipment, and materials will be two-thirds higher than the previous five years. Over the next three years it is expected there will be: • 1 20% average growth in demand for materials • 1 25% growth in demand for equipment • 1 40% growth in demand for plant The peak of demand for skills is 48% higher than supply. Meeting this demand would require annual growth of 25% over the next two years, which is more than eight times higher than the projected annual growth rate of 3.3%. Some 34 of the 50 public infrastructure occupations identified are potentially in shortage.

outcomes. It is essential that content matter experts work collaboratively with the training providers to deliver outcomes that upskill our key staff who collect and manage our asset data. If you would like to become actively involved in the upskilling of paraprofessionals in our sector, or would like to understand more about the training package, please contact Craig Moss, Director, Professional Services.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

INDUSTRY NEWS

NEW SURVEY STANDARDS

David Thompson Industry Engagement Manager

For some time, there has been a whisper of an Industry wide Survey Standard being developed for the Public Works sector - one Survey Standard for all 77 councils. Not only will the new Standard be used by local government, it will be available for the private sector where any local government project is being surveyed. A private survey or engineering firm would only need one Standard state-wide pending the uptake of the IPWEAQ Public Works Survey Standard. IPWEAQ listened to the needs of industry, formed a Working Group and developed the new codes, linestyles, attributes and supporting mapping files based on the shared collective of survey standards utilised by those represented on the Working Group. Considerable time was generously given to the industry by Working Group members to ensure consistency, limits to customisations and Council specific standards and to provide

a reliable and consistent coding system without abandoning everything developed in the sector to date. The new IPWEAQ Public Works Survey Standard will be published and released early in 2022. IPWEAQ was invited to announce the new Public Works Survey Standard at the Surveying and Spatial Science Institute (SSSI) Queensland annual conference in Brisbane, 18 November providing an opportunity to gauge industry responses. It became clear early that the new Standard would solve considerable challenges for those providing services multiple councils.

INFORMS. CONNECTS. REPRESENTS. LEADS.

Working GROUPS 26

ENGINEERING FOR PUBLIC WORKS | DEC 2021

The concept of a single, consistent Standard is driving a whole of system change as a pre-design Standard. The Survey Standards are driving the need for a consistent CAD Standard. Then, the CAD Standard is consistently driving the specification and elements of the Standard Drawings, culminating in a consistency product for construction activities. In the end, consistency in construction processes will provide a sound base for ADAC and other asset management practices. This is the impact of a supported, whole of industry Survey Standard.

KNOWLEDGE CENTRE

KNOWLEDGE CENTRE MOST VIEWED ARTICLES (September-December)

Our globally recognised Knowledge Centre is an essential resource for anyone involved in public works in Queensland. Join IPWEAQ to access member-only content including all branch conference proceedings. Contact Director, Information and Resources, Mark Lamont should you have any queries. SEPTEMBER 2021

NOVEMBER 2021

Title

Views

Title

Views

RS-051 Heavy Duty Vehicle Crossing

204

RS-065 Pathways Concrete Pathways Construction Detail

118

RS-080 Kerb and Channel Profiles and Dimensions Including Edge Restraints, Median & Channel

104

192

Complete Streets: Guidelines for Urban Street Design (IPWEAQ)

Standard Drawings (publications): Roads Set (IPWEAQ)

148

Asset decision making - the key to financial sustainability, LGFP

Complete Streets: Guidelines for Urban Street Design (IPWEAQ)

120

2021 Annual Conference Cairns Photo Album 32 Gala Excellence Awards

RS-065 Pathways Concrete Pathways Construction Detail

104

Asset decision making - the key to financial sustainability, LGFP

100

Bundaberg Regional Council Stormwater Management Strategy - A New Path for Council’s Longstanding Challenges

Networks and Involvement in the Sector

Performance Based Standards in Australia Under the National Heavy Vehicle Law (NHVL)

Managing Infrastructure Assets

2021 Annual Conference Cairns Photo Album 2 The Great Debate

2021 Annual Conference Cairns Photo Album 22 Exhibitor Booths

2021 International Women in Engineering Day Presentation

486

Temporary Traffic Management Toolkit

302

RS-080 Kerb and Channel Profiles and Dimensions Including Edge Restraints, Median & Channel

242

RS-051 Heavy Duty Vehicle Crossing

OCTOBER 2021 Title

Views

New-Look School of Arts Building Tells 110-Year Story (Gardiner, Bruce) RS-065 Pathways Concrete Pathways Construction Detail DS-050 Drainage Pits Field Inlet Type 1 and Type 2

124

DECEMBER to 8/12/2021 Title

Views

Beames Brook Bridge (John Yanner Milmarja Ngarnara Bridge), Burketown

Temporary Traffic Management Toolkit

TGS Selection Tool

44 38

Port to Project Logistics for Windfarms. Practical Assessment of impacts on transport infrastructure

Public Works Professionals Orientation - Day 1 Album 1

RS-051 Heavy Duty Vehicle Crossing

Complete Streets: Guidelines for Urban Street Design (IPWEAQ)

Public Works Professionals Orientation - Day 1 Album 2

Type A, B & D Sediment Basin Design (PD)

Standard Drawings (publications): Roads Set (IPWEAQ)

Untapped History: A public works historian calls for a closer look at America’sinfrastructure

Public Works Professionals Orientation - Site Tour Album

GENERIC TGS NOTES

Optimising Street Trees and Green Spaces

President Report September 2016 by Joe Bannan

RS-065 Pathways Concrete Pathways Construction Detail

RS-051 Heavy Duty Vehicle Crossing

ENGINEERING FOR PUBLIC WORKS | DEC 2021

We are delighted to launch the Women in Public Works Leadership Program (WPWLP) offering professional development, tools, resources and support enabling female engineers to advance their careers. The program is available for female engineers at any stage of their career from recent graduates to experienced professionals to women who have made a career change to engineering later in life. Intake 1 commences February 2022 with 12 successful applicants invited to join the program. Each month, participants will meet via Zoom for presentations on topics specific to women wishing to forge a career as an engineer in our sector including balancing career with career breaks for family. Participants will meet in person 23 June in Brisbane for International Women in Engineering Day. Program speakers will be announced later this month.

Contact Monica Robertson, 07 3632 6802 or Juliet Schaffer 07 3632 6822 if you would like to learn more about the program or become involved as a speaker or sponsor.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

MEMBER PROFILE

HONORARY MEMBERS

Alison Smith – GAICD, MBA

Narelle D’Amico

Alison Smith is the CEO of the Local Government Association of Queensland, the peak body for local government in Queensland. It is a not-for-profit association set up solely to serve the state’s 77 councils and their individual needs. Alison’s career prior to the LGAQ spans 14 years heading corporate affairs functions for ASX-100 companies. Alison was Group Executive External Affairs at The Star Entertainment Group, and previously held media and corporate affairs roles at Rio Tinto’s coal and uranium businesses in Australia, Africa, and Canada.

Narelle DÁmico was recently appointed Chair of the Queensland Water Directorate Strategic Priorities Group and invited to become an Honorary Member in recognition of this role.

Alison has also worked in the public and private sectors in ICT, transport, energy, police, and corrective services. She spent 14 years as a journalist, working in newspapers, radio, and television, before being a senior media advisor in the Queensland Government for two terms. Alison sits on a number of government advisory groups and is the Chair of the Brisbane Festival board.

Narelle is the Branch Manager – Water Services at Bundaberg Regional Council where she has been leading the water, wastewater and reuse services for the Bundaberg community over the past 3.5 years. In these roles, Narelle oversees industry priorities and technical focus areas that helps water service providers to work together in delivering an essential service to all Queensland communities. Narelle holds a Bachelor of Engineering (Environmental Honours), a Masters of Leadership in Organisational Leadership and is currently completing a Graduate Certificate in Executive Coaching.

MEMBERSHIP MILESTONES OCTOBER – DECEMBER 2021

25 20

• Graham Anderson

• Brian Shephard • Ian Stewart

• Colin Phillips

• Stephen Hegedus • Leslie Hewer • Bishweshwar Pokharel • Stacey Lee

• Matthew Burdett • Craig Bottcher • Weena Lokuge • Matthew Dennis • Aiyathurai Rameswaran • Keith Metcalfe • Trevor Ensbey • Michael Buxton • Leroy Palmer • Wayne Mills • Jessica Kahl • Graham Sweetlove

ENGINEERING FOR PUBLIC WORKS | DEC 2021

MEMBER PROFILE

HOMEWARD BOUND: LEARNING TO LEAD DURING THE GLOBAL PANDEMIC

Bernie-Anne Freeman 2021 IPWEAQ Woman in Engineering

I’ve just wrapped up the first part of an experience like no other. In June 2019, I was selected in the fifth cohort of Homeward Bound (HB), a global leadership program for women in STEM which connects likeminded women from across the globe for an intensive online leadership program that culminates with a voyage to Antarctica. Over the past two years, with the support of IPWEAQ and the Department of Transport and Main Roads (TMR), I’ve been completing the online learning and leadership program. This program fosters connection and encourages collaboration to enhance leadership in order to create a better world. The philosophy of HB is to develop leaders that are legacy-minded, trustworthy and inclusive to all, and support women to take on leadership roles. While the COVID-19 pandemic has placed our trip to Antarctica on hold until international borders reopen, it’s been an insightful opportunity to observe global leadership in action during a crisis. Discussing how different nations, workplaces and families have dealt with the pandemic

and hearing how it has impacted women in STEM, it has been a great privilege to be a part of a global community during this time. Among this network of HB women, those in frontline health care and epidemiology through to other areas of STEM around the globe, each of us had a different experience to convey about a shared challenge. With the life changing consequences of this pandemic so evident, it really highlighted the importance of inclusive leadership and decision making. Having recently wrapped up the online component of the program, it’s encouraged me to pause and reflect on the past two years of leadership masterclasses. The following are my top three leadership learnings that you can put into action today: Learning #1: ‘Visibility without value is vanity’ - Bernard Kelvin Clive. To be a leader that achieves positive change you must master being visible to yourself, to others (your team), and to the wider community. Visibility starts by looking internally – knowing who you are, your story, values and goals. Here the art of storytelling is critical – because if we can’t share who we are, how can we inspire others? Good communication is a must to ensure your message has the desired impact. But there’s a catch. To enact positive change you need to ask yourself: how do my stories serve others? Creating effective, visible leadership starts with a worthwhile purpose and vision, that’s targeted towards a mindset of helping others. Leaders understand and listen to their

ENGINEERING FOR PUBLIC WORKS | DEC 2021

audience, to ensure their stories, and messages meet the needs of the people they serve. For me, as a leader, I’m working to create an inclusive and sustainable workplace for my team, where everyone can achieve their own personal goals, while working towards our collective goal. During the HB program, one way we put these skills into practice is through sharing our messages on leadership, women in STEM, diversity, inclusion and sustainability on social media (known as our virtual voyage). Learning #2: Reflecting - Take a moment on the balcony Personal reflection on leadership and learnings was a key part of

MEMBER PROFILE the program, where we were encouraged to think deeply, be more self-aware, seek improvement and challenge assumptions. One of the key techniques used was to ‘get off the dance floor’ (amongst the action), and up onto the Balcony (to reflect and look at the bigger picture). This metaphor was used to remove emotion, and instead help gain perspective (balcony) to have the clarity to appropriately intervene (on dance floor). We used this technique to reflect on our own power and privilege and how we could use our status to help enact positive change. This process required us to take the time to consider: how do we use power - do we hold onto it ourselves, trust it onto others or share it constructively? We also considered how our own power and privilege can help to foster inclusive spaces and welcome diversity in all its forms. Learning #3: Likening leaders to host of the party! We discussed several different leadership approaches throughout the program, but one of my favourites was the concept of host leadership (because everyone enjoys a party!). This model likens leadership qualities to traits of the host including welcoming guests, introducing and including them, and allowing guests to explore the environment and participate in the event. Hosts take action - they step forward, plan, invite, introduce others, and provide, but also act in service - stepping back, encouraging, giving space as well as joining in. This metaphor is applicable to our professional teams, and I found this really resonated with me, as supporting others, building connection and maintaining positive relationships is at the heart of this philosophy. They say the people you surround yourself with are the most likely to rub off on you – and that rings true to the diverse community of superstar STEM professionals that I have connected with through the HB program. While we await

our journey south to Antarctica – it gives us plenty of time to put our many learnings into practice. A poem that summarises this experience, is one that was shared with us in our final HB online masterclass, titled: Our Greatest Fear by Marianne Williamson:

frightens us. We ask ourselves, who am I to be brilliant, talented and fabulous? Actually, who are you not to be?

Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light not our darkness that most

ENGINEERING FOR PUBLIC WORKS | DEC 2021

MEMBER PROFILE

Darcy Stevenson

Darcy Stevenson worked across the public and private sector prior to taking on his role as a Civil Design Engineer in the Road Infrastructure Design – Project Development team at Logan City Council in late 2020. He graduated in 2016 with a Civil and Environmental Engineering degree from Queensland University of Technology. What inspired you to study engineering and civil in particular? As a teenager, I was always fascinated about how high rises were able to stand up, why they don’t fall over in the wind, and how they can be built so close together. I also enjoyed physics in high school and finding solutions to difficult maths problems. I didn’t know this was civil engineering until a few years later, when my maths teacher suggested I should be an engineer. After some researching about engineers, I found that civil engineers have influenced our day-to-day life without many people even knowing about it, from roads, sewer systems, dams and water supply, to even the guttering on our roofs. I knew that I wanted to be a part of an industry which has the wideranging ability to benefit as many people as possible. What inspired you to enter the public works industry? I wanted to enter the Public Works industry because you work on projects which can shape the entire community for the next 20 to 30 years or more. I wanted to know that my work had a positive impact on as many people as possible.

Darcy reviewing plans for a community consultation event.

Growing up in Logan City Council area all my life, I saw the way the community has changed over that time. With much more development and activity happening in Logan, I knew there was an opportunity to work on large-scale projects and give back to my community. My role as a Civil Design Engineer is mostly focused on the major road design space, and it is rewarding to know that in the future, myself, and thousands of others each day, will be driving on the roads that I am design managing today. What didn’t they tell you at university which you had to quickly learn on the job? There were many things that a degree teaches you, and there are 100 more things a degree doesn’t teach you. One thing I didn’t realise was just how important interpersonal skills are. Engineering is not just about using a calculator and entering some numbers into a formula (which is exactly what you do at university), but it is also about being able to communicate with clients, having difficult conversations, networking with other professionals, and even being able to understand office

ENGINEERING FOR PUBLIC WORKS | DEC 2021

politics. I achieved First Class Honours for my degree, finishing with a 6.625 GPA. While this was a fantastic achievement, no one cared after the first week in the industry. I had to learn that being smart wasn’t everything, and that there was more to engineering than my calculator. What projects or services have you been involved with i.e which ones do you point out to family and friends? My favourite project to tell friends is about a Sewer Asset Maintenance Plan I managed for a regional council. The Council ordered and provided CCTV footage of several kilometres of sewer pipe, which I then had to watch a sample of and undertake a condition assessment. We saw many different and interesting objects in the sewer system, and the project facilitated open discussion in the office about human waste management which is often a taboo topic. What do you enjoy most about your role? I enjoy the fact I can exercise my degree in both the civil and environmental space. I enjoy the challenge of implementing

MEMBER PROFILE my dream job would be to become a professional tennis player travelling the world and winning grand slams. If I am to be more realistic, my dream job is one where I can work on the design and management of large-scale infrastructure projects, and still be able to go home at the end of each day, not having to think about work. What do you think will be your legacy? I would like to think my legacy will be as an engineer who was knowledgeable and proactive, a good mentor and teacher to the younger generation, and one who liked to have a good time and a laugh. How has your membership of IPWEAQ benefited you? What do you enjoy most about our community? I have benefited the most from the IPWEAQ Knowledge Centre. I often find myself in the knowledge centre researching topics relevant to my projects and trying to understand how other Councils have managed a similar design situation. The ‘ask your mates’ forum is also particularly beneficial, with access to knowledge-sharing right across the state on a huge range of interesting and relevant topics.

Darcy checking finished levels of water pipe.

the sustainability concept of the ‘triple bottom line’ in my road designs. Trying to find the right solution which balances the needs of the community and the impact of a road upgrade to the adjoining residents, environmental concerns and mitigating potential flooding impacts caused by the road, all while managing expected construction costs and finding value for money to our customer - the ratepayer. My goal as a civil and environmental engineer is to ensure we progress our civil infrastructure in a more

sustainable manner. Where do you see yourself five years from now? I can see myself still in Logan City Council, working on the major roads program. I would also like to have my RPEQ status to open up further doors for me and potentially allow me to manage a small team of young engineers who I can teach and mentor, just like I have had teachers and mentors in my career. What is your dream job? If I could do absolutely anything,

ENGINEERING FOR PUBLIC WORKS | DEC 2021

MEMBER PROFILE

Monica Accornero

Monica is the Infrastructure Assets Manager at Hinchinbrook Shire Council, where she has worked since 2010, initially as a Technical Assistant splitting her time across the Assets and Water and Sewerage Departments. Starting out as a Cadet Technical Officer working on infrastructure projects at AECOM in Townsville set the foundations for her civil design career. Studying externally through the University of Southern Queensland, Monica earned an Associate Degree in Civil Engineering, Bachelor of Engineering Technology, before gaining her Master of Engineering Practice (Civil) in 2019. She also has RPEQ registration. The mother of two children Abby and Kurt with Herbert River district cane farmer husband Brenden enjoys spending time outdoors boating, fishing or swimming in the region’s freshwater creeks. What have been your career highlights? I have had the opportunity to be involved in various infrastructure projects throughout my career at HSC. One of my career highlights was in 2015 as the project manager for the Forrest Beach Security Project. The project consisted of 11 m of 250mm pipeline for a supplementary water supply for a beach community in the Hinchinbrook area. I was required to manage various aspects of the project including the design, construction management and community consultation. This project was a significant

Baillies Road Culverts.

steppingstone in my career and helped me obtain my current role. I am currently project managing the Palm Creek Culvert Crossing project (Dutton St), which is funded under the National Flood Mitigation Infrastructure Program. This is a $5.75 million project which will connect the north and south sections of Ingham during flooding. Construction phase will start in late 2021 and consist of major culvert crossing involving 44 cells of 3600mm wide RCBCs and link slabs ranging from 900mm to 3000mm tall. Each of the main culvert cells are 10.8m or 12m wide with an additional 3.6m wide driveway cell. Do you have a particular mentor who has made a big impact on you and/or your career? Having worked with many skilled engineers and managers at HSC, it is hard to pick just one mentor. However, Peter Martin, Council’s Utilities and Waste Manager, has dedicated 44 years to HSC and he took the time to mentor me for the first six years of my career at HSC. Council’s former Infrastructure Operations Manager, Jenna Devietti, has been an inspiration to me since I joined HSC in

ENGINEERING FOR PUBLIC WORKS | DEC 2021

2010. She completed her PhD while working and having a young family at home and juggling a management role at Council. She is an idol for any mother trying to juggle full-time work and a family. Lastly, James Stewart, Council’s Director of Infrastructure and Utility Services, has guided me through my career and given me opportunities to develop in my field. He is an example how working hard and applying yourself leads to success. What has been the most valuable advice you’ve received? One of my former CEO’s once said, ‘don’t worry until there is something to worry about’. For some reason that has always stuck with me. What has been your biggest challenge so far? Resourcing in local government in recent times has been very challenging. We have been having difficulty securing qualified staff particularly in our Design and Technical Services area. With limited funds available it makes it difficult to obtain staff with the necessary skills to continue the development of Council’s forward works planning and asset management. We’re

MEMBER PROFILE

Monica with her children at the opening of the Rotary Park.

wouldn’t want to live anywhere else. Working for HSC gives me the opportunity to contribute to the development of the region and I have a sense of pride when I see a project being enjoyed by the community. A great example of this is the most recent installation of a new playground in the town centre, where I was lucky enough to assist the project team in delivering the construction phase of the project. Where do you see yourself five years from now?

Kirks Bridge.

moving towards developing new staff through traineeships and cadetships to try to overcome the skills shortage. This itself can be resource intensive, but it is hoped that it will put Council in a better position in the years to come. What common mistakes do new graduates tend to make when starting out in the industry? Starting off in the industry can be overwhelming, especially when reality isn’t quite what was expected. Sometimes I find graduates can take on too much work in the hope of making a good impression. Knowing what to do is different to understanding what you have done, and this is something important for any

graduate to remember. What common misconception do others have about what you do when engineering solutions for communities? I find that the community doesn’t always understand what planning goes into a project and they wonder why things take so long or question why it wasn’t done a certain way. Public consultation is an important part of any project to ensure the community understands the planning process. What do you enjoy most about your job and the location in which you work?

In five years from now, I can see myself staying within the local government sector. I’d like to expand on my knowledge in asset management and would hope to develop processes that will assist small communities in delivering effective asset management. What inspired you to join IPWEAQ and what services are of most value to you? IPWEAQ offers a range of training and resources that are relevant to the local government space. It helps bring together local government officers who are facing the same struggles via forums and conferences. The value gained by these resources is what inspired me to join IPWEAQ.

The Hinchinbrook region is a beautiful part of the world, and I

ENGINEERING FOR PUBLIC WORKS | DEC 2021

INFORMS. CONNECTS. REPRESENTS. LEADS.

Up to 9 CPD hours

Bridges and culverts form critical links in the infrastructure network and are vital for the economic prosperity and amenity of our communities. As our bridge and culvert infrastructure ages, critical issues such as asset integrity, asset capability and safety need to be managed in considered way that ensure capital and operational expenditure is optimised while maximising performance but still controlling the risks. Join us for the inaugural IPWEAQ Bridge Management Symposium to learn from experienced practitioners addressing bridge management fundamentals, planning, design and construction of new assets, bridge operations and bridge maintenance and repair.

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REGISTRATIONS

NOW OPEN!

Program includes Dr Neal Lake, Dr Tim Heldt, Luke Gericke (TMR), Kieran Dibb (QRA) and more – see program

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#IPWEAQ21 FEATURE

INFORMS. CONNECTS. REPRESENTS. LEADS.

#IPWEAQ21 IN NUMBERS Conference attendance

Keynotes

433 21.5%

78.5%

Female

Male

Tech Tours

Member attendance

433 + Members

Days

49.7%

50.3% (*Includes 9 staff members and 112 exhibitors)

Non-members

Speakers

Attendees: North Queensland

Great Debate live stream registrations

Central Queensland

26.3% North Queensland 7.3% Central Queensland 50.6% South East Queensland 14.5% South West Queensland 0.2% Northern Territory 1.2% Other

South East Queensland

South West Queensland

15%

North Queensland

Central Queensland

55% South East Queensland

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15%

South West Queensland

10%

Other (NSW & Victoria)

#IPWEAQ21 FEATURE

Thank you TO OUR SPONSORS!

PLATINUM

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 #IPWEAQ22 in Brisbane!

BRONZE

GOLD

EXCELLENCE AWARDS SILVER

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#IPWEAQ21 FEATURE

Thank you TO OUR EXHIBITORS! Thank you for taking the time to showcase your products and services tailored for our sector. Please join us again in Brisbane 11-13 October 2022!

ENGINEERING FOR PUBLIC WORKS | DEC 2021

#IPWEAQ21 FEATURE

ENGINEERING FOR PUBLIC WORKS | DEC 2021

#IPWEAQ21 FEATURE

KEYNOTE SPEAKERS Three exceptional and unique keynote presentations were delivered to delegates at #IPWEAQ21. On day two, we welcomed Dr Richard Harris SC OAM. Dr Richard Harris, or “Harry”, became a frequent name in both national and international media after his heroic involvement in the Thai Cave rescue. His previous cave diving experience, combined with his expert medical knowledge, saw him advise, overlook and navigate Tham Luang cave’s treacherous and dangerous conditions to save the lives of twelve young soccer players and their coach. While the boys explored a tourist cave, it unpredictably flooded and trapped them inside. Over the following week, inch by inch divers pushed further into the cave before finding them camped on a steep sandy bank huddled together in their shorts and t-shirts after nine days without food. Harry explained how they were found with nothing but torch headlights, and despite experiencing a very dark time, both literally and metaphorically, their spirits were high. Harry, and a small handful of cave divers, sedated and swam the young boys over two kilometres out of the cave in a never before attempted effort. Through complex problem solving, water pumping and exceptional teamwork, all thirteen boys survived the unprecedented rescue. Harry reinforced how this story was bigger than the rescuers, and the real heroes were these young soccer players. Also, on day two, our conference MC, Stephen Yarwood, Former Lord Major of Adelaide and Futurist, - presented an informative and thoughtprovoking subject matter. He

spoke about the relationships between people, technology, infrastructure, cities, and quality urbanism. He challenged delegates to think beyond what is happening now but to think about the potential of communities in 20, 30 years or more and inspire them to be part of the change. He spoke about how technology was growing exponentially and that we as citizens need to reconsider how we think things will look in the future. We currently have smart

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#IPWEAQ21 FEATURE communities but, in the future, they are going to be intelligent communities, where information is going to be used by humans and machines to make better decisions for development. He urged the audience to embrace the growth and to be leaders in creating new amazing cities. On day three, we were treated with a performance from Anthony Laye, a mentalist, mind reader who has had worldwide success. He migrated to Australia in 2009 and has become one of Australia’s most soughtafter performers. Anthony’s mind-reading demonstration and insights into reading body language captivated the crowd (especially his crowd participation activities!) “Communicating effectively” was delivered in a very engaging and charismatic manner. He talked about the tools we can use to improve communication skills, ultimately enhancing your influence. He also discussed the importance of a conscious mindset, deliberate thoughts, and noticing what is happening inside your body. How do you turn up? was very enlightening, understanding the importance of considering yourself, doing something each day just for yourself. Anthony explained the importance of checking in with ourselves and the importance of understanding how to use breathing techniques to help with life stresses. At work, ask yourself who I need to be? in different situations, dealing with other people and finally, the family leaves the stresses of the day at the door and is present. Taking a moment before you engage with the different people and have a conscious mindset will help you see new opportunities. Thank you to Anthony, Dr Harry and Stephen. 2022 Keynote speakers for Brisbane, 11-13 October will be announced in the new year!

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TECHNICAL TOURS building, streetscape treatments, Shields Street and Esplanade Dining Precinct, Esplanade Parklands and Florence Street enhancement.

Monica Robertson Senior Manager Events & Marketing

Thank you to our tech tour hosts, Cairns Regional Council, E2G and Department of Transport and Main Roads.

150 delegates joined three fully-booked Tech Tours visiting various local infrastructure projects. Tech Tour 1: Cairns City Centre Master Plan This walking Tech Tour visited a range of public spaces within the Cairns City Master Plan including the Courthouse

The tour highlighted Council’s Corporate Plan 2017-2022 and the community’s values and aspirations for their city: to embrace tropical urbanism, support economic growth and diversity, create an accessible and connected city centre, celebrate culture, creativity and the arts, and deliver a sustainable, safe and liveable city centre. Tech Tour 2: Cairns Southern Access Corridor Stage 3: E2G Project Fifty delegates visited a range of areas across the Cairns Southern Access Corridor project site. The project delivers long-term improvements to traffic flow and road safety by reducing congestion and highway travel time and improving road access. Attendees heard about the significant safety improvements along this section of the Bruce Highway,

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the busiest two-lane section of the Bruce Highway between Brisbane and Cairns. They also discussed the methodology and implementation of construction activities along with environmental controls, while seeing firsthand the challenges being addressed by the construction team within the local landscape. Tech Tour 3: Cairns Regional Council Materials Recovery Facility Tour Our final tech tour included a presentation and site tour at the Cairns City Waste facility. Delegates visited the CRC Glass Processing Facility, where glass is processed for use in infrastructure applications, capped landfill viewing area and Landfill & Resource Recovery Precinct Viewing. “I found the tour quite educational. It was good to go on a tour of a facility that was different from what I would usually deal with.” – Adrian Vesnaver, Bellwether

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PANEL DISCUSSION

HOW DO WE PLAN BETTER FOR RESILIENT AND SUSTAINABLE COMMUNITIES IN VULNERABLE LOCATIONS? Panellists • Cr Lyn McLaughlin, mayor, Burdekin Shire Council • Renata Berglas, Mobility Futures Business Leader, ARRB Group • Jimmy Scott, General Manager Resilience & Recovery, Queensland Reconstruction Authority • Glenda Kirk, Director Infrastructure Services, Mareeba Shire Council Queensland experiences regular natural disasters so achieving resilient and sustainable communities requires government, industry and the community to work together to make Queensland more disaster resilient. While we have many strategies, campaigns, and initiatives for becoming more resilient, those responsible for planning, building, maintaining and managing our public assets can often struggle to connect between strategy and implementation. Addressing this disconnect is critical to realising a shift to sustainable practices. Input from the panel covered a broad range of issues including: • Natural disasters have a significant impact on not

only our essential public assets but also on individuals and communities. While the costs to public assets can be quantified, natural disasters have wide-ranging social impacts that are both immediate and long-lasting. These social consequences are complex, interrelated and difficult to quantify. • It is not uncommon for asset owners to be somewhat prepared for cyclones and flooding events but unprepared for the impact of bushfires and drought. • Public assets that are more resilient to future events reduce the costs of reconstruction and reduce the social impact on our communities.

• Reliance on traditional standards and specifications will not necessarily produce the best result in local areas. • Financial constraints provide a challenge to the sector - we need to utilise the expertise and innovation demonstrated across the state to create resilient infrastructure. Panellists highlighted the importance of events such as the IPWEAQ Annual Conference, Asset Management Symposium and professional development for the sharing of experiences and knowledge to develop and grow the technical capability of the public works sector.

• A good understanding of the condition of your existing infrastructure improves preparedness when there’s a warning of a disaster event. It is also beneficial in discussions regarding the effective and efficient use of betterment funding. • Working in collaboration with experts across the sector to determine cost effective solutions that make the best use of locally sourced materials to resilient outcomes.

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#IPWEAQ21 FEATURE

THE GREAT DEBATE risk that it will replace that role in future.

Monica Robertson Senior Manager Events & Marketing

Technology will make engineering redundant. The Great Debate was highly entertaining, well-structured and comprehensive – and a great end to the 2021 Annual Conference! It was a hard sell for the affirmative team, with a room full of engineers plus dozens watching remotely. The first speaker for the Affirmative, Stephen Bolden, Cairns Regional Council argued that automation enhances an engineer’s role right now, but highlighted the very real

The affirmative team consisting of Stephen plus Janice Wilson (Double Black Diamond Solutions) and Cameron Ives (GenEng Solutions Pty Ltd) worked tirelessly to highlight the disappearance of middlemanagement roles due to artificial intelligence, while accusing the negative team of sticking their heads in the sand. “Team Ostridge”, humorously dubbed by the affirmative team, hit back with the limitations of technologies, engineering’s bright future, and the importance of engineering requiring a human touch. In fact, Jo O’Brien’s clever use of Apple’s SIRI made it difficult to argue technology was flawless and absolute. In the end this year’s winner, voted by delegates in person and virtually, was the negative team

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of Jordan Maultby (AECOM), Jo O’Brien (Tonkin Consulting Pty Ltd) and Justin Fischer (Cassowary Coast Regional Council). And never forget, the value of bribing voters with KitKats (thanks, Jordan!). Although delegates were temporarily swayed in the voting with Cameron Ives’ convincing final argument, the damage was already done by the negative team, winning 62% of the vote. Introduced in 2016, the Great Debate has now been won four times by the negative team, and only twice by the affirmative team. Thank you again to our teams for such a light-hearted end to #IPWEAQ21! If you would like to participate in the 2022 Great Debate or have a suggested topic, please contact Leigh Cunningham.

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WOMEN IN PUBLIC WORKS ENGINEERING MASTERCLASS BREAKFAST Patricia O’Neill, CEO of the Cairns Chamber of Commerce was the keynote speaker for this year’s Women in Public Works Engineering Masterclass on Day 2 of the conference.

including her suggestions for goal setting and utilising the SMART framework:

Patricia’s career has been defined by her ability to formulate and drive clear, structured project strategies, win new business, train sales teams and deliver results which translated into the production of growth, robust client relationships and increased revenue.

• Realistic (reasonable, realistic and resourced, results-based)

We were delighted to have Patricia share her experiences with delegates, men and women in the public works sector,

• Specific (simple, sensible, significant) • Measurable (meaningful, motivating) • Achievable (agreed, attainable)

• Timely (time-based, time limited, time/cost limited, timely, time-sensitive) Patricia shared her personal and career journey with delegates and how she achieved her goals. Her advice to delegates was to remain open minded and always willing to learn no matter where you are in your career or personal life.

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EMERGING PROFESSIONALS WORKSHOP COMMUNICATE WITH INFLUENCE – DALE CARNEGIE Emerging Professionals (under age 35) were invited to attend a workshop on Day one of the Annual Conference. The one-hour workshop delivered by Tanya Konigsberger and Jordan Dron from Dale Carnegie focused on the five drivers for success: 1. Greater self-confidence 2. Strong people skills 3. Enhanced communication skills 4. Develop leadership skills 5. Reduce stress and improve attitude The high-energy workshop challenged delegates who had to consider their strengths and weaknesses when communicating in the workplace. Ideas were brainstormed to develop processes for selfimprovement a supportive environment. The five drivers were applied to equip delegates with improved communications skills and to develop stronger working relationships. With engineers tendency to be introverted, the exercises resulted in a motivating experience.

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MILLENNIALS & GEN X WORKSHOP – DALE CARNEGIE William Farmer, Managing Director of Dale Carnegie Australia delivered a workshop on creating cultures that engage and retain Millennials and Generation Z on Day 1 of the Annual Conference. Delegates were asked to identify the benefits of better understanding Millennials and Gen Z and the means for determining success ie behaviours exhibited by engaged Millennials and Gen Z when they have been engaged. These included being valued, confidence, empowerment and a sense of connectedness. At the workshop conclusion, delegates were able to: • Identify the traits of the newest generations in the workplace • Separate fact from fiction regarding what is important to each • Utilise tools and strategies for better engagement with Millennials and how to prepare for Gen Z For more information about this workshop, contact William at William.farmer@dalecarnegie. com

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2021 FUTURES CHALLENGE SPONSORED BY REECE CIVIL The Challengers

Savannah Roberts Events Coordinator

IPWEAQ invited university students to compete for the title of Reece Civil 2021 Futures Challenge by presenting to delegates at the conference. The Futures Challenge is part of IPWEAQ’s commitment to developing and promoting our future leaders of public works engineering. This 2021 Reece Civil Futures Challenge saw four University of Southern Queensland students present on different topics in the main plenary room on the second day of the 2021 IPWEAQ Annual Conference at the Cairns Convention Centre.

Hadi Nourizadeh, a geotechnical engineer specialising in experimental investigation and computer modelling of complex geotechnical conditions and a research student at the Centre for Future Materials (CFM), University of Southern Queensland. Hadi presented on experimental investigation on the performance of reinforcement materials used in urban tunnelling. His topic is inspired by a cutting-edge project he is working on that aims to improve the capability of Australian manufactured rock bolts used for stabilising the surface and underground constructions such as slopes and tunnels.

2020 Futures Challenge winner Martin Luna Juncal of Griffith University briefed the 2021 participants before they headed for Cairns, offering his advice, learnings, and Futures Challenge experience to help them prepare for the challenge of presenting before an audience of industry professionals. Clare Ferguson, Bachelor of Engineering (Honours) Major Civil student and Technical Officer at Proterra Group and IPWEAQ student ambassador. Clare presented on her final research project, which

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investigates Queensland’s Natural Disaster Recovery process and how councils can better use Queensland Reconstruction Authority (QRA) funding to build a more resilient road network. In her Technical Officer role at Proterra Group, Clare is heavily involved in the disaster recovery process with Goondiwindi Regional Council. Prior to this, Clare worked in Gladstone on a tailings dam where she lived and breathed her real passion – big yellow machines moving dirt.

Ryan Ball, final year Civil Engineering student at the University of Southern Queensland. Ryan presented his undergraduate thesis on the shear strength properties of sand with fines for various moisture contents. Ryan recently accepted a graduate role at a Brisbanebased geotechnical engineering company. He previously assisted the engineering site team on the Fairbairn Dam Spillway Improvement Project near Emerald as an undergraduate site engineer and has a keen interest in delivering future infrastructure projects. Contact Savannah.Roberts@ ipweaq.com to participate in the 2020 Futures Challenge.

#IPWEAQ21 FEATURE

Lucinda Sterling, Bachelor of Civil Engineering (Honours), Bachelor of Business and Commerce student at the University of Southern Queensland and Intern at Toowoomba Regional Council. Lucinda presented on AlkaliSilica reaction crack evaluation using Artificial Intelligence. Lucinda explained how Alkali-

silica reaction (ASR) cracking a by-product of expansive gel is swelling within concrete, caused by chemical interaction between alkali hydroxide and silica aggregates, which is catalysed by moisture. ASR cracking, otherwise known as concrete cancer, is particularly detrimental to structural health and load capacity due to weakened elastic modulus. Structural health monitoring (SHM) is therefore essential in maintaining the serviceability of structural assets. The Result With just a fraction between them, Lucinda Sterling was announced as the Reece Civil 2021 Futures Challenge winner.

Lucinda Sterling receives the Futures Challenge award from IPWEAQ President Angela Fry.

delivering presentations to a room full of their future peers. We look forward to seeing your careers in the industry flourish.

Congratulations to all four finalists for their professionalism

2022 FUTURES CHALLENGE We invite final year students in engineering and related disciplines to present their thesis or research project at the 2022 Annual Conference. Nominations are accepted from universities, peers or self-nomination.

Benefits: •A complimentary registration to attend the 2022 Annual Conference in Brisbane valued at $2,000+. •A n excellent opportunity to engage with the public works community and improve understanding of the sector. •H one your presentation and influencing skills on stage in front of 500+ industry professionals. •A n opportunity to present at a regional branch conference. •O ne-year complimentary membership. •O pportunity to be published in our quarterly e-journal, Engineering for Public Works.

Submission requirements: •A 500 word abstract. Finalists will be selected based on abstracts. •A n A1 poster board including the key elements of your thesis or research project which clearly outlines conclusions and recommendations and includes appropriate text and supporting graphics. •A 10 minute presentation with PowerPoint to be delivered in a plenary session on Day 2 of the Annual Conference. •F ollowing the conference, submit a 500 word report on your conference and Futures Challenge experience for publication in the December issue of Engineering for Public Works.

The winner: • Selected by conference delegates voting via the conference app following the plenary session. • Announced at the Conference Close, 13 October 2022. •R eceives a complimentary registration to the Annual Conference in Darwin, October 2023. • Promoted on our website and on social media platforms.

Futures Challenge

Due Date

Nominations close

30 June

Nominee's abstract due

21 July

Finalists notified

4 August

Poster Boads due

8 September

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#IPWEAQ21 FEATURE

2021 IPWEAQ ANNUAL CONFERENCE WRAP-UP

Maddy Stahlhut My first time in Cairns did not disappoint. This year’s Annual Conference was full of interesting and professional presentations, diverse and exciting events, and of course plenty of opportunities to network and socialize. This is the second year I have attended the U35’s Workshop by Dale Carnegie, with the topic of ‘Communicating with Influence’ being especially relevant at this phase of my career. The workshop gave the group to share their experiences and provide us tools to leverage our skills for success. Every year the Excellence Awards Gala dinner is a highlight, and this year especially being able to accept (and also present) the Employer of Choice (private sector) award with my colleague Angela Fry on behalf of our employer GHD was very exciting. However, my favourite part of the evening is always seeing the many projects nominated, which benefit local communities across Queensland. Keynote speaker Dr Richard Harris’ presentation on his involvement in the Thai Cave Rescue amazed me and was a great start to Day 2. Hearing about how a doctor from South Australia with a cave diving hobby can end up playing an integral part in rescuing nearly 20 kids from a flooded cave was inspiring. It showed this young engineer how problem solving skills are invaluable. Finally, it wouldn’t be a conference without the many networking opportunities and events over the

With Leigh Cunningham and Angela Fry.

3 days. I was pleasantly surprised by how much I enjoyed cruising through the rainforest in an Army Duck in the dark! I was also really excited to meet a high number of emerging professionals who attended the conference. I encourage all organisations involved in IPWEAQ to send their emerging professionals to IPWEAQ conferences and events – the knowledge and experience gained is invaluable. I’m looking forward to Brisbane 2022!

Clare Ferguson Civil Engineer | Proterra Group

This was my first Annual Conference and it did not disappoint! I was named IPWEAQ’s new Young Ambassador and join Maddy Stahlhut and Joshua Flanders in this role. One of many highlights of the conference for me was the

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Excellence Awards Gala Dinner – a great opportunity to get dressed up and celebrate great engineering. I was stoked to be able to present a handful of awards but particularly excited to have been able to present Amy Bernier and the entire Toowoomba Regional Council team for best project in the $10m to $20m category for the Kleinton Waste Management Facility. I had a little bit of involvement in the project, helping Amy out, and it was great to see her and the entire Toowoomba Regional Council team recognised for their hard work on a great engineering project. The second day saw me present my dissertation as part of the 2021 Futures Challenge. I presented on ‘Building Better Roads - the management of repeated damage to regional unsealed roads’ and discussed the importance of focusing on building resilient infrastructure in Queensland. The Futures Challenge was a great opportunity to practice public speaking and I strongly encourage employers to gently coax their undergraduates on participating in the future. The final day was all about

#IPWEAQ21 FEATURE listening to some really interesting presentations and getting some networking in - something I’m not very comfortable doing but they say gets easier with practice. Overall, the 2021 Annual Conference was a great few days away from the office where I was able to learn a lot of new things and meet a bunch of engineering professionals. Clare, Josh and Maddy catching up at Rainforestation Park.

Joshua Flanders

I had an amazing time at the recent 2021 IPWEAQ Annual Conference in Cairns. Starting off with a Dale Carnegie workshop on how to communicate with influence I left with additional skills I can use not only in my workplace but also in my everyday life. I then attended an insightful tech tour at the Cairns Materials Recovery Facility where my eyes were opened to the enormous effort behind the scenes to process, recover and reuse recyclables in as many ways as possible. After the excellence awards gala dinner and ceremony where the projects and people delivering the best outcomes for Queensland communities were celebrated, the next two days was full of inspirational, technical, and educational presentations where I learnt a lot about peoples stories, lessons learnt on difficult projects, and industry best practice for a varying range of topics. One of my favourite presentations was the engaging keynote speaker Anthony Laye talking about effective listening, observing, communicating and building influence where I learnt about conscious confidence and choosing your own happiness. Throughout the conference I made many new connections

Clare with Leigh Hansen, Bernie-Anne Freeman and Amy Bernier

with like minded individuals during breaks and also at the social funcations, including at the Kuranda Rainforestation Nature Park where I also met a 10 year old croc! I strongly encourage IPWEAQ conferences and other IPWEAQ events to all public works individuals and especially to current engineering students and recent graduates. The knowledge gained and connections made is extremely valuable.

Josh at the Closing Ceremony

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#IPWEAQ21 FEATURE

STUDENT REFLECTIONS Khan Thompson

IPWEAQ offered me a unique experience to attend the 2021 Annual Conference. From an engineering student’s perspective this is rare and I am grateful. My experience at the conference started with the waiting in the atrium of the gorgeous Cairns Conference Centre. Before the first workshop I had already met my first colleague, Ghan Poudel from Rockhampton City Council. He is the team leader of a town’s sewerage infrastructure and told me many interesting stories. My favourite being how he was saving lives in Africa by undertaking a water management engineering project that delivered water to people in need. The first workshop was by Dale Carnegie. This introduction to the conference really took a lot of the nerves away. I introduced myself to Hamish, Amy, David, and Rowan, all very accomplished young engineers. The first activity was being walked through team building activities. We all set goals with my main goals and take away from this lecture was, to trust myself more to enable myself to study more without high undue stress. Some other goals I heard were, taking care of myself to better serve my team, to be a better team leader and trust more. The night of the first day was the awards night. The band was the first thing I noticed when I walked in. I found a seat and met: Yesive, Graimee, Dwane and Minchel, all high level managers of different companies. I learned about the fascinating polities of drainage pipes, Gartner Hype Cycle’s. We all shared common ground talking about cars, travelling and a passion for learning.

Day 2 day kept offering the experience of meeting more amazing people. At the Annual Conference 2021 I had the experience of meeting CEOs, team leaders, sales managers, motivators, innovators, and hopefully friends. This is a truly unique experience for an engineering student and one that I would not have access to without the conference. I saw that we come from humble beginnings and listened to the stories that make these people more than engineers. For that I’m grateful.

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My sincere thanks to IPWEAQ for awarding complimentary registrations to students to attend the Annual Conference. It is a valuable experience I thoroughly recommend. Contact Melissa.Bradley@ipweaq. com for an opportunity to attend an IPWEAQ Branch or Annual Conference under our student program.

#IPWEAQ21 FEATURE

SOCIAL FUNCTIONS celebrate the people and projects that make Queensland great! Tropical Night!

Monica Robertson Senior Manager Events & Marketing

We hosted two social functions at #IPWEAQ21 – the Excellence Awards Gala Dinner and a Tropical Night, the ultimate Cairns experience. 440 delegates attended the 2021 Excellence Awards gala ceremony and dinner held at the newly renovated Cairns Convention Centre auditorium. It was a wonderful way to come together to celebrate the accomplishments of our sector. Thank you to Premise for once again sponsoring the Excellence Awards gala dinner. We were pleased to welcome back the City of Gold Coast’s band, The Waves to get delegates moving, and dragging yours truly and CEO, Leigh Cunningham on stage to sing Mustang Sally.

What better way to experience Cairns than a tropical evening at the Kuranda Rainforestation Park? From the moment we stepped off the bus, we were immersed in floral shirts, locally sourced canapes and an unforgettable indigenous welcome. The night included cuddles with koalas, snakes and a baby crocodile, and exploring the nature park on an Army Duck. Various food stations greeted us after the trip around the park. Our raffle for Rural Aid included Aboriginal art and prizes generously donated by our exhibitors. A big thank you to RCPA, who sponsored the Tropical Night! Over the past two years, we raised $18,107 for Rural Aid with raffles and auctions at Branch and Annual Conferences, donations and sales of IPWEAQ polos. Thank you to everyone who has contributed to this wonderful cause.

Congratulations to Brisbane City Council who won Project of the Year for the Kingsford Smith Drive Upgrade project. We look forward to hearing more about this innovative project at the 2022 President’s Breakfast in Brisbane 4 February. All nominees are featured in the 2021 Commemorative Book which is available online. Another congratulations to Ross Ullman from Sunshine Coast Council for winning Engineer of the Year, and Bernie-Anne Freeman, our new Woman in Engineering. And a huge thank you to our judges, award sponsors, all nominees and delegates for joining us to

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PROJECT OF THE YEAR

BRISBANE CITY COUNCIL – KINGSFORD SMITH DRIVE UPGRADE The Kingsford Smith Drive upgrade was much more than a road project - it transformed one of the Brisbane’s most significant and historically rich routes into a vibrant urban corridor with the Brisbane River as the centrepiece. The upgrade involved widening the existing road from four to six lanes which reduced congestion along the corridor and improved local amenity and access for all road users, including cyclists, pedestrians and public transport users. A key feature of the upgrade is the subtropical tree-line boulevard which creates a new entry statement to the city. • More than 1.3 million pedestrians and cyclists have now used the 1.2km riverside Lores Bonney Riverwalk. • remodelled Cameron Rocks Reserve with the WW1 war memorial as its centrepiece (opened April 2019) • new Bretts Wharf plaza • new Recreation Hub – public pontoon with various freeboard heights to suit different sized vessels • six lane median-divided roadway. Planning In 2009, Council started planning

the upgrade from Harvey Street, Eagle Farm to Breakfast Creek Road, Albion, to reduce congestion during peak hours and improve traffic flow and road safety. Delivery was planned in three stages with signalised intersections approaching and/ or exceeding capacity, traffic queuing and delays were a regular occurrence with minor traffic incidents causing long delays and extensive congestion on the surrounding road network. Stage 1, between Harvey Street and Theodore Street, was constructed between January 2010 and June 2011. The road was widened into the centre median. The Stage 2 project extents were between Theodore Street and Riverview Terrace and Stage 3 widened KSD into the Brisbane River from Riverview Terrace to Breakfast Creek Road. Feasibility studies for stages 2 and 3 started in 2009. Council investigated several options including six and eight lane road

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widenings, tunnels, intersection upgrades and viaducts. A multicriteria assessment was used to assess the various options. The assessment considered a range of factors including traffic congestion, public transport, road safety, amenity, visual impacts, flooding, environmental impacts, and cost. Between November 2010 and January 2011, Council shared its five preferred options with the community, requesting feedback. The shortlisted options were: 1. Retaining wall in the river 2. Partial upgrade – upgrading the corridor is sections 3. Elevated structure over the river 4. Double storey tunnel – (eight lanes) 5. Side-by-side tunnel – (eight lanes) Having considered the range of factors along with community feedback, Council announced its preferred option in April 2011. Preliminary design of the

PROJECT OF THE YEAR Stage 2 upgrade commenced while funding options were investigated for Stage 3. In February 2014, Lord Mayor Graham Quirk announced that funding had been secured to upgrade KSD stages 2 and 3 as a single project. Council combined its preliminary design for Stage 2 with a concept design for stage 3 and developed a reference design for the combined KSD stage 2 and 3 upgrade. Council chose to deliver the project through a design and construct delivery model to capitalise on industry expertise. The project outcomes have met all expectations including traffic congestion during peak traffic periods, a unique waterfront open spaces at Bretts Wharf and Cameron Rocks Reserve regenerating activation in these two previously under-utilised parks. The new Lores Bonney Riverwalk is a standout feature promoting active transport as well as walking, jogging and cycling. The rest nodes along the Riverwalk, as well as at Cameron Rocks Reserve and Bretts Wharf, maximise river and city skyline view opportunities. Innovation Geological conditions in the Brisbane River presented a number of design and construction challenges with structural piles being socketed into extremely low to medium strength rock with depths of very low to no strength alluvial river muds ranging in depth from zero metres down to 28 metres. The dip and strike of the river bedrock was extremely variable, with rock in some locations sloping steeply away from the road and adjacent piles 10m away being constructed into bedrock sloping back toward the road, in the opposite direction. Having designed a retaining wall out in the Brisbane River, the next design challenge was how to bridge the very low strength river muds to support road pavements that were required to carry in excess of 75,000 vehicles per day without settling more

than 50mm over 40 years. An innovative design solution was adopted that included a cantilevered pedestrian and cycle path balanced by a backslab that supported the road. The first function of the backslab was to balance the bending load on the pile applied by the seven-metre reinforced concrete cantilevered pedestrian and cycle path. The second function and major benefit offered by the backslab was that it carried the load of the backfill and multiple layers of granular and asphalt road layers, thereby removing the need for extensive, time consuming and costly ground strengthening of the soft alluvial muds. By far the dominant loads on the structural piles that support the widening into the Brisbane River, is the barge impact loading, based on a fully laden sand barge, as advised by the Regional Harbour Master, running off course and impacting the retaining wall. To withstand this load, the retaining wall design relies on the deep alluvial soft river muds to remain in place to support the structural pile itself. The Regional Harbour Master imposed several constraints on the project, the most relevant of which were that any dumped rock, typically used for scour protection, had to be large enough so as not to migrate down river in a flood event. This was to prevent damage to dredging equipment that maintains the minimum required depth at the cruise ship terminal 350m downstream of the project. Typical dumped rock rip-rap scour protection was precluded by a second Harbour Master constraint that required no permanent works left behind by the project to sit more than 300mm above the natural riverbed, to be measured against bathymetric survey carried out immediately before and after construction. An innovative solution, that satisfied all of the Harbour Master’s requirements, was developed to prevent the

riverbed material scouring away in normal tide cycles and during flood events. The task was to develop a solution that would protect 19,000 square metres of riverbed along 790 metres of the river’s edge, locate precisely, remain in place during flood and adapt its shape to the inconsistent shape one would expect of a natural riverbed. Concrete blocks, 300mm high, were cast directly onto a polypropylene geotextile loop matting. The shape of the concrete blocks resembled an upside-down ice cube tray found in a home freezer. This shape allowed the scour mattresses to articulate in any direction to ‘mould’ to the shape of the riverbed it was laid upon. The scour mattresses are 2.4m wide and range in length from 10.5m to 37.5m, weighing up to 47 tonnes. The scour mattresses were placed side by side on the riverbed using real time sonar and GPS monitoring during placement. The mattresses rely on a ‘falling curtain’ design philosophy which allows the soft material on the riverbed surface to scour from the end furthermost from the structure. As the material scours, the mattress ‘falls’ until the soft material has scoured down to the stiffer underlying clay. Over time, during tidal movements and/ or flood events, sediment settles back over the scour mattress effectively holding it in place and ensuring the soft material covered by the mattress cannot scour any further. Stakeholder Engagement Council engaged with key internal and external stakeholders and the community during each phase of the KSD upgrade from the initial planning and feasibility phase in April 2010 through to the completion of construction in October 2020. A project engagement strategy was developed in 2010 for the planning and feasibility phase and was revised and updated for each phase of the project. Key engagement activities included

ENGINEERING FOR PUBLIC WORKS | DEC 2021

PROJECT OF THE YEAR briefings with the Infrastructure Chair, local Councillor, internal key stakeholders, static and staffed public displays, meetings with directly affected property owners and community groups, project newsletters, project update letters, and supporting materials including project web page, contact centre briefs, advertising and media releases.

Street could be retained while still achieving improvements to traffic flow on KSD. These investigations concluded that, with the road upgraded to six lanes, the KSD and Cooksley Street intersection could be maintained in its current signalised format until an alternative route could be provided to access the Inner City Bypass.

Council consulted with the local community on the five shortlisted options for the project (retaining wall in the river, a partial upgrade, an elevated structure over the river, a double storey tunnel and a side-by-side tunnel). Public consultation for the upgrade was undertaken between November 2010 and January 2011. Feedback was encouraged and received via several different channels, including staffed public displays, newsletter feedback forms, online surveys, project 1800 number and email address.

Council acknowledged the community’s concerns about removing traffic signals at Cooksley Street and the impact on the local community and subsequently the project design was changed. Council acknowledged that removing traffic signals would maximise traffic flow however in this instance, with no suitable alternative to accessing the Inner City Bypass, removing the signals was considered an unacceptable impact on local traffic.

Following consultation, Council announced Option 1 (retaining wall in the river) as the preferred option in early 2013 via a media statement and re-engaged with key stakeholders and the community with project letters, newsletters and meetings with directly impacted stakeholders. Council further consulted with the local community on the concept design in early 2014 during the Reference Design development.

Council then developed a solution to manage local traffic and changes were implemented at the Cooksley Street and Yulestar Street intersection to encourage local city-bound traffic to use Cooksley Street, Yulestar Street and Amy Street to access Breakfast Creek Road rather than Cooksley Street and KSD. Outcomes • a six-lane, median divided road to cater for future traffic demand and reduce the number of safety incidents • improved travel time and travel

Part of the KSD upgrade included improvement works between Cooksley Street and Breakfast Creek Road, which proposed removing the traffic signals at the Cooksley Street and KSD intersection and constructing a pedestrian overpass over KSD. This proposed change generated more feedback than any other aspect of the upgrade, with more than 350 comments on the proposed changes (approximately two thirds of the responses expressed negative opinions). Based on these concerns, Council undertook additional investigations to determine if the traffic signals at Cooksley

ENGINEERING FOR PUBLIC WORKS | DEC 2021

reliability with six lanes to relieve traffic congestion for general traffic, commuters and freight •u pgraded public transport provision with indented, double length bus bays to accommodate two buses arriving simultaneously and bus shelters at each bus stop for passengers • i mproved access to current and future developments such as Hamilton Northshore with upgraded intersections (KSD and Remora Road, KSD and Harbour Road), a new intersection (KSD and Northshore Way) and provision for a future intersection (KSD and Brett Street) • i mproved road safety and active transport with the inclusion of seven kilometres of new and improved pedestrian and cyclist facilities including dedicated on road bicycle lanes, continuous footpaths and the Lores Bonney Riverwalk (a dedicated 1.2km riverfront shared facility for pedestrians and cyclists) • i mproved visual amenity through the inclusion of landscaping and urban design measures such as public art, feature lighting and new heritage trail • i mproved urban amenity through the creation of public green spaces including Bretts Wharf plaza (a multifunctional urban plaza and parkland suitable for recreation and community events), and

PROJECT OF THE YEAR rejuvenation of Cameron Rocks Reserve (remodelled WW1 War Memorial, BBQ area, shade shelters, lighting, landscaping and terraced steps to access the river) • a new on water recreational hub facility that can accommodate non-motorised craft including kayaks, canoes and stand up paddleboards, as well as a shortterm use area for motorised recreational craft and passenger boarding and alighting for larger commercial vehicles. The opening of the Lores Bonney Riverwalk saw an increase in active transport with more than 1.3 million pedestrians and cyclists using this facility since its opening December 2018. During the COVID19 lockdown in 2020, the Riverwalk patronage increased significantly with the local community taking advantage of this riverfront facility as a mode of active transport and for exercise. Following completion of the project and opening of the sixlane configuration, traffic counts have shown that traffic volumes have exceeded preconstruction volumes and travel times and reliability of travel times has significantly improved as shown in the following graph. As a measure of congestion levels, the travel time variability shows improved reliability compared to prior to project construction commencing in June of 2016, as shown in the above travel-time table. With KSD being a key arterial route in the Brisbane transport network and a designated freight route, the travel time improvements provide significant benefit to the freight and transport industries as well as city-based businesses and daily commuters travelling to or through the city to get to and from work each day. Detailed environmental assessments were revised and updated throughout the project, informing project decision making from options analysis to

development of the construction environmental specifications. Environmental and planning approvals were obtained from State and local government to address impacts to the marine/ tidal environment, marine plants and heritage. Project environmental specifications outlined requirements for all environmental aspects, including: • objectives • relevant legislation, policies and guidelines • performance criteria • design and construction mitigation measures • monitoring • reporting • training. The project involved extensive marine works undertaken in strict compliance with environmental approvals and project specification requirements. A compliance regime was adopted involving a collaborative approach with regulatory authorities, with monthly compliance assessments across the full scope of project works.

Regulatory response to proactive management was positive. Proactive management included: • f abrication of sealed and capped (watertight) acid sulfate soil containers, to contain and transport acid sulfate soils from work areas to barges, barge docking facilities, road transport and ultimate reuse offsite •d evelopment of marine pile overpour collection systems ensured the collection and treatment of all concrete wastes, including waters • t rialling of live telemetry water quality monitoring and reporting via the internet •p lanning and management of noise impacts during required out of hours works •e xtensive service upgrade works within tree protection zones of mature fig trees. Future proofing for ongoing growth and development in the area has been included. Provision for a new signalised T-intersection has been constructed at the future Brett Street intersection with KSD. Minimal works, confined to standing signal pedestals, hauling cabling through

ENGINEERING FOR PUBLIC WORKS | DEC 2021

PROJECT OF THE YEAR conduits, linemarking and removing temporary kerb in the centre median is all that will be required to signalise this future intersection. Double length bus bays have been provided at all in and outbound bus stops on KSD, to accommodate two buses arriving simultaneously. Presently, relatively few bus services utilise KSD and single length bus bays are sufficient, indented double length bus bays have been constructed to cater for future public transport growth. The KSD and Nudgee Road intersection is the highest trafficked intersection within the project. Provision for additional turning capacity has been provided with double right turn lanes on each leg of the intersection despite turning volumes currently not warranting dual turn lanes. In addition, the highest turning movement at the intersection is the right turn from Nudgee Road into KSD. The Nudgee Road approach to the intersection was constructed with two right turns and one through lane and has been designed and constructed to allow for the turn paths of three right turning lanes. When traffic growth requires it, the through lane can be line marked as a shared through and right turn lane to increase the right turn capacity from Nudgee Road into KSD. Following Design and Construction Award, Council, the Independent Verifier (IV) and the Design and Construct contractor co-located to a site office on KSD at the eastern end of the project. Council’s team of 13 personnel quickly developed and built close working relationships with their Design and Construct contractor counterparts to promote and foster open and timely communications on project matters. This proved invaluable in building trust and mutual respect and assisted in minimising delay to resolving challenges as they arose. In addition to the regular (usually daily) officer level interaction,

the senior project management counterparts similarly developed close working relationships. Commercial matters necessarily limited some of the openness between the parties, but there was no doubt that a mutual respect and professional conduct was maintained throughout delivery. As technical challenges arose, the joint (contractor/Council) project management team established technical working groups to assist resolving such matters within the bounds of the contractual and commercial constraints of both parties. Two lessons learned workshops were held with the contractor toward the end of project construction. A separate Lessons Learned workshop was held with the contractor and the public utility authorities to focus on this challenging component of the delivery phase. Valuable learnings that could benefit future complex projects include:

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• the most important component of successful delivery (competence of the contracting parties is a given, of course) is building trust and good working relationships between respective parties’ key discipline leads in the delivery of the project (that is: project managers, design managers, environmental managers, traffic managers, etc) and working towards a common goal making decisions on a best for project basis • early, open and direct communications between the parties is very important • t here is far more to gain (for both parties) from working together to solve issues than there is to gain from protecting commercial positions. The Project of the Year will be presented at the 2022 President’s Breakfast, 4 February in Brisbane. If you are unable to attend to discover more about this innovative, world-class, awardwinning project, please arrange a satellite breakfast so you and your colleagues can attend.

INFORMS. CONNECTS. REPRESENTS. LEADS.

NOMINATE FOR AN IPWEAQ EXCELLENCE AWARD IN 2022 THE AWARDS PROGRAM PLACES A SPOTLIGHT ON THE PROJECTS AND PEOPLE WHO DELIVER EXCEPTIONAL OUTCOMES FOR QUEENSLAND COMMUNITIES.

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annual Commemorative Awards Book with the winning project featured on the cover Winners featured on the IPWEAQ website and upcoming issues of Engineering for Public Works (EPW), our quarterly e-journal reaching over 150,000 digital impressions across five countries Project of the Year featured in the excellence awards campaign the following year Gala awards ceremony and dinner attended by more than 450 invited guests and VIPs Photos of award winners available for publicity purposes Media releases on all winning projects and individual award winners issued by IPWEAQ Invitations to present award-winning projects at key events including branch and annual conferences

Categories

EMPLOYER AWARDS!

PEOPLE

• Engineer of the Year • Woman in Engineering • Professional of the Year • Emerging Professional of the Year • Team Member of the Year (non-engineers and includes Supervisors, Works Officers and other support staff) • Futures Challenge

PROJECTS

• Innovation • Projects under $1 million • Projects under $2 million • Projects $2 million to $5 million • Projects $5 million to $10 million • Projects $10 million to $20 million • Projects over $20 million • Asset Management • Environment and Sustainability • Innovation & Sustainability in Water • Coastal Engineering • Community Road Safety • Road Safety Infrastructure

Contact Senior Manager, Events & Marketing Monica.Robertson@ipweaq.com or 3632 6802

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• Employer of the Year (Private sector) • Employer of the Year (Public sector)

Nominations open February 4 2022 and close June 24 2022

Winners are announced at the IPWEAQ 2022 Excellence Awards gala dinner and ceremony in Brisbane on Tuesday 11 October 2022. 3783

Benefits of nominating for an IPWEAQ award:  Nominees and winners featured in the

www.ipweaq.com

ENGINEERING FOR PUBLIC WORKS | DEC 2021

CENTRAL QUEENSLAND

BRC STORMWATER MANAGEMENT STRATEGY

GEOFF WILMOTH BEST PAPER AWARD Available in ANNUAL CONFERENCE PROCEEDINGS

Tim Fichera Bundaberg Regional Council

challenges and is currently reshaping Council’s service. The BRCSMS project highlights the value of collaborative partnerships and sets the precedent for the management of stormwater in the region.

Jordan Maultby AECOM Australia Pty Ltd

The Bundaberg region has typically developed areas where communities are exposed to overland flood risk. The community has varying levels of tolerability and expectation, resulting in Council receiving a large volume of stormwater complaints every year. Currently, Council’s management of stormwater infrastructure is driven by the “loudest voice”, leading to highly reactive investment decisions and potentially unsustainable solutions that are not coordinated. To break out of this unsustainable regime, Council engaged in a collaborative partnership with AECOM to create an overarching Stormwater Management Strategy (BRCSMS) for the Bundaberg region. The Strategy seeks to define a clear level of service and employ risk-based decision making to inform longterm investment decisions. It also brings a holistic vision for stormwater management in the region by increasing awareness and education within the community, capturing social and environmental values, and identifying critical infrastructure needs.

Introduction Background

To achieve this, the project team engaged with community leaders and an interdepartment working group to achieve consensus through workshops – a foundation of the Strategy’s success. Key stakeholders compared local knowledge against patterns of complaints and flood damage. This information was used to define clusters of risk and inform new capital projects which could then be prioritised using a Multi-Criteria Assessment tool. The Strategy saw the commencement of a condition assessment programme which inspected asset condition and evaluated those most at risk. Utilising this data, Council was able to create a 10-year pipeline of stormwater investment projects. The Strategy further addressed the need for a level of service framework based on community values and Council’s strategic intent. Using this framework, Council can justify an agreed level of stormwater investment and manage community expectations. The Strategy delivers an immediate way forward for Council to address wide-ranging

ENGINEERING FOR PUBLIC WORKS | DEC 2021

The Bundaberg Regional Council Local Government Area (BRC LGA) is situated approximately 360km north of Brisbane and covers an area of more than 6,400 square kilometres. Like most, the Bundaberg region has typically developed in areas where communities are increasingly exposed to localised stormwater drainage issues. Furthermore, stormwater drainage infrastructure and overland flow paths used to reduce the impact of stormwater drainage, may pose a risk to the safety of people and property due to existing condition and levels of service. Council’s historical management of renewals and upgrades was highly reactive due to limited knowledge, strategy, and budget. To move towards proactive risk management and investment, Council and AECOM prepared the BRC Stormwater Management Strategy (BRCSMS) which enables Council to respond to the challenge of servicing future growth while making provision for the maintenance and augmentation of existing stormwater infrastructure. The Strategy sets Council’s future direction with actions to manage localised stormwater drainage issues to minimise

CENTRAL QUEENSLAND the consequences to life, assets, community wellbeing, the environment, and the economy. It also addresses the need to ensure that Council spends money on stormwater infrastructure in the most appropriate areas to demonstrate that Council is actively managing localised stormwater drainage issues, on a risk basis. The Strategy also makes provision for the environmental health of waterways, social amenity, pollution control, affordability and impacts of a changing climate and aligns with Council’s overarching Corporate Plan designed to build Australia’s best regional community. Challenges Historically, there had been little formal analysis undertaken to determine a strategy to sustain existing stormwater infrastructure by matching future maintenance and renewal expenditure with future income projections. As a result, expenditure was generally reactive, whilst not necessarily reducing overall risk. These and many other challenges faced by Council are summarised below: • Developing an infrastructure pipeline (Councils 1, 3 and 10year Capital Investment Plan); • High demand volumes for customer requests / complaints with finite resources, which are ongoing with or without rain events (and exacerbated by the latter); • What Level of Service does the existing stormwater network provide and is this enough? • Enabling urban growth in a sustainable manner which doesn’t repeat problems of the past; • Balancing budget, risk and performance of the network; • Harnessing new technology in overcoming current and future challenges; • Implementing best-practice water quality treatment and investment; • Ensuring Council is working towards becoming an

Figure 1. Historical Approach vs This Strategy’s Approach

Integrated, Water Sensitive City; • Managing de-naturalised, urban creeks and integrating them with the community; and • Proactively managing public safety, infrastructure resilience and environmental protection, now and into the future. Strategy Justification Effective management of Council’s stormwater network required identification and prioritisation of areas most at risk, exploring levels of service and developing integrated, risk mitigations which offer a range of benefits. The Strategy enables Council to be proactive, forward looking and risk orientated, as shown in Figure 1 below. The benefits of the Strategy include: • A consistent and transparent approach to identify and prioritise future expenditure. This will ensure a defendable and balanced approach to progressively reduce risk affecting the community (such as asset failure or flood risk). • Ensuring a level of consensus is reached at all levels of Council by taking them ‘on the journey’ and ensuring they can actively participate in the Strategy development process. • Confirming a commitment to progressively reduce risk with clear actions the community and stakeholders can understand. • Data stocktake and collation, offering Council a GIS database and methods for future use. • Governance provisions and accountabilities clearly outlined. • Budget expenditure can be

forecast in the short and longer term, based on agreed service criteria and risk targets. This will provide more certainty and ensure high risk assets are targeted first and overall risk reduced over time. • All outputs developed to ensure that the Strategy is adaptable and can be continuously improved / realigned. Objectives The objectives of the Strategy are as follows: 1. Manage stormwater infrastructure in an integrated, sustainable way which prioritises public safety. 2. Demonstrate consistent, longterm risk mitigation and value for money. 3. Incorporate social, cultural, and environmental values in financial investment. 4. Manage demands for growth in line with the Vision. 5. Raise community awareness regarding stormwater management and potential risk. 6. Continuously improve methods and practices. Stakeholder Engagement A targeted approach to engagement was used in the development of the Strategy. The Strategy includes the values and perspectives of key stakeholders, with engagement activities focused on Council’s internal staff (managers, technical officers, and maintenance crews) and Councillors, who represent the community voice. Technical Working Group Successful delivery of the

ENGINEERING FOR PUBLIC WORKS | DEC 2021

CENTRAL QUEENSLAND Strategy could only be achieved by obtaining broad consensus from the various stakeholders within Council. For this purpose, a Technical Working Group comprising Council staff from various departments was developed to ensure that each stakeholder: • Understands the Strategy. • Has an opportunity to contribute inputs and establish the strategic direction. • Takes ownership of the Strategy and advocates for its outcomes. Councillor Sessions Early engagement was undertaken with Councillors to present the objectives of the Strategy, gather concerns and establish community expectations regarding the appropriate Levels of Service. To facilitate discussion, the following questions were provided to Councillors prior to meeting in person.

Figure 2. CRM Temporal Analysis

Data Analysis Customer Request Management (CRM)

Based on the analysis, the following key observations were seen: • Base supply of CRMs is independent of rainfall with more than two-thirds received during dry months.

2. How does stormwater currently impact the community?

Council’s Customer Request Management (CRM) system is designed to efficiently manage service requests from the public. The CRM data includes a range of attributes which enabled intuitive analysis of the trends in data, both spatially and temporally. The information captured within the CRM database spans between Jan 2013 and Dec 2019 and included the following primary attributes:

3. What are the key issues impacting Council’s ability to manage stormwater?

• Easting / Northing (parcel centroid). • Date Received (Opened).

4. What are the most important prioritisation factors – safety, environment, social, feasibility, financial, others?

• Date Completed (Closed).

In addition to the temporal analysis, CRMs were located spatially together with other attributes to understand spatial patterns in complaints, particularly during known rainfall events. This objective of this analysis was to understand the relationship (if any) between predicted flood damage, drainage features (such as pitpipe network, drain or creek) and locale over the captured timeperiod.

1. What is your vision for stormwater assets for the next 10 years?

5. What should Council do more of, less of, start doing or stop doing? 6. Levels of service – what are the most valuable metrics from your perspective? Recurring themes seen throughout the Councillor sessions were: 1. Public safety is paramount. 2. Demonstrate value for money. 3. Community education to management expectations. 4. Address community anxiety. 5. Lack of maintenance resources. 6. Better communication. 7. Holistic approach. 8. Change the approach to CRM’s.

• Category. Two approaches were employed to extract understanding from the CRMs, which are detailed below. Temporal Temporal analysis was undertaken with the intent of establishing the relationship (if any) between rainfall and complaints as well as the historic performance in resolution. This was completed by establishing a complaint duration (date completed minus date received) and comparing the frequency of complaints with rainfall events from the regional pluviograph (39128 Bundaberg Aero). The output is shown in Figure 2 below with together with the statistics from the analysis.

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• Rainfall results in a short-term 200-300% increase in CRMs received. • The average CRM duration is heavily skewed by a minority (3%) of outliers which remain open for more than 6-months. Spatiotemporal

Data was converted to a point format and symbolised using a hotspot template which enables construction of a heatmap design to exclude noise (isolated instances) and highlight repeat, clustered occurrences. This analysis was presented to the Technical Working Group during workshops as both an animation and static map to benchmark the findings. A sample of the animation is shown in Figure 3. The exercise confirmed the

CENTRAL QUEENSLAND following: • Most predicted hotspots aligned with local understanding and experience. • Hotspots follow urban creeks and major tributaries, or older developments that don’t have a formalised stormwater drainage network. Flood Damage Flood damages have been estimated through the application of stage-damage curves to building footprints based on flood modelling results. These curves provide damage value as a function of water depth and are used to estimate direct flood damages for individual buildings based on the peak flood depth that the building experiences during a flood event.

Figure 3. CRM Spatiotemporal Animation Sample (Brighter = higher intensity of CRMs)

The assessment has been undertaken using 1% AEP rainon-grid results for the LGA (prepared by BMT in 2019) to establish a comparative assessment of flood damage across the region during local catchment / overland flooding events. The results of the flood damage assessment were analysed based on cluster density (damage heatmap) and summarised by locality. The heatmap approach for CRMs was adopted for flood damage to filter noise from the assessment (which is important given the preliminary nature of the data) and allowed broader trends to be identified. With reference to Figure 4 and Figure 5, the analysis yielded the following outcomes:

Figure 4. Flood Damage Hotspots Sample

• 10 suburbs make up more than 50% of the total damage. • Bargara and Bundaberg West contribute 20% of the total damage. • Most of the damage is on residential lots, particularly in older localities (such as Bundaberg West, Norville, Walkervale etc) where a creek has been historically filled in or adjusted to facilitate development.

Figure 5. 1% AEP Tangible Flood Damage per Suburb

• CRM hotspots did not always align with flood damage hotspots. This may be due to the preliminary nature of the analysis, but also indicates a proportion of repeat CRMs may not be related to tangible

flood risk. New/Upgrade Projects Using the local knowledge (collected in technical working group workshops) together with the CRM and flood damage

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CENTRAL QUEENSLAND heatmaps, the team identified Precincts where there were ‘areas showing one or more clusters of unaddressed CRMs, flood damage, maintenance issues or other issues raised through local knowledge’. At a first pass this process identified a total of 117 precincts which can be managed by Council’s Core Team and updated as datasets develop, and detailed risk analysis is undertaken follow appropriate flood modelling. Following this, each precinct was investigated at a desktop level to identify the likely cause of flood risk (such as insufficient capacity). Mitigation measures were proposed and costed (such as stormwater infrastructure upgrades) to reduce flood risk, which resulted in a list of potential projects for further detailed assessment for consideration in Council’s 10-year Capital Infrastructure Plan.

Figure 6. Identification of Precincts to Projects

Condition Assessment of the Existing Stormwater Network Understanding the current asset condition and inherent risk from the condition is a significant driver to determining a sustainable operational and renewal program, capital works program and a longterm sustainable budget position. Council’s existing stormwater management assets can be broadly divided into three portions: 1. Underground stormwater network – consisting of inlets, access chambers and pipes (of various type, age, and condition). Flood gates, backflow prevention devices and other ancillary infrastructure are also used. 2. Open channels – generally concrete lined or grass lined.

Figure 7. Risk Assessment Framework Sample – Subsurface Pipes

Structural Condition score

XX00021

5.00

XX00030

5.00

XX00022

5.00

XX00106

Serviceability condition score

Fourth Quantity

Estimated Quantity

10.00

512,200.00

Washpool Creek to Hargreaves St

3.00

8.00

428,600.00

Pitt St to Creek St

3.00

8.00

290,800.00

Hargreaves St to Ford St

5.00

1.00

6.00

222,100.00

Moncrieff St culvert

XX00105

5.00

1.00

6.00

363,300.00

De Gunst St to Moncreiff St

XX00027

5.00

1.00

6.00

565,300.00

Boundary St culvert

XX00023

5.00

1.00

6.00

121,700.00

Approach to Ford St Bridge

XX00025

5.00

1.00

6.00

81,300.00

Past Ford St Bridge

XX00028

5.00

1.00

6.00

400,900.00

Project Location

Boundary St to Pitt St

Figure 8. Risk Assessment Framework Sample – Open Channels

3. Stormwater bunds – consisting of earthen levees of various age. A Gap Analysis undertaken confirmed several issues associated with Council’s asset management systems and processes. Data relating to the current condition of stormwater

Indicative Cost

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CENTRAL QUEENSLAND management assets was largely unavailable (outside major road culverts) and separate contracts were called by Council during the development of the Strategy to undertake condition assessments for portions of the underground stormwater network. Renewals (High Risk Asset Condition) Data from the asset condition assessment was collected and restructured within IPWEA’s risk assessment framework for each asset type (subsurface pipes and open channels). The assets score was set alongside its criticality rating and ranked in order of highest to lowest risk. Extracts of each tool are shown below in Figure 7 and Figure 8. The risk assessment framework provides a ranked list of high priority interventions based on observed risk which is used to inform Council’s future programme of works. Prioritisation

Technical Working Group, presented in Figure 9.

MCA Framework

Figure 10. Project Scoring Breakdown

To help inform Council’s investment, a Multi Criteria Assessment (MCA) Framework was developed to capture the benefits, deficits and costs associated with each project. Ultimately, this framework enables transparent, consistent prioritisation which can be used to inform and justify financial investment in a risk-based manner.

of each of the criteria.

Development of the framework was the most critical part of the process and involves determination of categories and associated weightings based on stakeholder values. To capture stakeholder values and design weightings accordingly, an Analytical Hierarchy Process (AHP) was adopted. This process allows users to assess the relative weight of multiple criteria or multiple options against given criteria using a pairwise approach. This established a consistent way of converting such pairwise comparisons (X is more important than Y) into a set of numbers representing the relative priority

The AHP was carried out using the following elements: 1. MCA Workshop with the Technical Working Group. 2. Discussion to agree on included / excluded criteria. 3. Mentimeter to facilitate anonymous weighting of paired criteria combinations. 4. AHP Calculation tool, which provides an average weighting and associated confidence limits. The MCA framework was been developed using the criteria and weightings as agreed within the Key Findings The scoring exercise and MCA tool provided an overall scoring to guide recommendations for stormwater infrastructure by taking into consideration benefits, risk mitigation, deficits and costs of each option using weightings generated from values within the Technical Working Group. Analysis of these

outcomes revealed the following key findings, which can be used to guide future use of the process: • Projects with a broad range of benefits in addition to Flooding and Public Health & Safety generally float towards the top of the ranking. • Most existing projects within the CIP and previous investigations provided limited benefits to flooding or public health and safety, which limits their upper score threshold. • Projects with strong, but isolated benefits generally struggle to move beyond the median score, which supports the case for integrated solutions in line with the Strategic Vision. • Deficits (e.g. projects with a poor environmental outcome, increased maintenance or low resilience) have a strong effect on the overall ranking of the project.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

CENTRAL QUEENSLAND Levels of Service As an organisation, Council provides services to its community, some of which are facilitated by infrastructure assets. BRC have acquired infrastructure assets by ‘purchase’, by contract, construction by Council staff and by transfer of assets constructed by developers and others to meet the needs of the community. The goal in managing infrastructure assets is to meet the defined level of service in a risk-based, costeffective manner for present and future consumers. In addition to infrastructure assets, Levels of Service will also guide the investment in technical resources and initiatives required to achieve the Objectives of the Corporate Plan and community expectations (as provided by the Councillors). Consequently, Levels of Service form a critical element of the Strategy as it justifies a pathway of actions designed to achieve Council’s service to the community. The Levels of Service Framework has been developed collaboratively between Council departments. The process of establishing the framework involved: 1. Establishing key community values consistently raised by Councillors. 2. Extracting Strategic Outcomes and Objectives from Council’s Corporate Plan and Planning Scheme. 3. Aligning the above items against generalised Community Levels of Service. 4. Supporting each community value with one or more Technical Levels of Service. 5. Scoring the current performance of the Community and Technical Levels of Service (where possible). 6. Identifying actions and investment required to meet aspirational targets and (ultimately) deliver customer values in accordance with Council’s Plan.

Figure 11. Strategic Framework Structure

The framework itself is structured to capture seven Customer Values which were derived from the recurring themes discussed during the Councillor Sessions:

present a complex challenge for Council to effectively manage. Some of the challenging elements include:

1. Health and Safety

• Many complaints originate from unreasonable expectations.

2. Community Involvement 3. Responsiveness 4. Sustainability (Environmental Standards) 5. Functionality 6. Capacity / Utilisation 7. Financial Sustainability As demonstrated in Figure 11, these Customer Values (e.g. Health and Safety) were used as a foundation to define Customer Levels of Service and Performance Criteria (e.g. Protect Life and Property). These Levels of Service were then linked to a Technical Levels of Service and Performance Criteria (e.g. no above floor flooding during the defined major storm event) and prescribed resources in order to understand Council’s current performance and what needs to be done to achieve the desired Level of Service. Altogether, Council are evaluating performance of the current stormwater network against 31 Technical Level of Service targets, derived from the seven Customer Values. Intervention Triggers As they currently stand, CRMs

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• Most complaints are qualitative.

• The base incoming volume of complaints is independent of rain events. Council is often faced with complaints regarding consistent ‘pain points’, such as: • Civil issues associated with inter-allotment drainage and neighbourhood disputes. • Nuisance flooding, ponding accessibility that doesn’t affect habitable rooms or pose risk to life. • Rural drainage flow paths where landowners don’t want ‘Council’s water’. • Uncontrolled rural erosion and sedimentation (from private landowners). • The sight of stormwater within roads & drainage corridors, with the view that ‘it should all be piped’. • Any breakage within kerb and channel. To assist in responding to complaints, ‘decision trees’ (Figure 12) have been prepared based on proposed Intervention

CENTRAL QUEENSLAND Triggers (Table 1). This will provide a consistent guide for managing enquiries and assist Council Staff in identifying how to manage the enquiry, provide clarity for residents on the next steps and how their enquiry will be managed. Improved and consistent use of Customer Relationship Management will help manage expectations and minimise issues escalation to the media and elected representatives. Table 1. Proposed Intervention Triggers

Underlying Logic

Proposed Criteria

Any instance of above floor flooding Aligns with BRC’s Corporate Plan and Planning Scheme. / risk to life (including asset failure)

Excluding instances Flood Hazard Class 1 (H1) generated eventual If nuisance flooding within private consensus within the Technical Working Group, noting that H1 is property (i.e. not above floor flooding / accepted within industry as “generally safe for people, vehicles and no risk to life): buildings”. Therefore: Depth ≥300mm H1 maximum flood depth = 300mm. Post-rainfall ponding water duration Duration of post-rainfall ponding is based on the time expected for is ≥ 24hrs stormwater to stagnate / impact to vegetation.

Access to property restricted for ≥ 2 hrs post-rainfall

Standing water within BRC assets ≥ Based on time for mosquitos to breed. 5 days

BRC asset (channel, structure or inlet) blocked by ≥ 50%

Kerb & Channel blocked by ≥ 50% and/or or vertically displaced by >75mm

Longer interruptions to access are expected to significantly increase disruption and associated impacts.

50% blockage based on QUDM design advice.

Conclusion To move towards proactive risk management and investment, Council required a forwardlooking Stormwater Management Strategy to enable response to current and future challenges. The Strategy sets Council’s future direction with a course of action that will manage localised stormwater drainage issues to minimise the consequences to life, assets, community wellbeing, the environment, and the economy. It also addresses the need to ensure that Council spends money on stormwater infrastructure in the most appropriate areas to demonstrate that Council is actively managing localised stormwater drainage issues proactively, on a risk basis.

Figure 12. Proposed CRM Workflow

Acknowledgements

References

Ben McMaster AECOM Australia Pty Ltd

AECOM. (2020). Bundaberg Regional Council Stormwater Management Strategy Technical Report. Rockhampton: AECOM Australia Pty Ltd.

Dwayne Honor Regional Council

ENGINEERING FOR PUBLIC WORKS | DEC 2021

CENTRAL QUEENSLAND

WOODEN IT BE NICE: THE UNSUNG PROGRAM BUILDING OUR BRIDGE TO THE FUTURE meagre 15 tonne capacity it used to struggle with.

Craig Johnstone Senior reporter with InQueensland

It didn’t produce many headlines but that failed to dull the delight of some Rockhampton locals that their corner of the world had finally rid itself of its last rickety timber road bridge. The new bridge, on Glenroy Road over Louisa Creek, is now a gleaming new concrete structure capable of carrying loads of up to 70 tonnes compared with the

It was the latest example of a largely unsung Federal Government initiative – the $760 million Bridges Renewal Program – which helps local councils carry the cost of improving and maintaining one of the nation’s less robust classes of public infrastructure. Rockhampton councillor Ellen Smith said the new bridge would allow B-double trucks to access parts of the region that had to make do with other ways to transport freight. “The old wooden bridge required regular maintenance to keep it in a safe and functioning condition,” Smith said. Bridge maintenance is core

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businesses for councils. The very existence of local government in Queensland owes much to the need to raise revenue for building and maintaining roads and bridges. But few local councils in Queensland have the luxury of being on top of managing their bridges. Queensland councils manage about 2800 bridges in the state, of which about 800 are timber constructions. Nearly 30 per cent of them are in poor or very poor condition, and not all are located on remote bush roads. For example, the timber Gresham St Bridge in Ashgrove – 5kms from the Brisbane CBD – is only now being replaced by a new concrete span to double its load limit.

CENTRAL QUEENSLAND

The Gold Coast, hardly a small rural shire, has recently received $2 million from the federal government to help pay for replacing busy Boyd’s Bridge in the Currumbin Valley with a concrete structure. The Scenic Rim region, also in south-east Queensland, has 131 council-maintained bridges, 84 of which are timber structures. Some are more than 60 years old, built when traffic and freight volumes were much lower than they are now. Such a burden has been left largely to local councils to bear. State-controlled timber bridges number just 300. The story is pretty much the same across Australia. The latest

INFORMS. CONNECTS. REPRESENTS. LEADS.

State of the Assets report from the Australian Local Government Association reports that, nationally, just 44 per cent of council-controlled timber bridges were in good or very good condition. One in five (21 per cent) were in poor or very poor condition. For a country notable for its reliance on road freight to help drive its economy, it is little wonder there is consensus on having the Bridges Renewal Program made a permanent feature of the federal budget.

Restoring a timber bridge is estimated to cost from $600 to $1200 per square metre, compared with up to $6000 per square metres for a new concrete bridge. ABOUT THE AUTHOR Craig Johnstone is a senior reporter with InQueensland. He has covered politics and public policy across all areas of government since the 1980s. The original of this article appeared online on 2 July 2001.

Some councils like Mareeba Shire Council are opting to renew their timber bridges rather than replace them with concrete structures. Cost is the reason.

BRIDGE MAINTENANCE AND REPAIR PRACTICES

Up to 12 CPD hours

ENGINEERING FOR PUBLIC WORKS | DEC 2021

NORTH QUEENSLAND

TULLY GRANDSTAND – A DIFFERENT WAY TO DELIVER

Available in ANNUAL CONFERENCE PROCEEDINGS

Justin Fischer Cassowary Coast Regional Council

The Tully Multi-Use Sporting Complex and Grandstand project consists of the construction and fit out of a new 600 seat multi-use grandstand with associated facilities for the Tully community. The Complex and Grandstand has created a new precinct focused around the existing Tully Showground that provides a cultural and recreation facility for a range of tourism and events use. A focus on place-making has underpinned the planning for the Tully Multi-Use Sporting Complex and Grandstand offering opportunities to grow existing and attract new events and tourism offerings and associated economic benefits for the region. The project has increased the town’s capacity for increased sport and recreation participation and to develop its activities in a safe and appropriately supported environment in addition to promoting the benefits of sport and a healthy recreational lifestyle for the surrounding Tully sporting sector, general public and touring organisations. While the facility is designed with National Rugby League (NRL) requirements specifically in mind, the new community sports facility is able to be used by a range of sporting

and cultural organisations for multiple different events. The design of the facility has taken the following considerations into account: • Flexibility to adapt to varied purposes to reflect the needs of the local community; • Ecologically sustainable through optimizing the use of natural light and ventilation; • Disaster resilient design for cycles and flooding; • Low maintenance, easy to operate with equitable access; • Incorporates emergency provisions and can be used as a disaster management centre to coordinate recovery efforts from events; • The demand for private meeting and function venues in Tully Background The Tully Multi-Use Sporting Complex and Grandstand project was initiated due to substantial deterioration of the

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existing 90-year-old Percy Pease Grandstand located in the Tully Showgrounds, causing it to be closed in August 2017 and demolished in January 2018. The old structure was built in the 1930s and had significant limitations so a simple like for like replacement was not a consideration. Limitations included regular inundation of the kitchen and canteen facility, safety issues associated with change rooms across the access road, very poor disability access, obscured sightlines for spectators from structural elements, seating a long way from the field, inability to host male and female events requiring change rooms at the same time, small seating capacity, any temporary shade erected for reserves and sideline officials obscured the view of those in the grandstand and no facilities for game officials. Multiple workshops allowed engagement with 19 user groups (including four key user groups)

NORTH QUEENSLAND of the existing building. A site visit to Windsor Wolves Junior Rugby League grandstand in Sydney allowed the project team and key stakeholders to connect with the architect and learn from their experience. The Tully Multi-Use Sporting Complex and Grandstand project consisted of the construction and fit out of a new 600-seat multiuse grandstand with associated facilities for the Tully community. Outcomes were front of mind throughout the project and focused on delivering a facility that prioritised function over form. Key requirements included: • Meeting the minimum requirements for an NRL Regional Facility • Meeting the requirements of the Queensland Governments Female Facilities Program • An emphasis on quality of spectator sightlines to arena and playing field • Easy to maintain and operate • Prioritising club volunteers • Emphasis on flexibility and sharing of the facility • Cater for disability access and usage (inclusion of a lift) The project delivered with: • Double the number of changerooms required, with the flexibility to operate as four or two change rooms • Meets the requirements for female facilities with all facilities in changerooms being unisex design • The new facility is approximately 30m closer to the playing field with views of the field in all seats as good as any rugby league stadium • The facility is designed to be able to be able to be hosed out for 95% of the floor area • The canteen and bar have almost the best views in the building and volunteer numbers have increased • User groups are continuing to engage with each other and work together in sharing

the facility, the relationship between the football groups and the Show Society has improved to the point that further compromises have been agreed to enable upgrading of a second field • Significant increase in patronage by the community, particularly the elderly who have appreciated the safe and dry access to seating, toilets, food and drink all under the one roof • Overwhelming support from the community for the facility Stakeholder Engagement In developing the design for the proposed Tully MultiUse Sporting Complex and Grandstand, Council consulted with and obtained approval from the Tully showgrounds user groups over 18 months. These organisations included the Tully Tigers Rugby League Club, Tully Netball Association, Tully Tennis Association, Tully Kennel Club, Tully Rotary Club, Tully Touch Football, Tully Lions Club, Tully Show Society, Tully Gym Club, Tully Girl Guides, The Australian Stock Horse Association, Tully Junior Rugby League as well as the wider Tully and Cassowary Coast community. In addition to this, Council sought the general public’s views on the project at the 2018 Tully Show and through Council’s Facebook page. There was overwhelming support for the project with many residents providing positive comments regarding the design and potential benefits to the Cassowary Coast community. It was essential that we considered the needs of user groups and volunteers as the sustainability of the facility is based around its ongoing use. Stakeholder engagement was led by Council’s Planning team and consisted of a number of interactive sessions involving computer generated images to show stakeholders what we were doing and what the end result would look like.

Local Member for Parliament Shane Knuth attended many stakeholder meetings, and user groups joined with Council to produce a video submitted to the Minister to support a request for additional funding. This process encouraged ownership and accountability by user groups and stakeholders and resulted in particular stakeholders – the President of the Tully Show Society and the President of the Tully Tigers Leagues Club - not just supporting but also promoting the project. Benefits of stakeholder engagement included: • Active stakeholder involvement • Informed stakeholders led to valuable and useful feedback • Ownership of the facility • Enabled greater understanding of the project and outcomes Innovation Innovation was realised through a project that was thought about differently from the outset. The attachment contains extracts from the procurement document for consultancy services. Benefits of having an engineerled process included project documentation that was clear and unambiguous and did not require any interpretation or dispute between architectural and engineering drawing sets; software utilised in the design that was able to reduce the time required by the Quantity Surveyor analysing documentation; better definition of what was expected up front, and guided decisionmaking throughout the project that enabled the project team to comfortably make decisions, reducing uncertainty and bottlenecks. The design process focused on delivering a simple to construct building, creating opportunity for less technically capable builders and less reliance on specialised subcontractors. An example of this was an easier to build foundation with mass footings rather than piled foundations.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

NORTH QUEENSLAND The project team spent time reviewing the design with Quantity Surveyors at the Concept Design review to understand what was driving costs up. Line by line we asked: “What did you assume to come up with that rate?” and “What could we specify that would reduce your estimate?”. Council then further engaged a suitably qualified builder in the region to provide a similar cost estimate, costs were compared and when material differences were identified further clarification to understand assumptions were sought. Significant cost saving were achieved through this process, particularly in identifying the cost differences in alternative fitout standards. This approach was driven by lessons learned by a similarscale project, the Mission Beach Aquatic Facility, where a significant proportion of the costs were driven by building fitout details that ultimately have very little to do with the user experience of using the pool facilities. Tender document and contract The tender document provided for and encouraged innovation. The following is an extract. Council invites Tenderers to offer opportunities or innovative solutions which result in a beneficial reduction of cost, risk or schedule or an improvement to the quality of the structure or the end use of the structure. The scope of changes is not limited. Alternative or innovative solutions will be assessed against the project objectives, within the evaluation of tenders received … Given time was of the essence on this project, an often-overlooked part of the General Conditions of Contract AS4000 is early completion bonus. In this contract we offered a $1051/day bonus. We know that this bonus enabled the successful tenderer to attract very experienced staff to the project with the incentive to share in this

bonus if it was achieved. Further innovation was demonstrated in the contract by requiring the contractor to plan to deliver the project in the wettest part of Australia, the clause for a delay where EOTs would not be granted was Inclement weather lesser than the adverse 70th percentile frequency, duration or amount of single or cumulative events based on substantial Bureau of Meteorology data (such as BOM station 32042 with records from 1927 to 2018). Technology Another technological innovation included a fingerprint scan security system. This multipurpose system allows greater control over access to the facility, allowing certain areas to be locked down or opened as required. When a football game is being held, the ground floor toilets are able to be locked from the outside so they can be accessed only by players using change rooms. In ‘show mode’ when the Tully Show is held they can be locked from the inside to allow members of the public to access them from the outside. Project Management The Project Management Plan was designed in a way that said less however was more powerful. The key points and outcomes were always at front

ENGINEERING FOR PUBLIC WORKS | DEC 2021

of mind in all decision-making stages of the project and time and effort were spent to identify key principles and objectives in a way that anyone could understand them, regardless of whether they were an Engineer, designer or stakeholder. This ensure the document appealed to a wider audience and could be understood by all. Information was kept similar to that of the tender document to ensure it was clear to the builder and was always clarified when engaging with anyone on the project to ensure understanding. Very minimal response from 10 tenderers suggested the scope was well defined. Financial planning and control was managed through close consultation with the superintendent, builders and Quantity Surveyors experienced in Government funded projects. This allowed a comparison of estimates and further questioning around interpretation of design, risk and costs within the project and whether we could impact the design to drive better value. This led to a greater understanding of the process, estimates and a review of assumptions, resulting in a reduction to the estimated project cost by around $1.2 million. As an example, generally Government funded projects

NORTH QUEENSLAND include items such as Italian tiles, rendered surfaces and a variety of paint colours and/or flooring materials used. In order to optimise use of funds, heavy principle involvement ensured materials and finishes were appropriate and easy to maintain. To ensure the project was able to be delivered on time, strategies such as an early completion bonus and liquidated damages were incorporated into the contract. Tenderers were encouraged to allow for expected rainfall, with data obtained to anticipate possible delays and ensure the contract accommodated this. A proactive approach to risk management meant we did not take our foot off the accelerator even during the impacts of COVID-19 and the uncertainty of availability and supply of materials. We engaged early with

the builder to limit the risk of COVID-19. Rather than shying away from risk, we used this as an opportunity to work with the builder and suppliers to identify possible risks and make adjustments to payment mechanisms in order to facilitate supply of materials, including early payment options. Our Site Management Plans were proactive in supporting the builder throughout this process. Key Learnings Some of the learnings experienced throughout the project include: • The importance of early stakeholder engagement to obtain buy-in and ownership • Put money into the things people notice

• Research systems and equipment to ensure suitability. The fire system installed at the Grandstand is impacted by bugs and insects. This issue would have been discovered through appropriate research, and an alternative fire system purchased. • When asking engaging with stakeholders over designs and plans make sure they understand that this is their opportunity for input. This can reduce the need for revising plans later in the project. • Push for value for money in all design and construction Acknowledgements David Goodman, Cassowary Coast Regional Council Blake Haslam, SMEC David Geenen, Studio Djgeenen

• Be proactive and involved throughout the process

ART EXHIBITION When IPWEAQ and qldwater outgrew their office space in Albion, IPWEAQ CEO, Leigh Cunningham embarked on a mission to create a professional space where visitors and staff would feel comfortable and at home. The environment reflects IPWEAQ’s purpose – to support

and strengthen communities by investing in Indigenous Australian art and handmade flowers. Leigh chose each individual piece, sourced from two galleries in Western Australia and Northern Territory. Attendees joined us in late November to tour the premises and admire the 45 pieces of artwork. The artwork, displayed throughout the entire building

purchased from two galleries: Mbantua in Alice Springs and Artlandish Aboriginal Art in Kununurra. Topped off with canapes, drinks and good company, it was a lovely evening, and a perfect way to wrap up 2021. Thank you to the 60+ people who attended the IPWEAQ Art Exhibition, especially considering the downpour on the day!

ENGINEERING FOR PUBLIC WORKS | DEC 2021

NORTH QUEENSLAND

ADDRESSING CRITICAL WATER SUPPLY ISSUES USING AN INTENSIVE DEMAND MANAGEMENT STRATEGY

Available in ANNUAL CONFERENCE PROCEEDINGS

Paul Ransom Torres Strait Island Regional Council (TSIRC)

Samantha Guy Torres Strait Island Regional Council (TSIRC)

As Engineer Water and Wastewater Compliance, Samantha Guy drives a maturing leak management strategy at Torres Strait Island Regional Council. She leverages water and wastewater experience to bridge the gap between service delivery and water management knowledge, ensuring optimised outcomes for the Torres Strait region long into the future. Introduction Located as the most northerly stretch of Queensland, the Torres Strait Region represents a unique place characterised by specific geographies, cultures, customs, and lifestyles. Mer Island is located within the eastern cluster of the Torres Strait Region

which is also refered to as the Kemer Kemer Meriam Nation, and is one of 14 islands serviced by Torres Strait Island Regional Council (TSIRC). Mer Island is the home of the eight tribes of the Meriam people; the Komet, Zagareb, Meuram, Magaram, Geuram, Peibre, Meriam-Samsep, Piadram and Dauer Meriam and has a recognised Native title determination held in trust by the Mer Gedhem Le (Torres Strait Islander) Cooperation Registered Native Title Body Corporate (RNTBC). As a remote community, Mer Island has experienced ongoing and broad challenges associated with the growth of the region, resulting in lower service provision standards compared to more densely populated regions. This is a common symptom associated with remote communities in Australia and leads to communities experiencing struggles with accessing safe and reliable drinking water (Beal et. al. 2020). This paper outlines the intensive demand management approach adopted by TSIRC to alleviate the severe water supply issues affecting the residents of the Mer Island community for the past 20 years. It demonstrates opportunities for other small and remote water supply schemes to address ongoing challenges and improve water management. Mer Island Water Scheme The Mer Island Water Scheme supplies potable water for

ENGINEERING FOR PUBLIC WORKS | DEC 2021

approximately 453 residents. Potable water is predominately captured during the wet season rainfall and stored within a 20ML covered lagoon. The water supply is supplemented by three permanent reverse osmosis (RO) units that can each produce 70kL/day. During the year it is typical for all RO units to run to ensure suitable water demand is met. Additional storages prior to distribution include two elevated water reservoirs which are in proximity to two separate community areas including a total of 137 connections. The focus of the efforts to reduce water losses have centred on the community area located along the coastline of the island which has older infrastructure, while the second community area is located further inland and has a relatively newer network. In recent years, additional mobile RO units have been installed as a temporary means to slow the rate of the lagoon’s level drop during the dry seasons. Water Security Challenges For many years, the water supply on Mer Island was overwhelmed by significant water losses leading to severe water security challenges. The costly RO production operations were unable to supplement water storage levels due to the rate at which water was being lost. This has led to the Mer community’s access to potable drinking water being restricted to the hours of 7-8:30am, 12-1pm, 4-7:30pm (totalling 6 hours of supply per

NORTH QUEENSLAND when commissioned, issues were largely unknown and could not be pin pointed or appropriately rectified when they arose. The communication barriers in relation to working remotely also factored into the inability to rectify issues in a timely manner. Several environmental challenges also contributed to the water supply issues. Due to highly seasonal rainfall, the large storage lagoons’ ability to capture rainfall was limited to only the wet season (roughly from December through to April). With the change of season each year resulting in minimal rainfall during the middle of the year, water demand continuously drained the storage levels.

Figure 1 Mer Island Water Scheme Schematic.

With the water leaks assumed to be as high as 6L/s, the ongoing cost of water loss was a significant challenge related to the water security issues on Mer Island and another ongoing battle. Approximate calculations revealed in the table below (Figure 2) demonstrate the significant costs attributed to the water loss. Cost of generating RO water supplied & cost of water lost Figure 2 Mer Lagoon level and average consumption from July 2018-July 2020.

day) since before the formation of the TSIRC (over 10 years). As an emergency reaction, a 190kL mobile RO unit was stationed on Mer until it was relocated in late 2019. The below graph (Figure 1) highlights the lagoon level trends between July 2018 and July 2020 against the average usage in litres per person per day. The issues however, were not just associated to the ongoing water losses. Indeed the additional contests linked to the remoteness were contributors to the engrained supply issues. For example, there was limited access to accurate infrastructure drawings and high uncertainty regarding the condition of the water mains. The poor condition of the mains was the assumed

root cause of the significant water loss in the network. Leaks were assumed to be as significant as 5 L/s to 6 L/s (estimated by the rate of drop in the main reservoir level when supply was open). Historically, the water supply lagoon rarely achieved a volume greater than 50% and the restrictions made minimal impact in increasing storage levels. The limited visibility of the network configuration meant determining the locations of leaks when conducting isolation testing was not an easy task. Without a clear idea of where infrastructure was located and operating under the assumption that the water mains were of poor condition

Permanent RO (connected to mains power) • A pprox. cost $9/kL

Emergency/ mobile RO (powered by genset) • A pprox. cost $19/kL

Therefore, based on permanent RO operating costs, a 1L per second leak roughly equates to $778/day Therefore, based on emergency RO operating costs, a 1L per second leak roughly equates to $1728/day

Costs attributed to water loss

The Approach The following improvement projects reflect the dedication of many committed individuals from TSIRC Water Operations and Engineering teams who

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NORTH QUEENSLAND worked alongside specialised contractors to achieve a positive result for the Mer Community. The intensive demand management strategy adopted includes the utilisation of multiple technologies as outlined below, with funding source acknowledged. • October 2020 – Installation of Acoustic Sensors and Pits (Funded by COVID W4Q ) • November 2020 - Smart Meter Installation (Funded by LGGSP) & Leak Detection Investigation (Funded by COVID W4Q) • December 2020 – Commissioning of Break Tank Water Meter (Funded by COVID W4Q)

Figure 3 Map of in-situ hydrophones installed on watermain.

• March 2021 – Installation of Pressure Control Valves and second sweep for leaks undertaken (Funded by COVID W4Q) Acoustic Leak Detection Initial leak detection investigations commenced through the incorporation of in-situ acoustic leak sensors in the water network. Figure 3 displays the location of the acoustic sensors distributed within the coastal community area of Mer Island. These sensors were used to assist in pinpointing approximate locations of leaks on the watermain. Handheld acoustic sensors were also purchased and were used to undertake intensive leak detection works. Smart Water Meters In November 2020, leak detection using smart water meters commenced. Replacing all the old water meters with smart meters aimed to increased visibility of where water supplies were being used within the community. Importantly for improved water security, smart water meters can assist with reducing the residential water losses and assist in managing housing related water issues. Flow Meter for Main Reservoir Outflow

Figure 4 Smart Meter install and rerunning of property service lines.

Many of the challenges experienced in managing the water supply network relate to the accuracy of the data available for remote monitoring. The installation of an additional flow meter to monitor network supply was essential to provide better visibility of the flow to the main community.

Field Operation Methods

Pressure Control

The Outcome

Pressure valves have been installed at critical locations in the supply network. This equipment helps to address high pressures in the distribution network that impact the condition of the network and increase the likelihood of leaks occurring.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

To achieve a drastic change in water loss, targeted field operations were required. The specific field operations refer to the utilisation of the additional technology to assist in identifying leak locations and mobilising the local team to detect and repair issues as they were identified. The combined approach for demand management has proved effective in the short term to eliminate significant water security challenges and ensure water storage levels can be maintained. Continued

NORTH QUEENSLAND at approxmately 98%, after peaking at 100% capacity during May 2021. The lagoon has not been full since it was first commissioned over 20 years ago. The below table (Figure 4) reveals the lagoon level trend and the increase over the implementation phases of the improvement strategies. Restrictions have now been lifted and potable water is accessible 24/7 to the community. Constant water supply has an added range of benefits including:

Figure 5 TSIRC Technical Officer installing a pressure reduction valve.

• The reduction of cyclical loading on the mains (during restrictions, the mains were pressurised and depressurised three times every day) • Reduced workload of water operators on the ground creating improved efficiencies as no longer needed to physically shut off water supply three times each day (including weekends) • Constant supply will hopefully also decrease the number of water quality compliance issues faced at sampling locations within the distribution network

Figure 6 Mer Lagoon Level Trend July 2020 - May 2021.

efforts are needed and will aim to achieve confidence in the water security on Mer Island so there will be less reliance on RO for water production. This presents a positive outcome for the community and provides significant cost savings for the provision of water services.

made, no leaks were found on the mains themselves. Leak levels (measured using 3am flow rate) from the main town flow meter are now down to 0.5 – 0.7 L/s, which is a huge reduction compared to the calculated loss rate of 5.0-6.0L/s assumed at the commencement of the project.

The onsite leak detection activities revealed that rather than one or two major leaks, there were many small leaks culminating in significant losses. Leaks were typically located after the residential meters, on the service line between the meter and the water main, or at the ferrule connection to the main. Contrary to initial assumptions

The installation of pressure valves has reduced mains pressure three-fold, from 50m to 15m head, which will significantly reduce the severity of leaks in the network while still maintaining an acceptable pressure to the community. Today water levels in the lagoon are the highest ever recorded,

Since the lagoon has reached capacity, the RO units have been shut down temporarily. This will allow much needed maintenance activities to take place on the RO units. We hope to manage the water demand going forward using only the permanently installed RO units and remove the requirement for a supplementary mobile RO unit to operate on the island. As well as managing the investigation and repair of leaks by using smart technology to our advantage, in order to prevent a ‘bounce’ effect in the demand, TSIRC hopes to promote ongoing community engagement, education and an increase of data driven communication within council. Ongoing Improvement Opportunities While several challenges have been addressed through the

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NORTH QUEENSLAND approaches adopted for the intensive demand management strategy, there are some ongoing improvement that will be required to continue to ensure a sustainable and efficient water scheme for Mer Island. The following actions will continue to be progressed to assist in demand management: • DMA water balancing • Migration of asset information to GIS System Acknowledgements The following TSIRC employees contributed to demand management works: • Mer Island Engineering Team. • Jerry Marou (Technical Officer) and Ralph Pearson (Technical Officer) - installation of smart meters, hydrophone installation, leak detection and repairs, pressure reduction valve installation. • Goodwill Billy (Technical Officer) and Edward Mosby (Technical Offier) - hydrophone installation. • Patrick Whittington (SCADA Technicion/Data Analyst) - role out of the smart meters and supporting data management system. • Daniel Harrington (Senior Project Engineer) - managed hydrophone installation, pressure reduction valve installation, reservoir flow meter upgrade, ongoing leak detection works. The following contractors were engaged by TSIRC to assist demand management works by providing specialised equipment/ advice: • Asset Life Alliance - leak detection training and equipment supply, supply of acoustic sensors, supply and install of pressure reduction valves. • Taggle Systems - supply of smart meters and meter data management software..

• Austek Pty Ltd. - installation and connection to SCADA of reservoir flow meter. Installation of communication infrastructure for smart meter project. References • Beal, C.D; Jackson, M.; Stewart, R.A.; Fielding, K.; Miller, A.; Tan, PL. (2019) Exploring community-based water management options for remote Australia. Final report for the Remote and Isolated Communities Essential Services Project, Griffith University, Brisbane, Qld.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

INFORMS. CONNECTS. REPRESENTS. LEADS.

Pavement Rehabilitation

QUDM Workshop

QUDM Revision and Addition

Road Safety Audit

Road Safety Audit Refresher

Roles And Responsibility of Local Government (Series)

Roles And Responsibility of Local Government (Webinar)

Sprayed Bitumen

Sprayed Sealing Field Procedures

Stakeholder and Community Engagement

Street Design Manual for Policy Makers

Street Design Manual For Practitioners

Supervisors Workshop

Erosion and Sediment Control Level 3

Fundamental Road Designs

Temporary Traffic Management Practices

Grants and Funding

Tender Administration

Learning Hub (Each Pathway)

Treatment of Crash Locations

Managing Risk on Lower Order Roads

Type ABD Sediment Basin

Managing Unsealded Roads

Understanding and Diagnosing Bridge Defects

Mini-Conferences (each)

1.5

NonTechnical

2021 Annual Conference Proceedings

2021 Asset Management Symposium Proceedings

Administration of Construction Contracts

Assessing Heavy Vehicle Access to Bridges

Bridge Inspection Level 1

Bridge Inpection Level 2

Bridge Inspection Levels 1 & 2

Bridge Maintenance and Repair Practices

Critical Risk Management

Demystifying Extended Design Domain Applications

Drainage and Road Design

Erosions and Sediment Control Level 1

Erosion and Sediment Control Level 2

Course

Native Title and Cultural Heritage

Understanding Pavement Defects and Maintenance

Pavements, Materials and Geotechnical Masterclass

Understanding Due Diligence - Lessons Learned

Contact Professional Development Manager Tammi.Petre@ipweaq.com 3632 6807

4292

Technical

Course

www.ipweaq.com

ENGINEERING FOR PUBLIC WORKS | DEC 2021

NORTH QUEENSLAND

THE REINVENTION OF THE AYR DRINKING WATER SUPPLY TO MEET WATER QUALITY AND RESILIENCY BENCHMARKS Nick Wellwood Burdekin Shire Council Cal Paige Burdekin Shire Council Tayla Heuir Burdekin Shire Council Coralie Mannea Burdekin Shire Council

The drinking water for Ayr, Brandon and Alva has been historically supplied via a network of connected Bore Fields since approximately 1966. The treatment train associated with this drinking water has been historically low, while still meeting Australian Drinking Water Quality guidelines, due to the historical quality of the ground water in the Burdekin Delta. In recent times contamination of the drinking water was detected in the Principal Bore Field from external sources, which caused many bores to be switched off to meet drinking water health targets. This also resulted in an unbalanced network from the loss of the bore fields and placed additional network pressure on trunk mains not previously used for distribution from other bore fields in the catchment. The resiliency of the total network was called in to question, including water storage, trunk distribution capacity and future treatment

trains. This resulted in a reanalysis and modelling subsequent of the total network and staged upgrade of trunk mains, Scada Controls, reservoir storage and pressure balance. Construction of these augmented works for the water supply network is now underway, including the design of future treatment works to future proof drinking water supply for several townships in the Burdekin. The details of the network analysis, design, trunk main route selection, bore field upgrade, control systems and reservoir storage analysis and structural design are outlined in this paper. This is the story of ‘The Reinvention of Ayr Drinking Water Supply’ and the many challenges faced on this journey. Executive Summary The potable drinking water of Ayr, Brandon and Alva has been historically supplied via a network of connected borefields since approximately 1966. The treatment train associated with this drinking water has been historically low while still meeting Australian Drinking Water Guidelines, due to the historical high quality of the groundwater in the Burdekin Delta. In recent times, since April 2018, PFAS was detected in the principal borefield coming from external sources which caused many of the bores within the Nelson’s Borefield to be switched off to meet drinking water health targets. This also resulted in an unbalanced network from the loss of this

ENGINEERING FOR PUBLIC WORKS | DEC 2021

centralised borefield and placed additional network pressure on trunk mains not previously used from other borefields in the catchment. The resiliency of the total network was called into question including water storage, trunk distribution capacity and also the need for future treatment options. This resulted in a reanalysis and modelling and a subsequent total network upgrade of trunk mains, SCADA controls, reservoir storage and also pressure balancing mechanisms. Construction of this augmented works for the water supply is now well underway including the design of a future treatment plant to future proof the drinking water supplies for several townships within the Burdekin Shire local government area. This paper sets out the details of this analysis of the network, design elements, trunk main selection, borefield upgrade, control systems, the reservoir storage and also the future filtration staging to meet drinking water requirements for the Ayr catchment. This is the story of the ‘Reinvention of the Ayr Drinking Water Supply” and the challenges faced on this journey. Introduction The drinking water for Ayr, Brandon, Alva and also the remainder of the Burdekin Shire has been historically provided by a series of connected borefields that connects into the Burdekin Delta Aquifer. They effectively provide a ‘slow sand filtration’ of

NORTH QUEENSLAND water within the Aquifer which has been historically high quality and enabled very little treatment to meet Australian Drinking Water Guidelines. Historically since 1966, water was simply extracted by pump from the aquifer via these borefields with very little treatment. Following the revisions of the Australian Drinking Water Guidelines the treatment train expanded to allow for disinfection by sodium hydrochlorite and also oxidation to remove Co2 from the water enabling a softer and also longer asset life of distribution networks. In April 2018, tests were undertaken by Qld Health which discovered PFAS contamination which are polyfluoroalkyl substances in the principal borefield at Nelson’s Borefield. This resulted in further analysis of the contamination which determined the relevant PFAS signatures of PFOS and PFOX SX. The speciation of this PFAS required an extensive amount of work to enable both the Council and Regulators to determine the source of contamination of the groundwater. Contamination of the aquifer was extensive and the point source treatment of the PFAS contamination was deemed to be too expensive both in terms of capital costs and also providing enduring safety to enable water to be effectively treated below current and potentially future Australian Drinking Water standards relating to PFAS. The decision was taken by Council to decommission the bores which had PFOS levels exceeding Drinking Water Standards whilst using the remaining bores with lower contamination levels under the drinking water standards and also combining with other borefields within the Ayr Catchment. This resulted in an unbalanced network from the loss of the borefields and placed additional network pressure on trunk mains which were not previously used for distribution from other borefields in the catchment. The total resiliency

Current bore locations in Ayr

of the water supply network was found to be deficient, and it was decided that a holistic solution was required and indeed the “Reinvention of Ayr Drinking Water Supply” needed to be undertaken. This paper examines both the background to the contamination of the drinking water and also looks at the various proposed water solutions which was undertaken to address the resilience of supply of drinking water for both Ayr, Brandon and Alva. This paper examines the network analysis required to redesign the distribution of water supply within the catchment as well as potential water storage requirements to achieve greater resilience, due to the lack of consistent borefield operation within the contaminated aquifer and also the need to provide more resiliency in relation to North Queensland weather and disaster events. The paper looks at the various treatment trains both in terms of the initial phase of iron and manganese removal and also the future proofing of the water treatment to potentially allow for future raw river extraction and treatment. The current construction works including a new trunk main augmentation, under boring, borefields and also the construction of a 10ML storage

and pumping is examined in detail within the paper. The staging of filtration to deal with initially the iron and manganese and secondly the raw water is also examined as well as future changes to the Drinking Water Quality Management Plan which will be required as part of this “Reinvention of the Ayr Drinking Water Supply”. Finally, the paper looks at the future challenges in relation to the supply of drinking water within the Ayr catchment and also the need for continual monitoring and adaption of the proposed drinking water solution for the Ayr, Brandon and Alva communities. Conclusion In conclusion, the discovery of PFAS within the principal borefield at Nelson’s lagoon in the township of Ayr has been highly problematic in relation to the distribution of clean drinking water to the townships potable water scheme. The entire Council Engineering team including external agencies have worked rigorously on solutions that have been set out in this paper to continue to provide safe and clean drinking water with PFAS levels below the Australian Drinking Water Guidelines. The resulting disconnection of the Nelson’s lagoon borefield has required extensive re-analysis

ENGINEERING FOR PUBLIC WORKS | DEC 2021

NORTH QUEENSLAND

Trunk duplication pipeline alignment

Proposed Trunk Main Alignment

and re-engineering of the entire drinking water network within Ayr to ensure that all water meets the Australian Drinking Water Health-Based Guidelines. The resulting unbalanced network has been overcome by the design and construction of additional trunk pressure mains to take pressure off mains not designed for this distribution. The provision of greater water storage to allow water to be taken from more

distant borefields and stored centrally within the Ayr township to provide water for the Ayr, Brandon and Alva potable water network. The total resilience of this scheme has been increased by the provision of this water storage and also the increase of trunk water distribution capacity. The design of a treatment plant to remove iron and manganese from the water within the South Ayr Borefield, which despite

ENGINEERING FOR PUBLIC WORKS | DEC 2021

this mineral discolouration is free of PFAS and provides a relatively cost-effective solution to supplement the loss of water from the disconnected Nelson’s Borefield catchment. The design of this filtration plant is underway and is expected to then translate a business case for the construction of the first phase of the treatment train required to remove the iron and manganese from South Ayr bore field which will provide greater provision of clean drinking water to the entire network. All of these elements including the network analysis, the trunk main design and route selection, construction works of borefield upgrades, distribution trunk mains and reservoir storage have resulted in a complete “Reinvention of the Ayr Drinking Water Supply”. There have been many challenges along this journey, however the adaptable management from both Council and State Government Agencies response to this emergent issue has established water network solutions that were both practical and sustainable. This has achieved the continued supply of clean drinking water for the townships of Ayr, Brandon and Alva.

INFORMS. CONNECTS. REPRESENTS. LEADS.

UP TO 6 CPD HOURS

TEMPORARY TRAFFIC MANAGEMENT PRACTICE FOR MANAGERS, SUPERVISORS AND PROJECT MANAGERS Overview Temporary Traffic Management (TTM) represents one of the highest WHS risks to Road Infrastructure Managers (RIM) due to the volume of activities that occur on and near roads and the serious outcomes that may arise in the event of a traffic incident. Asset owners must have a clear understanding of the associated risks and develop the policies, procedures, guidance, and systems that ensure that best practice TTM is implemented as practicable.

Learning strategies • Lectures

Content This one-day workshop will provide a practical overview of the new standards, the key changes in TTM practice, and other key elements that must be applied to achieve compliance. Key learnings will impart a better understanding of best practice TTM and explore the potential for substantial cost savings by reducing the level of TTM and the subsequent costs for a wide range of low impact and short-term activities without a reduction in safety.

• Road Asset Managers

• Case studies • Group discussion • In-class activities and exercises Who should attend? This workshop is primarily aimed at staff involved in the areas of planning and managing road construction and maintenance activities, including, but not limited to: • Engineers • Technical professionals • Project Managers • Supervisors • Inspectors Outline • An overview of all reference documentation

• RIM role and obligations • Policy and process documentation • Self-delivered services • 3rd party works • RIM role in procuring and managing projects with TTM • Procurement of TTM and risks commonly seen. • Roles responsibilities of RIM / PCBU / TTM contractor • Current industry issues and risks • Overview of TTM technical requirements • Introduction to a TMP, its requirements and contents, and what to expect • Introduction to the TGS design and best guidance for oversight • Training requirements • Best practice processes for surveillance and inspection of TTM on site.

4165

• Key changes in TTM practice

Contact Professional Development Manager Tammi.Petre@ipweaq.com 3632 6807

www.ipweaq.com

ENGINEERING FOR PUBLIC WORKS | DEC 2021

SOUTH WEST QUEENSLAND

A RESEAL CONTRACT LIKE NO OTHER: HOW EXTERNAL FACTORS UNITED IN UNPRECEDENT FASHION procedures were implemented that made the completion of the contract a bit more interesting.

Cameron Ives GenEng Solutions

This paper goes through the mindset and actions taken by myself as TMR Administrators Representative and Sprayed Sealing Designer during these events. Tech Note 186

Available in ANNUAL CONFERENCE PROCEEDINGS

Abstract: Twelve months since the report into the seal failure where cars and trucks became ‘glued’ to the newly spray sealed road surface of Millaa Millaa-Malanda Road, an hour and a half south of Cairns, two of my reseals contracts in the TMR Darling Downs Region commenced during a severe drought phase. Additionally, they were impacted by bushfires including periods where two National Highways were closed at different times forcing traffic to utilise 2 OSCR roads (Gatton Clifton Road & Millmerran Inglewood Road) whilst reseal works were occurring. This was followed by a wet weather and flooding event delaying works pushing works from Level 1 into Level 2 of TMR’s new Tech Note 186 Sealing in Cold Weather implement as a recommendation after the Millaa Millaa-Malanda Road failure. At the end of the contract a Worldwide Pandemic COVID 19 lockdown and other

August 2019 saw the introduction of the new TMR Technical Note 186 – Sealing in Cold Weather Conditions. For the Darling Downs District this meant Level 2 restrictions would be triggered for most areas in April and require would require additional mitigation measures to be documented and implement in a Spraying Sealing Management Plan. 2019-20 Reseal Contracts CN-12630 Reseals in TRC area and CN-12631 Reseals in the WDRC areas were the two contracts that I was responsible for as the Administrators Representative. Both were worth approximately $2-3M each. These were two of five contracts to be delivered during the 2019-2020 TMR Darling Downs Reseal Program and all contracts were the first in the regions to be delivered following the implementation of Tech Note 186. The original program from the contractor had a practical completion date for both CN-12630 and CN-12631 as 31st March 2020. Therefore, the implementation of Tech Note 186 wasn’t considered an issue at the beginning of the contracts.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

Drought Conditions / Bushfire Warnings The region was in the midst of a drought and had current high bushfire warnings. Other local governments around the region had suspended their reseal program. TMR decided to continue with the program and implement to following conditions that were toolboxed by the contractor. • Heating bitumen, i.e. gas burners on bitumen tankers and the sprayer - the first shouldn’t be a problem as the heaters are pretty much sealed and no foreign object (i.e. dry grass) can get to the flame. Also, they should be parked on cleared stockpile sites and never left unattended. • Parking vehicles with hot exhausts in areas with long grass. • Bush fire preparedness and response - if there is a fire nearby, suggest we issue a stop work direction, remove any restrictions to 2-way traffic flow, make sure the site is safe and leave the area. • Priority for Emergency Vehicles Pechey Maclagan Road CN-12630 was the first contract to commence and the first road to be resealed was Pechey Maclagan Road (AADT 290). A 20km 14mm S/S C170 seal both sides of Goombungee with a D/D 14/7mm seal through Goombungee. Pechey MacLagan Road runs west off the New England Highway just south of the township of Crows Nest. Shortly before the reseal

SOUTH WEST QUEENSLAND

TMR (2019. p. 19)

commenced a bushfire broke out on the eastern side of the New England Highway in the Grapetree / Ravensbourne area. The Esk Hampton Road was cut off by the bushfire and closed to through traffic for a number of days. Emergency Rural Fire Brigade vehicles were given priority access through the reseal works during the time of construction. On the 13th November 2019 the New England Highway, between Pechey Maclagan Road, Pechey and the Esk Hampton Road, Hampton was closed to allow back burning by fire units. During this closure both the Esk Hampton Road and New England Highway were closed meaning all traffic moving North / South along to this section of the New England Highway had to be diverted onto the newly resealed section. On the 17th November 2019 the fire moved towards to the Township of Crows Nest with fear of an Ember Attack. It was unknown how many additional AADT this added to over the period but the road appeared to hold up ok under the additional traffic load. Gatton Clifton Road Following the reseal of Pechey MacLagan Road, the contractor moved onto a section of Toowoomba Karara Road (AADT 472) and then a section of Greenmount Hirstvale Road (AADT 203) to complete S/S C170 seal. The contractor then established on Gatton Clifton Road to complete a 2 X 14mm S/S sections and 1 x 14/7mm D/D section all in M500. This section of Gatton Clifton Road has an

AADT of 530. There was a 4km missing link section that was delayed from the contract due to additional time to complete the reseal prior works. This missing link section was going to be included as a variation at the end of the contract. The morning of the first seal we had a spare TMR Inspector available and they were requested to complete the reseal scoping the missing link section and complete the required sandpatch tests. About an hour after leaving the office I received a phone call from the inspector saying that he was able to do a run through and pick up the homogeneous sections, but wouldn’t be able to complete the sand patch tests because to the traffic volumes were too large. He also said he heard the Cunningham Highway may have been closed due to a bushfire and smoke hazards over the weekend and that might explain the extra traffic. I immediately phoned the TMR inspector inspecting the reseal contractor and asked how the traffic volumes were affecting the reseal works. The inspector said that traffic was a lot higher than he had expected and was concerned after the first spray run that the binder might be a bit heavy. He stated we were lucky we were using a multigrade binder instead of C170. I then discussed with the Darling Downs Traffic Control Centre about the last period of closure to the Cunningham Highway and was told it might only be for a couple of days. I then called the RoadTek Warwick office to confirm how long the closure would last and I was informed the closure could be for up to 2 weeks to complete some repairs following the fire. I immediately phoned the TMR inspector to discuss the impact

on the design for increased traffic for a 2 week period. We had discussions with the Contractors Project Manager to see if we could eliminate the risk by moving to another road until the temporary increase in traffic was over. We nominated the Oakey Cooyar Road which had the same M500 binder as Gatton Clifton Road but the contractor said that stone hadn’t been delivered to site and all available truck drivers were assisting with the firefighting operations at the Crows Nest Fire. The contractor then offered to be stood down by the Principal for 2 weeks period. I then phoned the TMR Inspector and Administrator to discuss the risks and the decision was made to review the seal design and continue to proceed with the reseal. The ready availability of a spray truck, stone and the M500 binder gave us confidence that we could rapidly address any issues that arise. A quick analysis of the AADT for Cunningham Highway and anecdotal information from those on-site lead to review the design with a doubling of traffic. The seal design was reviewed by doubling the traffic which reduced the binder spray rate by 0.1L/m2. This reduction meant that the binder application rate stayed above the stripping limit for when the traffic reverted back to normal. I also notified the contractor that based on anecdotal information that the traffic is above 1000 AADT and therefore portable traffic lights should be implemented and to review the end of queue lengths signage is appropriate. I was told they will review and monitor and didn’t implement the portable traffic lights.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

SOUTH WEST QUEENSLAND The Gatton Clifton Road connects the New England Highway to Gatton between Toowoomba and Warwick. With the Cunningham Highway closed all vehicle that would usually travel along that road were being diverted through Toowoomba. With the modern-day GPS technology, the Gatton Clifton Road provides the fastest route and detours people off the New England Highway / Warrego Highway route and onto Gatton Clifton Road and straight over the fresh reseal. The GPS Technology along with Facebook posts on local groups and newspaper outlets encouraging people that the route was the preferred option is a scenario that wasn’t evident a few years ago. The next step was to try to somehow reduce the through traffic from using the road. We placed VMS boards on at each end of the road notifying people that roadworks were occurring and to expect delays of up to 15 minutes. It was hoped most people would be encouraged to take the preferred route and detour through Toowoomba. Whilst travelling through the section to review the VMS were installed by the contractor traffic counters were spotted on a section near Mount Whitestone. On the 18th November 2019 a traffic accident occurred on the Warrego Highway west of the Gatton Bypass closing all west bound lanes. Traffic backed up for about 5 km’s and all the way back to Grantham along the Gatton Helidon Road. This accident pushed further traffic onto the Gatton Clifton Road and even over the reseal on the Greenmount Hirstvale Road as traffic followed their GPS to get to Toowoomba. About 6 month later the traffic counter information was made available which showed the weekly average AADT being closer to 2000-2500 nearly 4-5 times the normal AADT and well above the revised design on double the traffic.

Millmerran Leyburn Road Following a reseals on Oakey Cooyar Road the Contractor moved to Millmerran Inglewood Road to complete a 14mm S/S S45R seal. The Contractor had completed 3 days of work before a safety incident occurred. A pressure build up when the sprayer was filling from the tanker caused a suction strainer lid with a displaced O ring covered a Contractors personal with bitumen. The workers PPE gloves had bitumen leak down into the gloves and when he went to remove his PPE visor, he wiped bitumen across the side of his face. First Aid was immediately applied and later that day the contractor was flown via Lifeflight Helicopter from Millmerran Hospital to one of the Brisbane Hospitals for burns treatment. Works were suspended until an investigation was completed. Corrective actions from the investigation included: 1. The external suction strainer mechanism is to be removed from Contractors Spray Truck. 2. I mplement corrective actions to prevent recurrence on all spray trucks fitted with the same style of external suction strainer. 3. Binder Transport company to reinforce the requirement for personnel involved in the transfer of bitumen to wear bitumen handling PPE including visor in the down position and heat resistant gloves at all times during the transfer of bitumen and when within 15m of a bitumen transfer operation. Works commenced back onsite after 8 days and the contractor had 5 more days of spraying. On the 2nd day back, I was notified of a fire in the distance. I informed the TMR inspector to ensure everyone remained safe and if there were any concerns to evacuate the area. The fire was the beginning of the Cypress

ENGINEERING FOR PUBLIC WORKS | DEC 2021

Gardens and Forest Ridge Fire west od Millmerran. The fire closed the Gore Highway to once again divert Highway traffic directly over the current reseal project. The S45R performed really well and there wasn’t any concerns from the inspector about the design spray rates. Binder Shortages During the month of January, the Contractor experienced binder shortage and was concerned about the ongoing availability and timeframes under the contract. Precoated with Waste Oil With only a same section of Fabric Seal on the Gatton Clifton Road that was delayed due to the availability of Geofab the contract then moved onto one of the other contracts. CN-12632 the variable reseal contract. This wasn’t one of the contracts that I was administering, but the contractor was procuring the stone from the same source as most of the upcoming CN12631 WDRC reseals. The quarry supplier had recently taken over the operations of the pit and wasn’t completely up to speed on the time periods for precoating. The TMR inspector queried the precoat and timeframe and following a visit to quarry, realised that the quarry had been precoating the stone with solvent precoat that contained waste oil and making it available for use after 7 days. The Contractor then completed some stripping tests to demonstrate the stone should be suitable for use on the variable contract, but were told the minimum time periods were required to be met for the CN12631 contract. February Floods Following completion of the Variable Contract the focus turned to my CN-12631 reseal program and the drought broke. A low dumped over 260mm of rain across the Western Downs area cutting off roads and causing disrupting the program. During the wet weather events

SOUTH WEST QUEENSLAND

TMR (2020. p. 6)

we need to be careful to get as much repairs completed as possible. WDRC staff were busy completing emergent works on their own network at the time. We also needed to ensure that the stone supplied and used was clean and especially dry as they weren’t covered in the quarry and can get wet in the stockpiles. The 9 days extension of time started to push us closer to the 1 April and into Tech Note 186 Level 2. COVID-19 It was about this time that no longer mysterious virus call COVID-19 was affecting city in Wuhan, China. Being some of Scott Morrison’s essential workers we remained at work but had concerns around the availability of materials and men if supply chains broke down or someone in the reseal crew, quarry workers or distribution worker got infected. The Contractor was asked to prepare a COVID-19 management plan, which I’m sure wasn’t thought of as an issue at the commencement of the contract.

reseals on Dalby Jandowae Road (AADT 1015), Surat Development Road (AADT 265), Condamine Meandarra Road (AADT 145) and Auburn Road (AADT 313 & 145). Tech Note 186 After being reassured multiple time from the contractor that the works would run into the Tech Note 186 Level 2 period and several courtesy email to the Contractor expressing my concerns that a Sprayed Sealing Management Plan (SSMP) should be commenced and will need multiple reviews the contractor submitted a SSMP on the 26th March and gave TMR 3 working days to complete a review and get revisions. Works on Gatton Clifton Road and Auburn Road were completed under the Tech Note 186 with the additional mitigation measures. References • T MR, 2019, Technical Note 186 Sealing in Cold Weather Conditions • TMR, 2020, Transport and Main Roads Specifications MRTS22 Supply of Cover Aggregate

TMR also introduced some precaution measures to ensure we “flattened the curve”. For a period, Inspectors who had been in contact with external crews were excluded from the office and those who were office based weren’t allowed contact with the inspectors or field staff or to visit any other office in the district apart from their own. The reduction in traffic (possibly up to 40%) then raised concerns about what a lack of traffic on the network would have on the

ENGINEERING FOR PUBLIC WORKS | DEC 2021

TECHNICAL

microsurfacing. Microsurfacing is bituminous slurry surfacin binder, aggregate, GP cement, additives and water (Austroa has three known microsurfacing specialist contractors; Cola Microsurfacing is placed using a specialist Microsurfacing p layers. DTMR currently has a 3mm, 5mm, 7mm and 10mm specification, MRTS13 Bituminous Slurry Surfacing (Departm Microsurfacing differs from slurry seals, as microsurfacing u larger aggregates and is placed in layers, to ensure suitabili

MICROSURFACING AND CAPE SEALS IN THE DARLING DOWNS DISTRICT

Bernie-Anne, Freeman Department of Transport and Main Roads

Recently the Department of Transport and Main Roads Darling Downs District (DTMR) have undertaken alternative prior works Fresh microsurfacing placed and sealing treatments to provide value for money and sustainable outcomes network. Rutting is a longitudinal microsurfacing placed on the Department’s road Fresh depression on the pavement network. surface usually in the wheel path. Microsurfacing has been utilised as a rutting filling, shape correcting and roughness improvement treatment prior to resealing works, as well as a full-width surfacing treatment. Also, as an alternative surfacing treatment, DTMR has also completed some cape seals. A Cape seal is a Single/Single seal (usually using a 14mm or larger aggregate) followed by a microsurfacing layer. This treatment has benefits when restricted by height in an urban overlay situation due to its thickness. As a non-structural surfacing alternative to asphalt, microsurfacing provides adequate surface texture for all speed environments, at a reduced depth, resulting in less material required. Background Rutting and roughness are two defects commonly found on the Department’s road

relationship to crash rates, road user ride experience and vehicle travel costs and wear.

Roughness is irregularities from The Department of TransportMicrosurfacing and Main Roads Dow and CapeDarling Seals the intended longitudinal profile An alternative treatment to of the roadas surface primarily a rut(Austroads filling, shape deformation filling or roughn address these pavement defects 2018a). Roughness can be of rutting and roughness is a full width considered in two microsurfacing categories; have also used and cape seals as microsurfacing. Microsurfacing low amplitude, high frequency roughness (‘chattery’) or high amplitude, low frequency roughness (characteristic of black soils). Aside from rutting and roughness being measured road characteristics reportable for asset review, addressing rutting defects is in the interest of road authorities from a safety and asset preservation perspective. Water ponding on the road surface has the potential to result in aquaplaning, causing a safety issue. Water ponding in wheel paths is subject to repetitive pressure from tyres, which may cause cracks to form, allowing further water ingress into the pavement leading to deterioration. Addressing road roughness is of interest, due to its

is bituminous slurry surfacing containing poly modified emulsion binder, aggregate, GP cement, additives and water (Austroads 2018b). As of February 2021, Australia has three known microsurfacing specialist contractors; Colas, Downer and Fulton Hogan. Microsurfacing is placed using a specialist Microsurfacing paving unit and can be placed in multiple layers. DTMR currently has a 3mm, 5mm, 7mm and 10mm microsurfacing mixes listed in its specification, MRTS13 Bituminous Slurry Surfacing (Department of Transport and Main Roads 2018). Microsurfacing differs from slurry seals, as microsurfacing uses polymer modified emulsion bitumen, larger aggregates and is placed in layers, to ensure

Microsurfacing being placed in the Darling Downs District

ENGINEERING FOR PUBLIC WORKS | DEC 2021

TECHNICAL suitability for heavier trafficked applications. The Department of Transport and Main Roads Darling Downs District has used microsurfacing primarily as a rut filling, shape deformation filling or roughness treatment. DTMR Darling Downs have also used microsurfacing and cape seals as a full width surfacing treatment. A cape seal is the application of a Single/Single seal, followed by a microsurfacing layer. Usually a larger aggregate is used, for example a 14mm or 20mm (Austroads 2019). This process was named after its location where it was first implemented in the Cape Province of South Africa.

The Department of Transport and Main Roads Darling Downs District has use Aprimarily cape sealasisathe of deformation a Single/Single seal,orfollowed by treatment. a microsurfaD rutapplication filling, shape filling roughness larger is used, for example a 14mm (Austroads 2019). Thi have aggregate also used microsurfacing and cape sealsor as20mm a full width surfacing treatm after its location where it was first implemented in the Cape Province of Sout Case Studies: Microsurfacing as shape and roughness correction

The following case studies are included to investigate the scenarios in which m been used within the DTMR Darling Downs as a shape and roughness correcti Microsurfacing Case Study #1 - Moonie Highway

Located on the Moonie Highway 60km west of Dalby, this 13km section of roa Average Daily Traffic (AADT) of 628vpd, including 31% Heavy vehicles. In this rutting and depressions were evident in the outer wheel path approximately with limited other pavement defects in the locality. Roughness was recorded 120counts/km using the NAASRA (National Association of Australia State Roa roughness meter counts. Microsurfacing being placed in the Darling Downs District Microsurfacing being placed in the Darling Downs District

Case Studies: Microsurfacing as shape and roughness correction The following case studies are included to investigate the scenarios in which microsurfacing has been used within the DTMR Darling Downs as a shape and roughness correction treatment. Microsurfacing Case Study #1 Moonie Highway Located on the Moonie Highway 60km west of Dalby, this 13km section of road has an Annual Average Daily Traffic (AADT) of 628vpd, including 31% Heavy vehicles. In this section, continuous rutting and depressions were evident in the outer wheel path approximately 20-35mm in depth, with limited other pavement defects in the locality. Roughness was recorded at an average of 120counts/km using the NAASRA (National Association of Australia State Road Authorities) roughness meter counts. In April 2019, a 7mm mix microsurfacing treatment was placed in two layers to restore pavement shape and minimise roughness. The eastbound direction initially averaged roughness of 124 counts/ km vs a post-microsurfacing average of 89 counts/km. The treatment resulted in a 28.2%

Rutting on the Moonie Highway treated with microsurfacing

In April 2019, a 7mm mix microsurfacing treatment was placed in two layers t shape and minimise roughness. The eastbound direction initially averaged rou counts/km vs a post-microsurfacing average of 89 counts/km. The treatment improvement in the average measured roughness. For context, a 50count/km standard for new roads signposted at 100km/hr (Austroads 2018a). A full wid completed over this section in March/April 2021.

Microsurfacing being placed on the Moonie Highway

Microsurfacing being placed on the Moonie Highway improvement in the average

section in March/April 2021.

roads signposted at 100km/hr (Austroads 2018a). A full width reseal was completed over this

placement, which exhibited a crescent-moon shaped failure which was deemed an adherence

measured roughness. For observed in this section shortly after placement, wh One isolated failure was One isolated failure was observed context, a 50count/km is the moon shaped failure which was deemed adherence in this an section shortly issue after with the first la Austroads standard for new

ENGINEERING FOR PUBLIC WORKS | DEC 2021

One isolatedTECHNICAL failure was observed in this section shortly after placement, which exhibited a crescentmoon shaped failure which was deemed an adherence issue with the first layer of microsurfacing. Highway has an AADT of 1,450vpd, including 43.35% heavy vehicles. The pavement through this section was consistently exhibiting rutting, cracking, undulation and pumping of fines. Investigations showed that this has a shallow white rock pavement, with no opportunity to overlay due to flood heights. Rutting was approximately 40mm in depth and roughness averaged 133count/km, with a maximum roughness of An infrequent failure mechanism experienced is this adherence issue occurring 190count/km. While these defects shortly after placement were An infrequent failure mechanism experienced is this adherence issue occurring shortly aftersignificant, placement microsurfacing was completed with a 3-layer treatment, including 2 narrower Microsurfacing Case Study #2 – Surat Development Rd layers followed by a 3.6m full width layer. This has section was then Two sections of Surat Developmental Road received microsurfacing treatment, which an AADT resealed 9 months later with a of 265vpd, including 24.9% Heavy vehicles. This lower volume road exhibited sound pavement, robust fairly geotextile seal to address any crack migration. Roughness with predominately outer wheel path rutting. Roughness averaged through this section at was reduced consistently 105counts/km. through the treated section to 86 counts/km after microsurfacing. Shape restored by microsurfacing treatment placed of on the Surat mix, Development Road Microsurfacing, using three layers 7mm was completed in June 2019, with combinationinof This is a 35%aimprovement Shape restored by microsurfacing treatment placed on the Surat Development average roughness. full width outer wheel path treatment. Here roughness was initially an average roughness of Shape restored and by microsurfacing treatment placed on the Surat Development Road Road

Studies:resulting Microsurfacing 105counts/km, which after microsurfacing, reduced to an average of 79Case counts/km in a and Cape Seals as surfacing 24% reduction in roughness). A full width reseal was completed over this section in April 2021. treatment The following case studies are included to investigate the scenarios in which microsurfacing and cape seals have been used as a surfacing treatment. Cape Seal Case Study Cunningham Highway Warwick

Final finish after three-layer treatment of microsurfacing on the Surat Development Road

issue with the first layer of microsurfacing.

This urban environment in the rural town of Warwick on the Cunningham Highway has AADT of 4,597vpd including 21.8% heavy vehicles. This section needed a suitable resurfacing treatment, as

Microsurfacing, using three layers of 7mm mix, was completed in the current surfacing was at June 2019, with a combination of Final finish after three-layer treatment of microsurfacing on the Surat Development Road the end of its life (17 years old). Microsurfacing Case Study - Gore#2 Highway Microsurfacing Case#3Study – full width and outer wheel path A cape seal was chosen after Surat RdHighway Microsurfacing Case Study #3 - Gore Highway Here roughness was heavy some investigation, as a reseal This 1 km Development section of the Gore has an treatment. AADT of 1,450vpd, including 43.35% vehicles. Two sections of Surat initially an average roughness was no The pavement through section washas consistently exhibiting rutting, cracking, undulation and longer suitable for this This 1 km section of thethis Gore Highway an AADT of 1,450vpd, including 43.35% heavy vehicles. Developmental Road received of 105counts/km, which after urban environment. The location pumping of fines. Investigations showed that this hasexhibiting a shallow white rock pavement, with no The pavement through this section was consistently cracking, and microsurfacing treatment, microsurfacing,rutting, reduced to undulation has a history of noise concerns opportunity to an overlay due flood heights. approximately 40mm in depthwith andno pumping fines. Investigations showed thatRutting this haswas a shallow white rock pavement, whichofhas AADT ofto265vpd, an average of 79 counts/km and asphalt surfacing was not roughness averaged 133count/km, with a maximum roughness of 190count/km. While these defects There is also the issue including resulting in a 24% reduction in depth and affordable. opportunity to24.9% overlayHeavy due tovehicles. flood heights. Rutting was approximately 40mm in were significant, microsurfacing was completed with a 3-layer treatment, including 2 narrower layersinto driveways, services This lower volume road exhibited roughness). A full width reseal While these of joining roughness averaged 133count/km, with a maximum roughness of 190count/km. defects fairly sound pavement, with was completed over this section and kerbs followed by a 3.6m full width layer. section with was then resealed 9 months later with a robustlayers in an overlay scenario. were significant, microsurfacing wasThis completed a 3-layer treatment, including 2 narrower predominately outer wheel in April 2021. A cape geotextilebyseal to address anylayer. crack This migration. was reduced consistently through the seal was a new treatment followed a 3.6m full width sectionRoughness was then resealed 9 months later with a robust path rutting. Roughness for the Darling Downs District. treated section toaddress 86 counts/km after microsurfacing. Thiswas is a 35% improvement average the Microsurfacing Case Study #3in-through geotextile sealthrough to anysection crack migration. Roughness reduced consistently averaged this at The 2.5km section was resurfaced roughness. Gore Highway 105counts/km. with a cape seal in March 2020, treated section to 86 counts/km after microsurfacing. This is a 35% improvement in average This 1 km section of the Gore with a 14mm S45R seal (crumb roughness. Final finish after three-layer treatment of microsurfacing on the Surat Development Road

ENGINEERING FOR PUBLIC WORKS | DEC 2021

TECHNICAL shown migration of binder through the microsurfacing to the surface, resulting in the occasional flushed wheel path appearance. Learnings from these experiences include reducing the initial binder spray rate and selecting a binder with a higher softening point to reduce the risk of migration in a cape seal application. These learnings will be incorporated in future surfacing treatments. Overall, there have been several general learnings from microsurfacing and cape seal projects undertaken in Darling Downs District.

Defects on the Gore Highway prior to microsurfacing treatment Defects on the Gore Highway prior to microsurfacing treatment

Defects on the Gore Highway prior to microsurfacing treatment

• Due to the nature of microsurfacing operations, this treatment provides best value for money in long continuous sections, for example full lane width for the length of a traffic setup. • Surface texture appears suitable of all traffic environments (approximate average of 1mm of texture measured), which is achieved by a hessian drag as a part of the microsurfacing operation. The surface texture is affected when a single layer is placed too thick, causing larger particles to settle and finer material to makeup the surface material. To mitigate this issue, multiple passes are recommended when rut depth increases. Multiple passes will also improve the reinstatement of crossfall.

Measured roughness before and after microsurfacing treatment on the Gore Measured roughness before and after microsurfacing treatment on the Gore Highway • Microsurfacing treatments Highway

are limited in width by standard box sizes attached to the microsurfacing paver. Measured roughness before and after microsurfacing the Gore Highway 7mm microsurfacing layer placed winter. Due totreatment widening on works The following case studies are included to investigate the scenarios in which microsurfacing and Dependant on the machine the same day. and the stripping seal, the surface utilised, width options that presented exhibited treatment Caseseals Studies: andtexture Cape Seals as surfacing cape have Microsurfacing been used as a surfacing treatment. Darling Downs District have Cape seal being undertaken on varying textures, resulting in a utilised include half box widths the Cunningham Highway more challenging seal design to Cape Case Study - Cunningham Highway The Seal following case studies are included to Warwick investigate the scenarios in which microsurfacing and 1.5m and 1.8m, or full box width be undertaken in cold weather. Microsurfacing (surfacing 3.2m and 3.6m. cape sealsenvironment have been used as a surfacing treatment. Microsurfacing was considered a This urban treatment) Case Study -in the rural town of Warwick on the Cunningham Highway has AADT of lower risk alternative to a reseal • Microsurfacing works require Warregoincluding 4,597vpd 21.8% heavy vehicles. This section needed a suitable resurfacing treatment, as andHighway was undertaken with a single Cape SealHighway Case Study - Cunningham Warwick sizeable stockpiles for Sections on the Warrego Highway layer. aggregates, as productivity between Dalby and Chinchilla This urban environment in the rural town of Warwick on the Cunningham Highway has AADT observed have reached 300- of have an AADT of 3,195vpd, Learnings 400m3/day. including 33.76% Heavy21.8% vehicles. 4,597vpd including heavy vehicles. Thisinsection needed a suitable resurfacing treatment, as Observations the summer Here a freshly stripped seal was following placement on both • To ensure a neat finished under speed reduction and surfacing case studies has product, field application

Case Studies: Microsurfacing and Cape Seals as surfacing treatment rubber binder) followed by a needed intervention during

ENGINEERING FOR PUBLIC WORKS | DEC 2021

Darling Downs District. The 2.5km section was resurfaced with a cape sea improve the reinstatement of crossfall. TECHNICAL

includes the start of the run to be taped and end protected by plastic taped down. This allows for any excess material to be removed at the end of the run.

• Microsurfacing is best used over stable pavement where cracking is limited. If completed over cracked pavements, thishas the potential to reflect through the microsurfacing layer over time, especially if cracks are mobile.

• The average cost of microsurfacing is approximately $700/m3 (all-inclusive rate), which does vary depending on the quantity, location and market factors. Acknowledgements Department of Transport and Main Roads Darling Downs District Delivery Team References • Austroads. (2019). Guide to Pavement Technology Part 4K, 1.3 Edition. Sydney: Austroads Ltd • Austroads. (2018b). Guidelines and Specifications for Microsurfacing, 1.1 Edition. Sydney: Austroads Ltd • Austroads. (2018a). Guide to Asset Management – Technical Information, Part 15: Technical Supplements, 3rd Edition. Sydney: Austroads Ltd • Department of Transport and Main Roads. (2018) MRTS13 Bituminous Slurry Surfacing, Queensland, The State of Queensland

14mm S45R seal (crumb rubber binder) followed by a 7mm microsurfacin

Microsurfacing treatments are limited in width by standard box sizes day. microsurfacing paver. Dependant on the machine utilised, width opti District have utilised include half box widths 1.5m and 1.8m, or full bo 3.6m.

Microsurfacing works require sizeable stockpiles for aggregates, as pr have reached 300-400m3/day.

To ensure a neat finished product, field application includes the start and end protected by plastic taped down. This allows for any excess m at the end of the run.

Microsurfacing is best used over stable pavement where cracking is li over cracked pavements, this has the potential to reflect through the over time, especially if cracks are mobile.

The average cost of microsurfacing is approximately $700/m3 (all-incl vary on the on quantity, location and market factors. Capedepending seal being undertaken the Cunningham Highway Cape seal being undertaken on the Cunningham Highway

Microsurfacing (surfacing treatment) Case Study - Warrego Highway

Sections on the Warrego Highway between Dalby and Chinchilla have an including 33.76% Heavy vehicles. Here a freshly stripped seal was under s intervention during winter. Due to widening works and the stripping seal, presented exhibited varying textures, resulting in a more challenging seal cold weather. Microsurfacing was considered a lower risk alternative to a with a single layer. Learnings

Observations in the summer following placement on both surfacing case migration of binder through the microsurfacing to the surface, resulting in wheel path appearance. Learnings from these experiences include reduci rate and selecting a binder with a higher softening point to reduce the ris Cape Seal being placed on the Cunningham Highway Warwick sealSeal application. These learnings will be incorporated Cape being placed on the Cunningham Highway Warwickin future surfacing t

Overall, there have been several general learnings from microsurfacing an undertaken in Darling Downs District.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

INFORMS. CONNECTS. REPRESENTS. LEADS.

UP TO 7 CPD HOURS

PAVEMENTS, MATERIALS AND GEOTECHNICAL MASTERCLASS There have been many recent developments in pavement design, its construction and monitoring practices. It is critical that technical and engineering professionals have a practical understanding of the selection and performance characteristics of pavement materials to achieve desired performance characteristics and low whole-of-life costs. This Masterclass will provide attendees with a unique opportunity to learn from technical experts while providing an opportunity for a technical exchange of ideas between TMR, Local Government and private sector technical staff.

Who should attend? This Masterclass is suitable for practitioners involved in the design, construction, and maintenance of road pavements. Typical attendees include: • Engineers • Designers • Technical Officers • Project Managers • Inspectors

Outcomes Attendees with learn about: • TMR’s 4 Year Technology Strategy for pavements, materials and geotechnical • up-to-date data and technical developments in asphalt and sprayed seals (e.g. recycled glass in asphalt, EME2, MRTS18 update, pilot sealing specifications, TN186, crumb rubber research/ pilot specifications). • advances in recycling and the role we play in sustainability and resilience. • Bridge deck wearing rehabilitation techniques • Risk based Auditing and Materials Testing for Quality • Geotechnical solutions for Natural disaster events

Topics • Recent updates and developments in asphalt and sprayed seals • Proposed approach for high friction and coloured surfacings • Recycled materials – what can be done now and current research • Highlights of MRTS104 asphalt geosynthetics Specification & Foamed Bitumen (FB) Improvement to resilience to flooding • Bridge asphalt DWS rehabilitation – Metro and North Queensland learnings • Materials testing • Case studies - Natural disaster events and responses by Geotechnical Section

Contact Professional Development Manager Tammi.Petre@ipweaq.com 3632 6807



4112

This Masterclass is a collaboration between IPWEAQ and the Department of Transport and Main Roads.

www.ipweaq.com

ENGINEERING FOR PUBLIC WORKS | DEC 2021

TECHNICAL

This paper summarises the investigations to date following completion of the first year of the project. The subject is technically complex, so this paper only attempts to provide a high level summary of TMR experience to date. A contextual overview is provided first, before the TMR investigation process is summarised, and lessons learned to date are presented.

MANAGEMENT OF STRUCTURES WITH CONCRETE HALVING JOINT 2. Context

2.1 Engineering context

The physical configuration of half joint introduces a significant change in cross-section stiffness and strength. The joints are positioned in the structure so that there is no primary moment at the joint. However, there is typically significant cross-section shear, leading to localised shear and bending resulting from the joint configuration. Reduced cross-section stiffness and strength combined with complex localised bending and shear makes them vulnerable to failure (if detailed incorrectly), often exacerbated by other factors. Ultimately typical failure of concrete half joints occurs as illustrated in Figure 1, often with limited warning.

Tim Heldt The Department of Transport and Main Roads FigureFigure 1. Typical Half joint failure CS466 RiskCS466 Management and Structural and Assessment of 1. Typical Half joint(after failure (after Risk Management Structural Assessment of Concrete Concrete Half Joint Deck Structure)Half Joint Deck Structure)

bridges with concrete halving

Concrete halving joints:on international best joints based

Branch (Structures Management team) with the aim to provide

paper presents 1. practice. Often This represent a “weak link” in the an otherwise sound structural appropriate risksystem; management

Carrie Lin The Department of Transport and Main Roads

The root cause of a number of international bridge collapses in the past 20 years has been identified as resulting from the poor performance of structural details known as halving joints. While the Department of Transport & Main Roads (TMR) no longer allow this type of detail, they were considered acceptable for many years, and are not uncommon on the TMR/ State network. Structures with concrete halving joints are renowned for its low redundancy and potentially brittle failure characteristic (if not detailed correctly) and higher stress concentration zones. TMR has instigated a project to investigate the safety of all of its

findings following the first year of that investigation. 1. Introduction Halving Joints, also known as half joints or stepped joints are terms used to describe the intersection of the two components (superstructure and substructure) that are overlapped. These structures typically feature cantilever superstructure and suspended span/drop in spans. These details facilitate a beneficial reduction to the overall height of the structural system while maintaining clearance over roads/railways or other assets. Catastrophic failure of structures triggered by failure of these key details have occurred in recent years (eg, Lecco, Italy and De La Concorde, Canada). A knowledge of these failures motivated the Department of Transport and Main Road’s (TMR) to develop a deeper understanding of bridge assets on Queensland network with concrete halving joints. The Management of Structures with Concrete Halving Joint Project is being delivered by TMR’s Engineering & Technology

ENGINEERING FOR PUBLIC WORKS | DEC 2021

and assurance in relation to the performance of TMRs bridges with concrete halving joints. The objectives of this project are: • I dentify this family group of bridges amongst the TMR’s inventory stock list •U nderstand and manage risk associated with these structures consistent with the TMR risk appetite. While the project will continue for some years, there are learnings that TMR wishes to share with Queensland local government agencies, both because of the risk that these types of structures can represent, and the complex technical challenges in dealing with those risks. This paper summarises the investigations to date following completion of the first year of the project. The subject is technically complex, so this paper only attempts to provide a high level summary of TMR experience to date. A contextual overview is provided first, before the TMR investigation process is summarised, and lessons learned to date are presented.

TECHNICAL

control is the likely outcome based on a combination of theoretical assessment and detailed observations from inspections.

2. Context 2.1 Engineering context The physical configuration of half joint introduces a significant change in cross-section stiffness and strength. The joints are positioned in the structure so that there is no primary moment at the joint. However, there is typically significant cross-section shear, leading to localised shear and bending resulting from the joint configuration. Reduced cross-section stiffness and strength combined with complex localised bending and shear makes them vulnerable to failure (if detailed incorrectly), often exacerbated by other factors. Ultimately typical failure of concrete half joints occurs as illustrated in Figure 1, often with limited warning. Concrete halving joints: 1. Often represent a “weak link” in an otherwise sound structural system; 2. Historically have been proven to fail in a relatively brittle manner; 3. Are often associated with the development of moderate (0.30.6 mm) or severe (>0.6 mm) cracking even under service loads, creating the potential for long term durability compromise in all but the most benign environments. Key factors exacerbating halving joint vulnerability include poor reinforcement detailing and/or lack of appropriate reinforcement. In addition, these joints are difficult to inspect and maintain, and are often positioned near deck joints resulting in increased environmental exposure (water leakage) leading to localised material deterioration. These factors combined with their brittle failure nature and (often) limited alternative load paths (low redundancy) poses significant risk for asset owners. A number of jurisdictions have experienced bridge half joint failures with fatal consequences, including North America

Figure 2. Partial Bowtie diagram summarising CS466 methodology Figure 2. Partial Bowtie diagram summarising CS466 methodology

and Europe. These failures motivated significant research and investigation into technical aspects of half joint behaviour and management approaches. Based on industry scans, the most mature and holistic process discovered by this project in the literature was developed in the UK, published in 2020 as CS 466 Risk management and structural assessment of concrete half-joint deck structures. As a result, TMR adopted this process as the basis of their investigations for this project. The construction of halving joints on new bridges is no longer permitted by the Queensland Department of Transport and Main Roads (TMR) (Transport and Main Roads, 2018). This restriction results from their long-term vulnerability and demonstrated poor performance typically associated with their shear capacity and reinforcement detailing limitations noted above. All existing halving joint

structures on the TMR network warrant increased vigilance and appropriate management plans to manage the residual risk. 2.2 Risk context ISO13824:2020 Bases for design of structures – General principles on risk assessment of systems involving structures provides guidance on the risk assessment of structures. The collapse of a bridge as a result of live load is a high consequence low probability event that requires enhanced due-diligence as a key risk management focus. This type of risk is best managed via the So Far As Is Reasonably Practicable (SFAIRP) risk framing (Robinson and Francis, 2019). Identification of risk controls and determination and assurance of control effectiveness is central to systematic risk management of these types of events. This can be summarised in a bowtie diagram, and extract of which was developed as part of this

ENGINEERING FOR PUBLIC WORKS | DEC 2021

TECHNICAL TMR project (Figure 2), where the CS466 process is summarised as the first part of the bowtie diagram (blue enclosure). The CS466 process seeks to categorise half joint structures into three categories as follows: 1. Structures assessed to have sufficient capacity 2. Structures assessed to have sufficient capacity but with concerns 3. Structures that require intervention. The intervention approaches for these three categories differ and range from slightly enhanced inspection and maintenance compared to standard bridges for (1) through to potentially strengthening or replacement for (3). In any case a bridge specific management approach/ risk control is the likely outcome based on a combination of theoretical assessment and detailed observations from inspections. While TMR has an established risk management system primarily focussed on As Low As Reasonably Practicable (ALARP) risk framing, with recent developments including the determination of risk control effectiveness guidelines, however SFARIP risk processes are not standard in the TMR risk management system. This project leverages on the use of both internal TMR risk management practices as well as the best risk and asset management practise available. Four key threats exist for concrete halving joints as summarised in Figure 2, namely material durability, structural damage, poor detailing and inadequate capacity (Assessment ratios less than 1.0). The European experience is that no one threat should be considered in isolation because their interaction can be very adverse and difficult to predict. Ultimately an understanding of specific threats and their combination at each bridge is required in order to inform (experienced

engineering) judgements about the classification, management and reporting of risk. 2.3 TMR bridge risk context There are over 3000 bridges on the TMR network, and to date, only 57 bridge assets have been identified with concrete halving joints. While this sample represents less than 2% of the network by asset ID, these bridges are considered to represent a high safety risk as summarised in Section 2.1. In addition, many of these bridges are on large highly utilised bridges, and TMR has a very low appetite for safety risk. Standard risk management processes typically used in TMR are not adequate to support management of this risk, so the project adapted the CS466 approach (Section 2.2). While this approach is considered effective, it is also relatively expensive, and is just one of a range of bridge risks being managed by TMR. Ultimately there are limited resources to manage this risk portfolio, so resources must be utilised judiciously. Project investigations to date have substantially improved TMR’s understanding and management of bridges with concrete halving joints, but further learnings are anticipated as this multi-year project progresses. 3. TMR investigations At the completion of the first year of a multi-year project, TMR has identified 57 bridges on the state road network that contain concrete halving joints, and approximately 30 requiring investigation based on the above approach. The balance of bridges identified were already being addressed in some form. The investigation process was as follows: 1. Preliminary structural assessments – limit state struttie analysis consistent with CS466 to develop Structural Assessment Ratio (SAR) for both girders and supports for each

ENGINEERING FOR PUBLIC WORKS | DEC 2021

bridge based on typical freight vehicles (6 axle articulated vehicle and truck and dog) 2. Prioritisation for inspection based on Strength Assessment Ratio (SARs) and network significance via a Multi Criteria Analysis (MCA) 3. Pre-inspections – allowing detailed planning for prioritised bridges 4. Inspection – consistent with approach recommended in CS466 5. Risk assessment – based on CS466, summarised in Figure 2 6. Risk reporting – including CS466 methodology, but also linked to the TMR risk categories. The preliminary structural assessment (1) is a key component for the MCA performed. Results illustrated six of the bridges identified for investigation had SARs less than 1, while approximately half had SARs less than 1.2. The focus is on those bridges with low SARs because this is a key driver of vulnerability, and to some extent, sets an upper limit to what might be possible in relation to risk mitigation. 4. Lesson Learnt The construction dates for these bridges ranged from the 1950s through to approximately 2015. Early planning revealed that the provision of access and traffic control could significantly influence the cost and conduct of inspection, so operational due diligence made pre-inspections a necessity. In addition, the need for cleaning prior to the inspection could only be determined by visiting each site. Where cleaning was required, it had to occur before the inspection teams were mobilised, and in cases where traffic control was required, this could substantially increase the inspection cost. Environmental issues associated with cleaning also required careful consideration, particularly in the vicinity of waterways. In some instances the need and priority

TECHNICAL for inspection was adjusted based on pre-inspection. Pre-inspections were completed on total of 7 bridges, with inspections based on the approach recommended by CS466 undertaken by consultants for 6 bridges, with the following outcomes. • Three bridges were systematically inspected and are considered to have sufficient capacity with no concerns • Two were systematically inspected and are considered to have sufficient capacity with some concerns. Further investigation of one is planned in the short term, while further investigation of the other has been paused pending revision of the preliminary SAR based on the as-built rather than design details. • One bridge was partially inspected and is considered to have sufficient capacity with no concerns, although completion of benchmarking is likely to be required in due course. Following pre-inspection, one bridge was not subject to systematic investigation because it had a high SAR, low probability of achieving live load, and limited failure consequences, so was considered to have sufficient capacity with no concerns. 5. Summary of Year 1 findings Based on TMRs year 1 concrete halving joint investigations: • The concrete halving joint investigation methodology in CS466 represents best practice • Full investigation using this process is expensive because of the detailed data capture required – approximately two orders of magnitude higher than typical Level 2 inspections with access and traffic control costs being significant • There is value in preparing preliminary SARs as a preliminary risk indicator • Vulnerability of halving joint details is a result of a combination of poor design and detailing ,lack of structural

redundancy and accelerated material deterioration. Based on results to date, deterioration has been less than typically observed in international experience. Earlier designs were more likely to have more detailing deficiencies but this is more a function of the skill of the detailed designers rather than the design era • Well documented Level 2 inspections can support both planning of full investigations and interpretation of halving joint risk. As with the full inspections, close access to the joints is required to obtain meaningful information • More research is required to better understand the behaviour of having joints that include prestress and/or post tensioning • TMR plans to investigate all of its bridges with concrete halving joints to some extent resulting in detailed inspection benchmarks. Part of TMRs’ long term plan is to include periodic monitoring of halving joint performance against the established benchmarks as a key risk control. 6. Conclusions and Recommendations TMR feels the obligation to share the learnings with local government agencies with an understanding that fewer resources would be available. However, it is paramount for each jurisdiction to understand the risk associating with these structures. Local governments agencies still needs to exercise due diligence on these structures.

impact of catastrophic collapse of a bridge. TMR’s learnings that are likely to be applicable to local governments and agencies include: 1. Identify any bridges with concrete halving joints on their network 2. Determine the structural assessment ratio for any such bridges (as a minimum) 3. Check whether there are any obvious signs of deterioration or distress in the vicinity of the halving joints 4. Have a plan to undertake a comprehensive investigation of their halving joints, or have documented a rationale as to why this is not required. References •C S 466 ‘Risk Management and Structural Assessment of Concrete Half Joint Deck Structures’, Design Manual for Roads and Bridges, Highway Structures & Bridges Inspection & Assessment, Revision 0, March 2020. •D esnerck, P., Lees, J., & Morley, C. 2018. Struct-and-tie models for deteriorated reinforced concrete half-joints •D esnerck, P., Lees, J., Valerio, N., Loudon, N., Morley, C. Inspection of RC half-joint bridges in England: Analysis of current practice •R obinson, R., Francis, G. 2019. R2A Engineering Due Diligence, Revision 11, 2019

Bridges with concrete halving joints represent an increased bridge failure risk based on international experience. CS466 Risk Management and Structural Assessment of Concrete Half Joint Deck Structure is a comprehensive methodology to manage this risk, although the full implementation of this methodology is relatively expensive by comparison to a typical Level 2 inspection, these investments are preferable to the

ENGINEERING FOR PUBLIC WORKS | DEC 2021

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IPWEAQ UPDATES

CQ BRANCH PRESIDENT’S REPORT Adam Doherty CQ Branch President

I am delighted to have been declared elected officially as the CQ Branch President at the 2021 Annual General Meeting held in Cairns, 13 October, and attended my first Board meeting Friday 15 October. I look forward to working with all our members, CQ councils, corporate subscribers, Partners and stakeholders over the next two years to facilitate a re-energised CQ Branch. Six CQ projects were nominated for an excellence award with two winners which was a great result for our region: 1. Asset Management Bundaberg Regional Council Stormwater Management Strategy delivered by Bundaberg Regional Council and AECOM. (award sponsored by SHEPHERD) 2. Innovation in Water & Sustainability – Fraser Coast Council for the Urraween Reservoir Floating Roof and Liner Replacement (award sponsored by Trimble) The Geoff Wilmoth Best Paper award also went to a CQ presentation from Dwayne Honor (Bundaberg Regional Council) and Jordan Maultboy (AECOM) on their award-winning stormwater management strategy. Congratulations, Dwayne and Jordan! They will present at the IPWEA NZ conference in 2022 or 2023 depending on borders. With the 2022 excellence awards

to be launched in February, the CQ Branch Committee is keen to identify projects in our region, people and employers to nominate in each category. Projects must have been completed within 18 months of the awards close, 25 June 2022 so it’s not too late to enter projects completed this year. Please let me know if you have a project to submit in 2022. While it sounds like a cliché, it is not all about winning – it is about highlighting the work we do for our communities and taking the time to stop, reflect and have pride in our successes.

open. If you require assistance with approvals to attend, please contact our CEO, Leigh Cunningham who will provide you with a letter of support. Next up, Christmas which has appeared out of nowhere. This year I am thrilled to be celebrating it with our first grandchild, granddaughter, Mackenzie. Have a wonderful Christmas and I look forward to seeing you in person or via live streaming for the President’s Breakfast 4 February.

Congratulations also to Jordan Maultboy who joined the negative team for the 2021 Great Debate, technology will make engineering redundant. I understand the advice Jordan received from colleagues was that he didn’t have to worry too much about his argument, as a roomful of engineers was not likely to vote affirmative this year however, the result was closer than expected. Preparations are underway for the 2022 CQ Branch conference at the Gladstone Entertainment Convention Centre, 16-17 March. We are obviously expecting our biggest ever CQ Branch conference with such a large venue with more than 200 delegates from all 17 councils in our region. Call for Papers close 10 December 2021. If you have a project with lessons learned and/ or innovative solutions applied, please share with the rest of the community and present at the CQ Branch conference. If you need further convincing, see 10 Reasons for Presenting at an IPWEAQ conference I encourage you to also register early in the new year as soon as registrations

With daughter Ashleigh and granddaughter Mackenzie.

ENGINEERING FOR PUBLIC WORKS | DEC 2021

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IPWEAQ UPDATES

NQ BRANCH PRESIDENT’S REPORT Glenda Kirk, NQ Branch President Director Infrastructure Services, Mareeba Shire Council

The NQ Branch was delighted to have the 2021 Annual Conference in Cairns, 12-14 October with 114 of the 433 delegates from the NQ branch and 15 of 23 NQ councils represented. The majority of delegates came from the SEQ Branch (219 including IPWEAQ staff). This year once again saw a record number of submissions for the Excellence Awards – 100 people and projects evidencing the strength of our sector. And our congratulations to NQ award recipients: • Cassowary Coast Regional Council for the Tully Grandstand – Highly Commended in Projects $5 $10 million (award sponsored by Reece Civil, Cairns) • Tablelands Regional Council for the Atherton Water Quality Improvement Plan Highly Commended in Projects $2 - $5 million. There were 17 submissions for NQ projects this year together with a nomination for Emerging Professional of the Year (Shaun Booth, ARO Industries) and St George Project Services was nominated for the inaugural Employer of the Year (Private Sector). All projects are featured in the 2022 Commemorative Book so please do take some time to learn more about the projects being delivered for our communities.

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Panel discussion – planning for resilient and sustainable communities in vulnerable locations.

We have 13 councils on the coastline so project submissions in the Coastal Engineering category, currently dominated by the City of Gold Coast and Sunshine Coast Council, would be great to see in 2022. The 2022 Excellence Awards program will be launched at the President’s Breakfast in Brisbane, 4 February 2022 with presentations from this year’s Engineer of the Year, Ross Uhlmann and Brisbane City Council discussing the Project of the Year, the Kingsford Smith Drive Upgrade which will have plenty of tips on what makes an award-winning project and submission. While many of us are not able to travel to Brisbane for the President’s Breakfast, we can still participate hosting a satellite breakfast. Details will be circulated directly, and I encourage you to get together with your team, colleagues and clients, 7am to 9am Friday 4 February. Congratulations to NQ Branch committee member, Justin Fischer who delivered a convincing argument for the negative team in the Great Debate, technology will make engineering redundant. Another NQ branch member, Janice Wilson attempted to persuade us otherwise however a roomful of engineers, while appreciating some solid arguments were not likely to agree to any suggestion

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that anything will ever replace an engineer. This final month of the year features an NQ project in the Every Community Needs an Engineer calendar - the Beames Brook Bridge, Burketown. A PW-TV episode on the bridge presented by Wade Arthur and Devinder Pal of TMR is available in the Knowledge Centre accessible for members. Thank you to all our members, Partners and sponsors for contributing to our ongoing growth and successes, and to the wider public works sector for being a part of our community. Best wishes to you and your family for a healthy 2022. And please also stay safe on our roads this Christmas. Upcoming PD: Pavement Rehabilitation Workshop

Cairns, 2 February 2022

Native Title & Cultural Heritage

Mackay, 15 February 2022

IPWEAQ UPDATES

SWQ BRANCH PRESIDENT’S REPORT Dereck Sanderson SWQ Branch President

Firstly, my congratulations to our past SWQ Branch President, Andrew Johnson who is now the IPWEAQ Vice President with Angela Fry, another SWQ Branch member, stepping up as President for the next two years. I am pleased to be taking the reigns from Andrew as the SWQ Branch President after two years as Vice President and as I understand it, the first TMR employee to join the IPWEAQ Board in its 49-year history. Joining me, Andrew and Angela on the Board is Sean Rice, another SWQ Branch member giving SWQ 50% representation on the Board. At this year’s election, 27% of all votes cast came from the SWQ Branch with 29% of branch members eligible to vote, voting – the highest turn-out of all branches. For more election stats, please refer to the report in the September journal The SWQ Branch excelled further at the 2021 Excellence Awards held in Cairns, 12 October with multiple wins across multiple categories - a significant haul. Our congratulations to: 1. W oman in Engineering Bernie-Anne Freeman, Principal Engineer, Department of Transport and Main Roads (award sponsored by GHD) 2. E merging Professional of the Year - Nick Delany, Principal Project Manager, Toowoomba Regional Council (award sponsored by GenEng Solutions) 3. T eam Member of the Year Nathan Whittaker, Coordinator

Tropical Night

Maintenance, Toowoomba Regional Council 4. E mployer of the Year (Private Sector) - GHD Toowoomba office 5. Project of the Year – Finalists: a. Toowoomba Regional Council Principal Depot, Toowoomba Regional Council b. Kleinton Waste Management Facility, Toowoomba Regional Council 6. Projects $2 - $5 million Thargomindah Water Cooling Project, Bulloo Shire Council & Peak Services & NRG Services 7. Projects $10 - $20 million Kleinton Waste Management Facility, Toowoomba Regional Council (joint winner with Roadtek, Coondoo Creek Bridge Replacement) 8. Projects over $20 million Toowoomba Regional Council Principal Depot, Toowoomba Regional Council

with Toowoomba Regional Council, and following her win, will join us for the 2022 Annual Conference in Brisbane, 11-13 October. We look forward to celebrating with all our SWQ branch winners at the next branch conference to be held in Toowoomba, 3031 March together with our colleagues from the SEQ Branch. The Call for Papers closes Friday 10 December. Please encourage your graduates to submit an abstract – it’s never too early to develop communication skills with a supportive audience of 200+ engineers. Some conference papers are published in Engineering for Public Works which has a global audience due to a recent agreement signed with EBSCO.

9. Environment & Sustainability - Kleinton Waste Management Facility, Toowoomba Regional Council

The last time the SWQ and SEQ held a combined branch conference was in Noosa in 2016 and we are pleased to reciprocate, hosting our colleagues from the south-east next year.

Lucinda Sterling from the University Southern Queensland won the Futures Challenge for her thesis on alkali-silica reaction crack evaluation using artificial intelligence. Lucinda is an intern

Thanks for having me as your Branch President for the next two years. Have a wonderful Christmas and I look forward to seeing you in what has to be a better year for all.

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NT BRANCH CHAIRMAN’S REPORT Gary Boyle NT Branch Chairman (co-Chair)

I am pleased to present this report on behalf of the NT Branch committee, as one of its two co-chairs with Peter McLinden, LGANT. We’re very excited to announce that preparations are now in progress for the inaugural NT Branch conference to be held at Rydges Palmerston, 26-27 May 2022. The Call for Papers will open early 2022 and I encourage practitioners in the Northern Territory to submit an abstract to share your projects, challenges, lessons learned and success stories for the benefit of other members of our community. We would be pleased to also welcome IPWEAQ members from other branches to the Territory ahead of the Annual Conference in 2023 which is planned for Darwin. We are delighted to welcome Litchfield Council as a subscriber of the Public Works Technical Subscription, the first of the NT councils to subscribe. The municipality of Litchfield covers 2,903 square kilometres and was created by the NT government, 6 September 1985. It has three departments: Infrastructure & Operations, Council Leadership and Community Inclusion and

Business Excellence. Welcome, Litchfield Council to the IPWEAQ Community! Our thanks, to Craig Moss and Tammi Petre for organising the first professional development programs delivered in the Territory: 1. Managing Risk on Lower Order Roads 2. Spayed bitumen - avoiding sticky situations and loose stone problems 3. Supervisors workshop 4. Erosion and Sediment Control And coming up in the new year: • Managing Risk on Lower Order Roads, Darwin, 16 February • Temporary Traffic Management Practice for Managers, Supervisors and Project Managers, TBC NT practitioners are also invited to nominate two representatives to join the Asset Management Steering Committee. Contact David Thompson, IPWEAQ’s Industry Engagement Manager if you would like to participate. The 2021 Asset Management Symposium set the benchmark for further industry engagement in 2022 with the focus of the Symposium being the practical application of best practice asset management. The Guidelines from the 2021 Asset Management Symposium are available to download from the IPWEAQ

website and practitioners also encouraged to attend the next Symposium, 20-21 May 2022 in Brisbane. With the harmonisation of temporary traffic management practices, I recommend the new Temporary Traffic Management Toolkit which saves duplication of effort saving time and costs for all councils and traffic management contractors servicing low volume roads (up to 250 vehicles per day). Contact Craig Moss to learn more about the toolkit and how it will assist your council. I would like to take this opportunity to thank our NT Branch committee for all their efforts since the Branch was established in May 2021. We’ve made a lot of progress in a short time, and we look forward to continuing to deliver the services and products that will benefit our councils and practitioners in the Northern Territory. Thank you: • Nadine Nilon, Director City Growth and Operations, City of Palmerston • Leigh Carnall, Director, Civiltech Solutions • Brendan Pearce, Director Infrastructure and Environment, Katherine Town Council • Usman Siddique, Engineer, Northern Territory Government • Bernard O’Donnell, Senior Project Manager Civil Design, Northern Territory Government • And to my co-Chair, Peter McLinden, Director Member Services and Infrastructure, LGANT From all of us on the NT Branch committee, have a happy and safe Christmas and best wishes for the year ahead.

NT Branch Conference, Rydges Palmerston, 26-27 May 2022

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IPWEAQ UPDATES

SEQ BRANCH PRESIDENT’S REPORT Jo O’Brien SEQ Branch President

Thank you all very much for the warm welcome as the new SEQ Branch President. I was sworn in at the AGM in Cairns in October together with fellow SEQ Branch member, Sarah Hausler elected as an ‘at large’ Board member. My first role as SEQ Branch President was to welcome branch members to the SEQ Branch Christmas function at our facilities in Eagle Farm. It was a wet night with heavy rains yet 50 members joined 24 delegates attending the Public Works Professionals Orientation Intensive and enjoyed a selfguided tour of the IPWEAQ collection of Aboriginal Art followed by drinks and canapes. Our congratulations to SEQ Branch committee member, Ross Ullman who was declared Engineer of the Year at the awards night in Cairns in October! A wonderful welldeserved achievement for Ross’ contributions to the Sunshine Coast Council. Rhys McQueen, Transport Asset Management Engineer at City of Gold Coast, took home the award for Professional of the Year while the Department of Transport and Main Roads won the inaugural Employer of the Year (public sector). And once again, SEQ councils secured a fair share of project awards on the night including Project of the Year for Brisbane City Council for the Kingsford Smith Drive Upgrade project. Congratulations to the team at Brisbane City which also won awards for:

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Innovation - Kingsford Smith Drive Upgrade (award sponsored by C.R Kennedy) Road Safety Infrastructure – SAMs for Schools (award sponsored by Delnorth Group) Community Road Safety - School Traffic Management Plans and Improvements (award sponsored by Delnorth Group) Projects over $20 million -Highly Commended for the Indooroopilly Riverwalk (award sponsored by Danley) Other SEQ councils and organisations on the winners list on the night included: 1. Moreton Bay Regional Council - Projects $5 - $10 million for the The Mill at Moreton Bay water park and play space 2. Sunshine Coast Council & Interflow - Projects under $1 million for the Renewal of the Amarina Culvert, Mooloolaba 3. City of Gold Coast - Coastal Engineering for the Surfers Paradise Sand Backpass 4. Pipeline Project 5. S unshine Coast Council – Highly Commended for the Maroochy Groyne Project (award sponsored by RCPA) The City of Gold Coast’s Surfers Paradise Sand Backpass Pipeline Project and the Sunshine Coast Council’s Maroochy Groyne

Project were two of five finalists for Project of the Year. It was an exceptional night celebrating our sector and we look forward to seeing more SEQ projects highlighted at the 2022 awards program which will be launched at the President’s Breakfast, Friday 4 February in Brisbane. I was delighted to participate in the 2021 Great Debate successfully arguing, not that there could be any dispute, that technology will not make engineering redundant. My thanks to fellow Negative Team debaters, Justin Fischer and Jordan Maultboy. If you have a topic for a future debate, please contact our CEO Leigh Cunningham. The Call for Papers is currently open for our joint branch conference with our colleagues in the south-west, 16-17 March in Toowoomba. Please submit an abstract before 10 December to share our SEQ innovations and learnings with our peers. On behalf of the SEQ Branch committee, please have a happy and safe Christmas. I hope to see you at the President’s Breakfast in Brisbane, 4 February, the first event in what is a very busy program for 2022. See you then!

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INDUSTRY NEWS

AROUND THE GROUNDS NEWS FROM AROUND THE STATE Building industry review targets developers The Queensland Government is set to examine the role of property developers as part of a review of industry fairness reforms, following a recommendation from the Queensland Parliament’s Transport and Public Works Committee. The review will consider the benefits of ensuring everyone is accountable for the financial security and sustainability of the state’s $47.4 billion building industry, and the range of options to achieve this. The panel will be chaired by Alison Quinn, who has more than 25 years’ experience as a chief executive officer and senior executive in the property development and aged care sectors and include property investment firm chief executive Adrian Pozzo, construction advisory firm managing director Gina Patrick and respected lawyer John Payne. Haughton River Floodplain upgrade almost complete The $514 million Haughton River Floodplain upgrade is surging towards completion this year. The project includes safety and flood resilience upgrades to 13.5km of the Bruce Highway at Giru, midway between Ayr and Townsville, involves building five bridges and two cane rail overpasses, intersection upgrades and installation of wide centreline treatments. The upgrades are designed to prevent flooding closing the Bruce Highway over the Reed Beds area, which typically closes every couple of years during the wet season, forcing transport operators and the travelling public to wait for waters to recede.

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The Haughton River Floodplain Upgrade project is jointly funded by the Australian and Queensland governments on an 80:20 basis. Archer River Crossing tenders open Tenders were called in November for a project to upgrade one of Cape York’s well-known waterway crossings. The Archer River Crossing project is jointly funded by the Australian and Queensland governments as part of the $237.5 million Cape York Region Package Stage 2. Every wet season, the Peninsula Developmental Road is closed for long periods at Archer River when the current low-level crossing is inundated by the swollen river. The new crossing will reduce the average annual time of closure to less than two days, improving access for road users and connectivity for some of Queensland’s most remote communities. The road stretches for 527km between Laura and south of Weipa; when Stage 2 is completed, only 149km will remain unsealed. The successful tenderer would need to demonstrate a strong commitment to supporting local indigenous workforce and subcontractors. Mount Mee Road trial targets motorcyclist safety A new safety trial started in November at Mount Mee in the state’s southeast to improve the safety of motorcyclists, following a shocking 30 per cent increase in lives lost. The trial aims to reduce the number of tragic incidents involving motorcyclists on mountainous roads. This year is likely to be the worst year

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on the roads in over a decade, with 242 deaths recorded as of 4 November 2021, including 60 motorcyclists. The two-part trial involves setting up safety cameras at selected curves along Mount Mee Road where new lane markings have been installed, to monitor how this changes a motorcyclist’s position in the traffic lanes. Findings will be provided to Austroads, the association of Australian and New Zealand road transport and traffic authorities, a major partner in instigating the trial. The line marking trial is being delivered by the Centre for Automotive Safety Research and is expected to be completed by mid-2022. The trial coincides with a RideCraft campaign to encourage riders to tune up their craft to reduce their chances of being involved in a crash. Biofuelled buses for Mackay Emerging Gold Coast manufacturer BusTech is building two state-of-the-art bioethanol-fuelled buses to be rolled out on the Mackay bus network. The two buses will soon hit the road as part of a 12-month trial and will run on bioethanol fuel produced by Wilmar Bioethanol Australia at their bioethanol refinery in Sarina from locally grown sugarcane. Research indicates that bioethanol buses can reduce carbon by up to 90 per cent and biofuels can play an important role as a stepping-stone to zero emission transport technologies by 2050. The trial is being funded by Scania, a Swedish manufacturer

INDUSTRY NEWS of commercial vehicles, and the Queensland Government. BusTech is also leading the construction of 10 new electric buses that will be based at Clarks Logan City and charged by new Tritium chargers also made in Queensland. Wind farm Project Cargo to hit Cairns The Port of Cairns is helping to deliver green energy with the first shipment of wind turbines set to arrive in December. The turbines and components will be used on Neoen’s $373 million 157-megawatt Kaban wind farm. The parts to build all 28 wind turbines will be discharged in Cairns before being transported to the Kaban wind farm site near Ravenshoe on the Atherton Tablelands. With blades measuring in at 80 metres in length and weighing 24 tonnes, this extremely large cargo must be expertly handled and stored before departing for

the Tablelands. This month eight of the 28 turbines will arrive in the port, with the rest to follow over the next seven months – generating an estimated 27,500 revenue tonnes of cargo over the life of the project. The wind farm components which include tower sections, blades, nacelles, hubs and drive trains will be unloaded at the wharves and stored at a number of sites in the port including a purpose built five-hectare Tingira Street site. Ports North Chairman Russell Beer said that upgrades to the project cargo laydown areas in the port were underway with HEH Civil Pty Ltd engaged to carry out the required civil works. “Ports North has been actively working to increase project cargo shipping through the port and to have another wind farm import its cargo through the port confirms the capabilities of Cairns as a project shipping port,” Mr Beer said.

Gibson Island hydrogen study Manufacturer Incitec Pivot and Fortescue Future Industries have agreed to study the feasibility of green ammonia production at Brisbane’s Gibson Island. The feasibility study will assess whether industrial scale manufacturing of green ammonia at Gibson Island is technically and commercially feasible on an existing brownfield site. It is to investigate building a new water electrolysis facility on the site to produce around 50,000 tonnes of renewable hydrogen per year, which would then be converted into green ammonia for Australian and export markets. It the feasibility study stacks up, it will allow the establishment of a large-scale green ammonia export facility at lower cost and in a shorter timeframe than many other locations around the world. Appropriate

The 2021 Asset Management Symposium (AMS) established the benchmark for ongoing conversations regarding best practice asset management for the next decade. Delegates from a wide range of disciplines and councils and organisations of various size and maturity, gained a better understanding of the asset life cycle and an appreciation of the role they play in the efficient and effective management of the assets, and the levels of service, which support our communities. Download the Guidelines from the 2021 AMS.

REGISTRATIONS OPEN JANUARY 2022!

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IPWEAQ UPDATES

PROFESSIONAL DEVELOPMENT Temporary Traffic Management Practice for Mangers, Supervisors and Project Managers. Temporary Traffic Management (TTM) represents one of the highest Workplace Health & Safety risks to Road Infrastructure Managers (RIM) due to the volume of activities that occur on and near roads and the serious outcomes that may arise in the event of a traffic incident. Asset owners must have a clear understanding of the associated risks and develop the policies, procedures, guidance, and systems that ensure that best practice TTM is implemented as practicable. This one-day workshop offers: • a practical overview of the new standards, the key changes in TTM practice, and other key elements that must be applied to achieve compliance. • a better understanding of best practice TTM and explore the potential for substantial cost savings by reducing the level of TTM and the subsequent costs for a wide range of low impact and short-term activities without a reduction in safety. • An appreciation of best practice processes for surveillance and inspection of TTM on site. “Everyone who works on a roadworks site need to attend this program.”

Understanding and Demonstrating Due Diligence – Learnings from recent events Several recent court cases have highlighted the need for technical professionals to demonstrate due diligence in the design, construction, and maintenance of infrastructure assets. They often need to achieve safe and efficient outcomes with constrained budgets. This one-day program provides an understanding of how to ensure that the individual engineers and their organisation are covered to the fullest extent in the unfortunate event that something goes awry by: • exploring a range of different case studies to understand how the legal system typically investigates and apportions fault. • developing an understanding of how to demonstrate due diligence in situations where there are insufficient funds. • learning how to keep good records to demonstrate due diligence. • developing a critical thinking approach to managing situations that may lead to incidents. “Engaging – challenged me to refocus on the way I go about my work.”

New in 2022 Asset Management Digital Badges At the 2021 Asset Management Symposium, it was noted that one of our greatest challenges was to build the capability of those involved in managing infrastructure assets at all levels. To address this need, IPWEAQ has partnered with IPWEA NZ to offer a program that creates new pathways into the asset management space - Asset Management Digital Badges. The digital badges are designed to fit conveniently into your life to enable advancement from an introductory level through to essential skills and progress towards advanced knowledge including specialist and expert level courses. The program will develop following launch of the initial badges early in 2022 in the following areas: • Introduction to Asset Management • Understanding requirements • Lifecycle planning • Asset management enablers For more information on this program, please contact our Learning & Assessment Coordinator, Juliet Schaffer. Technical Programs • Footpath and Cycleway – Best Practice Design and Construction Methods • Installation of Reinforced Concrete Pipes

If you would like to learn more about our new or existing professional development programs, please contact Tammi Petre, Professional Development Manager or Craig Moss, Director, Professional Services.

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• Pavement Rehabilitation Workshop • Fundamental Road Design • Construction Practices

IPWEAQ UPDATES

PRODUCT VIDEO RECORDING SERVICES RCPA, an IPWEAQ Principal Partner contacted IPWEAQ to assist in a mission to share knowledge of their products and installation practices through a number of bespoke digital media products. RCPA is a supplier of choice and market leader in stormwater pipe and associated precast products in Australia with plants in Sydney, Melbourne, Brisbane and Perth as well as partnerships with local civil pre-casters in Adelaide, Canberra, Tasmania and Darwin. RCPA pioneered the vertical dry-cast Steel Reinforce Concrete (SRC) pipe process in Australia and is the only supplier offering this product. They also utilise the “Mazza” system of producing Fibre Reinforced Concrete (FRC) pipe at their Meeandah site in Brisbane. The unique FRC pipe technology delivers fibre reinforced 4m length pipes offering speed of installation combined with concrete pipe strength. Their precast product technology and range continues to expand offering customers a diverse range of options for culverts, pits, headwalls etc. RCPA were keen to develop a visual medium to showcase the technology that produces strong, high quality FRC pipe but also to demonstrate the simplicity of the product which uses few raw materials.

The next stage of the project is to develop a longer version of the pipe manufacturing process with detailed explanations of the process in stages. It is planned to also develop best practice educational videos to support industry engagement and ensure better site practices for installation to gain maximum long term asset utilisation. IPWEAQ is building its capacity to provide a multimedia production service to the sector. Please check out RCPA’s video and contact James Price, IPWEAQ Media Coordinator to discuss your needs for a visual or auditory promotional or educational product.

In September, the IPWEAQ production team arrived at Meeandah to capture the full manufacturing process. The raw footage was edited to produce a six-minute continuous loop video demonstrating the intricate and robust manufacture of FRC pipes together with the range of products that can be produced using fibres for reinforcing.

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IPWEAQ UPDATES

INFORMS. CONNECTS. REPRESENTS. LEADS.

NATIVE TITLE & CULTURAL HERITAGE PORTAL AND RECORD KEEPING TOOL IPWEAQ’s new native title and cultural heritage portals help you comply with the law and avoid acts that will impact on cultural heritage and native title including impairment and extinguishment. The portals establish a methodical, documented, robust process and establish that an appropriate level of thoroughness was applied in determining whether or not to proceed with works.

Section 51(1) Native Title Act 1993 - an entitlement on just terms to compensate native title holders for any loss, diminution, impairment or other effect of the act on their native title rights and interests.

i M P A C T

SUBSCRIPTIONS

Subscriptions now open for the first year of iMPACT!

i ntegrated M anagement

$10,000 plus GST for all councils, utilities, government departments, consultancies and mining companies

P ortal for A sessment of C ultural heritage and native T itle

A 20% introductory discount applies for subscriptions made before 30 August 2019.

1. Resource to undertake complex assessments in a logical framework with templates, lists, registers and geo-spatial mapping. 2. Detailed record keeping system which generates a PDF documenting all elements of the assessment including text, maps and photographic evidence which supports the reason for your decision. 3. User friendly portal with a step by step process to ensure infrastructure and other projects comply with legislation which will save you time and money. 4. Interactive site which links to the latest information in government and other databases.

Contact Director, Information & Resources Mark.Lamont@ipweaq.com 3632 6806

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www.ipweaq.com

IPWEAQ UPDATES

Mark Lamont Director, Information & Resources

The ‘Timber Creek’ native title compensation case in the Northern Territory resulted in a High Court of Australia award to the Nungali and Ngaliwurru traditional owners of $2.5 million to compensate for acts undertaken across their native title determination area. This was the first case to decide compensation under the Act’s provisions and sets a precedent. At the time the High Court handed down the Timber Creek decision in March 2019, there were three compensation claims filed. Now, there are fourteen applications before the courts: 10 in WA, two in NT, one in NSW and one in Queensland (see map). The Queensland application from the Pita Pita people involves an area covered by four local authorities: Boulia, Cloncurry, Diamantina and Winton. There are over five hundred compensable acts named in the applications for issuing grants of freehold and leasehold title, the construction of infrastructure (local and state government), issuing of various licenses, permits, and authorities for prospecting, mining, and other interests. The claim covers more than three million hectares across the local government areas. It is not yet known if the state will seek to settle the case or allow it to proceed to litigation to assess the likely future direction of compensation cases for Queensland.

The compensation claim in the Northern Territory was for 127 hectares and the amount awarded was just over $2.5 million, on average, $20,000 per hectare. On this basis, if every compensable act is upheld by the Queensland courts, the compensation could be $60 million. It is unlikely that every element of the claims will be upheld but there is potentially a substantial compensation. Schedule 1 of the Federal Court application identifies the factors the Federal Court will consider in determining if any act is compensable including: a) the government or other person that did the act and whether the act has been validated; and b) if the act has been validated, how this was done; and c) copies of: (i) all searches of official title registers (such as the title register of crown lands and the land title register of the relevant State or Territory); and (ii) all searches conducted with public bodies and authorities; that identify existing or expired non-native title rights and interests in relation to the land or waters covered by the

compensation application. The Federal Court has highlighted the need to ensure acts are validated by the proponent of the act before being undertaken. Any act on the land after 1994 would need to establish if any previous exclusive possession acts had extinguished native title, if there are any determinations or claims over the land area, or if there is an Indigenous Land Use Agreement in place that may cover the act in question. They would also be expected to evaluate if any provisions within the relevant sections the Native Title Act 1994 validated each specific act. Of equal importance is the need to document that process and have a ready record for every project. The lesson for government is to ensure that all projects are valid acts and do not illegally extinguish or affect native title rights. If not, the number of acts in breach will continue to grow and become compensable in the future. Councils cannot afford to delay the implementation of processes that address these risks, and we of course recommend the iMPACT portal designed to make the processes as robust and streamlined as possible for local government.

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IPWEAQ UPDATES

ADAC – NEW CHAIR STRATEGIC REFERENCE GROUP

Mark Lamont Director, Information & Resources

We are delighted to announce the appointment of a new Chair for the ADAC Strategic Reference Group (SRG), Debra Wright from City of Gold Coast. Debra has a wealth of experience in asset management and has been involved with the ADAC Strategic Reference Group (SRG) and Technical Reference Group (TRG) for many years. The ADAC Consortium continues to expand and strengthen as the schema is adopted by more councils and utilities across Australia. The outbreak of COVID in NSW earlier in 2021 prevented us from providing the assistance offered to councils which had recently adopted ADAC but that is now back on track. While ADAC developed in Queensland, NSW is embracing the ADAC framework as word spreads about the time and resource savings that follow from adoption and joining the

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Consortium. Tweed Heads and Port Macquarie-Hasting have been joined by a second wave of NSW councils including Shellharbour, Wollondilly, Queanbeyan-Palerang and Ballina with Nambucca Heads to receive its introductory session as soon as borders reopen. Once the schema and the internal processes surrounding it are adopted, consistency and accuracy arise with asset data and the benefits become more pronounced when neighbouring councils or entities join. Providers of data quickly appreciate how much more efficient it is when councils are all operating the same system with the same expectations across council borders and utilities. ADAC benefits all stakeholders from suppliers of data, the developers of the tools to process that data, and the organisations which are the end-users and custodians of the data. ADAC provides a proven way to better asset registration, valuation, maintenance, and forward planning. The Consortium offers an opportunity for its members to contribute at all levels on any Group including the SRG which determines the future direction of ADAC, and carefully balances the competing needs of the Scheme ie consolidation and expansion. The SRG currently has representatives from six

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members who receive reports from the TRG and make decisions in the best interests of the Consortium and all its members. The TRG is divided into seven Communities of Practice (CoPs) which focus on the different ADAC asset classes. The structure of the consortium is represented below: Strategic Reference Group Technical Reference Group Communities of Practice Buildings Cadastre Electrical/ Telecommunications Open Spaces Stormwater Transport Water and Sewerage Consortium Members – Councils and Utilities These Groups continue to develop the ADAC schema to best serve the needs of its members, with common goals that benefit their individual organisations and the collective with ADAC streamlining processes for the recording, submission and storage of as-constructed data from the field to GIS and other asset management databases.

QLDWATER

QLDWATER REPORT Dave Cameron CEO, qldwater qldwater ended the year on a high note with 100% of our core members renewing their memberships for 2021/22 and Affiliate memberships more than doubling to 23. Being responsive, adaptable and nimble is essential when operating in a global pandemic. We have continued the Essentials and Fundamentals webinar series introduced when COVID first hit to ensure that our members in the more remote parts of Queensland can stay abreast of the latest developments in the industry. The excellent presentations by water industry experts from across Australia covered a wide range of topics, and recordings are available for our members to revisit on our website. qldwater members benefit in many other ways – most notably: • Stronger regions through the Queensland Water Regional Alliances Program (QWRAP) with alliances increasing to 57 councils across 9 regions, covering 90% of the state. • Improved data reporting with 100% of qldwater members using SWIM to do their annual reporting and 8 Councils in South Australia signing up for a trial of the SWIM Annual Reporting tool through the SA Regulator. • Better understanding of data through swimlocal with the release of a major upgrade of the software including a new web-based Reports and Dashboard tool and the ability to transfer

sewerage data directly from swimlocal to the DES WaTERS database. The fully licensed version of swimlocal currently has 51 subscribers, and three additional Councils are currently in discussion to purchase the Web Reports and Dashboard Tool which will bring the total to 22. • Improved environmental outcomes through the Sewerage and Water Environmental Advisory Panel (SWEAP) which this year delivered a sector-wide portfolio for response to contaminants of emerging concern and advocating on behalf of members over the possible impacts from legislative changes. Staying abreast of emerging contaminants through the qldwater Consortium for Research and Advocacy on Emerging Contaminants (qCRAC) to participate in national industry research and innovation. Individually, most councils do not have the resources to maintain membership in national research organisations or to influence the direction of research. Apart from hundreds of research papers shared with members, work is also progressing on a Chemical Concoctions information website to educate communities about chemicals of concern that are hiding in our homes. An essential workforce that is well trained and resourced. The Queensland Water Skills Partnership recently won the Queensland Premier’s Industry Collaboration Training Award recognising its decade-long investment into skills and training initiatives to support Queensland’s water sector.

• Ongoing advocacy on behalf of the sector, including an industry voice on critical operations functions, telecommunications legislation, regulatory reform, as well as the establishment of new key reference groups including a Drinking Water Advisory Panel and extension of secretariat services to the Interlab Group. • Guidance on industry hot topics and increased collaboration with other key industry bodies, particularly the Water Services Association of Australia, NSW and Victorian Water Directorates. • Evolving industry strategy including the development a Think Tank particularly supported by the efforts of industry stalwart Darryl Ross. • Better informed decision making through commencement of the development of educational materials for elected representatives. • Continued advocacy to address the ambiguity around industry workers performing essential services amidst a constantly changing environment with the pandemic. We look forward to 2022 which will see the return of the Water Connections Tour Week after a two-year hiatus, this time visiting a number of Aboriginal Shire Councils Far North Queensland. The 2022 events calendar will kick off with the Water Skills Forum on 3 March with the theme: Water as an essential service – securing a sustainable workforce. Until then, have a safe and enjoyable Christmas break.

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IPWEAQ UPDATES

MEET THE TEAM IPWEAQ LEIGH CUNNINGHAM

CRAIG MOSS

DR NEAL LAKE

Chief Executive Officer  Leigh.Cunningham@ipweaq.com

Director, Professional Services  Craig.Moss@ipweaq.com

Director, Engineering Practice  Neal.Lake@ipweaq.com

MARK LAMONT

Director, Information & Resources  Mark.Lamont@ipweaq.com

MONICA ROBERTSON

DAVID THOMPSON

Senior Manager, Events & Marketing  Monica.Robertson@ipweaq.com

Industry Engagement Manager  David.Thompson@ipweaq.com

JULIET SCHAFFER

TAMMI PETRE

LEXY ROHDE

Learning & Assessment Coordinator  juliet.schaffer@ipweaq.com

Professional Development Manager  Tammi.Petre@ipweaq.com

Business Support Manager  Lexy.Rohde@ipweaq.com

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JAMES PRICE

REBECCA SEK

KATIE WRIGHT

Media Coordinator  james.price@ipweaq.com

Marketing Coordinator  rebecca.sek@ipweaq.com

Bookkeeper  Katie.Wright@ipweaq.com

CHLOE BEGLEY

JODIE OLDFIELD

SAVANNAH ROBERTS

Administrator  Chloe.Begley@ipweaq.com

Project Coordinator  Jodie.Oldfield@ipweaq.com

Events Coordinator  Savannah.Roberts@ipweaq.com

ENGINEERING FOR PUBLIC WORKS | DEC 2021

IPWEAQ UPDATES

MEET THE TEAM QLDWATER

DAVID CAMERON

DR ROB FEARON

DAVID SCHELTINGA

Chief Executive Officer  dcameron@qldwater.com.au

Director, Innovation Partnerships  rfearon@qldwater.com.au

Manager, SWIM  dscheltinga@qldwater.com.au

DR LOUISE REEVES

DESIRÉ GRALTON

RYAN COSGROVE

Program Research Coordinator  lreeves@qldwater.com.au

Manager, Communications  dgralton@qldwater.com.au

Project Coordinator and Researcher  rcosgrove@qldwater.com.au

qldwater is a business unit of IPWEAQ

NAOMI CARRAGHER Project Support Assistant  NCarragher@qldwater.com.au

ENGINEERING FOR PUBLIC WORKS | DEC 2021

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ADAC CONSORTIUM

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ENGINEERING FOR PUBLIC WORKS | DEC 2021

PRINCIPAL PARTNERS

ENTERPRISE PARTNERS

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SUBSCRIBERS PUBLIC WORKS TECHNICAL SUBSCRIPTION

118

ENGINEERING FOR PUBLIC WORKS | DEC 2021

SUBSCRIBERS PUBLIC WORKS TECHNICAL SUBSCRIPTION

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ENGINEERING FOR PUBLIC WORKS

MEDIA KIT 2022 ENGINEERING

FOR PUBLIC WORKS ISSN 2652-6050 (ONLINE)

ISSUE NUMBER

ROAD WORKS

Future Transport Needs Innovation P 56

Who’s to Blame for Unsafe Roads? P 48

Roads Pave a Way through COVID-19 downturn P 46

www.ipweaq.com

INFORMS. CONNECTS. REPRESENTS. LEADS.

IPWEAQ is the peak body representing those actively involved in the public works sector in Queensland. Our purpose is to enhance the quality of life for all Queensland communities by advancing the skills, knowledge and resources available to those involved in the planning and provision of public works and services. Our Value Propositions 1 Members enjoy a strong sense of community through our proactive branch network. 2 Our Knowledge Centre is an essential resource for anyone involved in public works in Queensland. 3 Our quarterly e-journal is valued for its technical and industry relevant content. 4 IPWEAQ technical products are widelyadopted and are leading edge. 5 IPWEAQ conferences are must-attend events. 6 IPWEAQ’s comprehensive professional development program is innovative and exceeds the needs of members and industry. 7 Our water directorate (qldwater) strengths the urban water industry to maintain and improve the safety, health, wellbeing and sustainability of Queensland communities. 8 An IPWEAQ excellence award is highly sought after. 9 IPWEAQ upholds professional standards as an RPEQ assessor. 10 IPWEAQ influences government and industry.

FOR PUBLIC WORKS | MEDIA KIT 2022 ENGINEERING FOR PUBLIC WORKS | DEC 2021 1ENGINEERING 20

PUBLICATION DATES Four issues per year: • March • June • September • December (conference feature)

Special editions: • Excellence Awards commemorative book • Annual Conference handbook (November)

Artwork and editorial due 15th day of prior month eg 15 February for March issue.

WHY ADVERTISE IN EPW? Your connection to thousands of professionals delivering projects for state and local government across Queensland.

Engineering for Public Works

Articles, reports, features and news on the public works sector in Queensland with a focus on the engineering of our communities.

Distribution:

Circulated quarterly to over 6,000 contacts across the sector and around the world.

Performance:

Over 150,000 digital impressions, more than 22,000 Reads and 600 Clicks.

Readers:

Engineers, technicians, surveyors, financial professionals, planners, designers, legislators, councillors and others involved in the delivery of public works and services.

EPW reaches more than 6,000 members, industry partners and local government decision-makers.

Engineering for Public Works - Issue 24, December 2021

Articles inside

Qldwater Report

Professional Development Update

ADAC Update

Native Title Update

Industry News – Around the State

SEQ Branch President’s Report

Video Recording Services for Partners

NQ Branch President’s Report

CQ Branch President’s Report

Microsurfacing and Cape Seals in the Darling Downs

A Reseal Contract Like No Other

Brisbane City Council, Kingsford Smith Drive Upgrade

Tully Grandstand, a Difference Way to Deliver

The Reinvention of the Ayr Drinking Water Supply

Wooden it be Nice, Building our Bridge to the Future

Bundaberg Regional Council, Stormwater Management Strategy

Annual Conference Features

Member Profile, Monica Accornero

Member Profile, Darcy Stevenson

Member Profile, Bernie-Anne Freeman

New Qualification Infrastructure Asset Management

Honorary Members

President’s Report

New Survey Standards

CEO’s Report

Community News

Infrastructure Report

Temporary Traffic Management Toolkit