Engineering for Public Works - Issue 18, June 2020

ENGINEERING

FOR PUBLIC WORKS ISSN 2652-6050 (ONLINE)

18 ROAD WORKS ISSUE NUMBER

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

CONTENTS ISSN 2652-6050 (Online) June 2020 Issue no.18 ROAD WORKS Cover: Toowoomba Bypass under construction.

Coming Up This Quarter From the Editor President’s Report CEO’s Report

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COMMUNITY NEWS Tribute: VALE John Walker (1957-2019) New Appointments, Transitions Latest RPEQs, Birthdays, Membership milestones New Ipswich Mayor Teresa Harding New Partner - Huesker Rural Aid Graduate Engineers Q&As Survey: Preferred Platforms and Technological Futures Public Works TV

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MEMBERSHIP NEWS Peter Way Retires Next Generation: Derek Stringfellow and family Member Profile: Archaeologist Sher Mitchell Emerging Leader: Bikram Poudel Emerging Leader: David Stevens Ambassador COVID-19 Reflections

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FEATURES Road Work Billions in Road, Transport to Support Qld Jobs After COVID-19 Roads Pave a Way Through the COVID-19 Downturn Who’s to Blame for Unsafe Roads? Users, or the System Itself?

The Cost of Traffic Congestion and Modern Methods of Building for the Future Future Transport Needs Innovation Kingsford Smith Drive Upgrade 2020

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COMING UP THIS QUARTER Events International Women in Engineering Day virtual lunch 23 June 2020, 12 noon to 1pm Professional Development Online •S takeholder Engagement Workshop #3, (3 hours) 2 July 2020 •R oles and Responsibilities – Obtaining Effective Compliance Outcomes, (1 hour) 7 July 2020 •R oles and Responsibilities – Infrastructure Conditions and Agreements, (1 hour) 14 July 2020 •R oles and Responsibilities – Environmental and Waste Management Issues, (1 hour) 21 July 2020 Workshops (pending COVID-19 restrictions)

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•R oad Safety Audit, Brisbane 31 August—1 September 2020

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•R oad Safety Audit Refresher, Brisbane 2 September 2020

FEATURES Other Barcaldine’s New Facilities Underpin Future Installation of the Oivi/Gorari Battle Monument Business (Almost) as Usual for EJ Cairns Convention Centre Under Redevelopment New Water Bottling Facilities Outlawed Good Design – It Makes (Economic) Sense

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IPWEAQ UPDATES NQ Branch President’s Report CQ Branch President’s Report SWQ Branch President’s Report SEQ Branch President’s Report QldWater Report What’s New in the Knowledge Centre?

People & Capability Report New Team Members Meet the Team IPWEAQ Meet the Team QLDWATER Principal Partners Subscribers Call for Papers

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•Q UDM, Brisbane 8 September 2020 •S prayed Bitumen, Townsville 9 September 2020 •S prayed Bitumen, Brisbane 23 September 2020 •T reatment of Crash Locations, Brisbane 29-30 September 2020 •Q UDM Revisions and Additions, Brisbane 30 September 2020 Mini-Conferences 18 online sessions approx 90 minutes each (1.5 CPD hours) on a range of topics presented by industry experts with in-depth content.

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

Register Online

FROM THE EDITOR still be the preferred option.

This is also supported in the results of our recent survey about your preferred means of communication and platforms see page 19.

Louise Martin-Chew Editor

Amid the challenges of 2020, it is intriguing to look to the past and the strangely similar restrictions which characterised the Spanish Flu pandemic in Australia in 1919 – masked health workers, border closures (as evidenced in the photograph below) and, most reassuring, the ability of our communities to come together to promote the common good and protect the most vulnerable.

The Spanish Flu arrived in Australia not long after the cessation of The Great War. There are few photographs from this time and they are mostly images of women on the front line.

Media commentary in recent months also suggests that the demands of home-schooling children, and managing work and home lives in confined circumstances has been far from gender-neutral. However, we are most interested in what has happened in our sector and we share some of those stories from our branch committee members with you on pages 38-39. Luke Tanner’s images of the recent road closures in Goondiwindi provide an interesting contrast to the Goondiwindi image from 1919 below.(see p. 86) There is a common theme in responses ie technology will likely be used to continue interaction even though face to face might

One marked difference between 1919 and now is that one hundred years ago there were few cars and a rudimentary road system. The corrugated and bumpy journeys of the past were a far cry from the modern cars and comfort integral to travelling on Australian roads today. In this issue we celebrate developments in roads and we look at the infrastructure that continues to transform our ability to traverse the continent. We also note the capital works projects in train designed to underpin the COVID-19 economic recovery.

We look into the future with a summary of the Roads Australia report on what we may expect from Future Transport, Smart Cities. Autonomous vehicles are an important game-changer in that future. Dare Janzekovic notes their potential impact, and looks at the concerning rising death toll in recent years on Australian roads. His analysis of current problems is compelling reading.p.48. It is inevitably engineers at the forefront of driving change and I am reminded of the current IPWEAQ

campaign which so succinctly expresses the essential nature of this role: Every community needs an engineer.

We would like to hear from you with article ideas for the native environment theme for the September journal.

The December issue will focus on celebrating the creativity inherent in public works. Your ideas for articles for this issue would also be appreciated.

We look forward to seeing you in person soon as our meetings and conferences resume with the lifting of COVID-19 restrictions.

We especially look forward to welcoming you to our new premises and showcasing the extended facilities available for your use at Brisbane’s Eagle Farm. Leigh Cunningham’s CEO’s report details this exciting development in the IPWEAQ journey.

Owing to the impacts of COVID-19, our Annual Conference will now be held in Brisbane at the Brisbane Convention & Exhibition Centre, same dates ie 10-12 November. Once again we will have a strong program with topics of relevance specifically to our sector. Please join our celebration of our sector as life returns to normal once again.

A scene on the MacIntyre River Bridge, Goondiwindi, c.1919, possibly during the influenza epidemic restrictions, which hampered interstate trade. Image courtesy John Oxley Library, State Library of Queensland.

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

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T R U ST E D | R E S P E C T E D | A D M I R E D

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ENGINEERING FOR PUBLIC WORKS | JUNE 2020

INFORMS. CONNECTS. REPRESENTS. LEADS.

IPWEAQ ANNUAL CONFERENCE

SAVE THE DATE

BRISBANE CONVENTION & EXHIBITION CENTRE | 10-12 NOVEMBER 2020

Please join us for the 2020 IPWEAQ Annual Conference to be held at the Brisbane Convention and Exhibition Centre, 10-12 November 2020.

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DELEGATE RATED 2019 -2020

After many months of isolation, we expect our community to make the most of this opportunity post COVID-19 to gather once again. We look forward to welcoming you to #IPWEAQ20 on Brisbane’s South Bank this November!

https://ipweaq.eventsair.com/ipweaq20/

Sponsorship and exhibition opportunities available please contact Monica Robertson on



3632 6802 or Monica.Robertson@ipweaq.com

#IPWEAQ20

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If you have attended an IPWEAQ conference in the past few years, you would be aware that our Annual Conference has been growing exponentially each year.

INFORMS. CONNECTS. REPRESENTS. LEADS.

WOMEN IN ENGINEERING VIRTUAL LUNCH #ShapeTheWorld DATE: Tuesday 23 June, 2020

Join us for presentations from Marie Gales (Brisbane City Council), 2019 Engineer of the Year and our first female winner of the award, Kym Murphy (TMR), 2019 Woman in Engineering, and Bernie-Anne Freeman (TMR), Homeward Bound Participant.

Angela Fry (GHD), the 2016 Woman in Engineering will facilitate a panel discussion with Jessica Kahl (Aurecon), Celisa Faulkner (Gladstone Regional Council) and Glenda Kirk (Mareeba Shire Council), the 2017 Woman in Engineering, on how to #ShapeTheWorld.

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

TIME: 12:00pm – 1:00pm LOCATION: Online via PW-TV

REGISTER HERE! **Attendees will receive a 20% discount on any of the five Learning Pathways including High Potential Professionals and Senior Leadership. The Learning Hub offers a 10 week development program delivered through weekly online modules comprising of learning videos, practical tools, tactics and resources to set you up for ongoing success.

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We strive to create a vibrant, vital and supportive community for all women in public works engineering.

   www.ipweaq.com

INFORMS. CONNECTS. REPRESENTS. LEADS.

MEMBERSHIP RENEWALS

20202021

We are very pleased to invite you to continue as a vital part of our vibrant community and renew your IPWEAQ membership.

•R egistration to the 2020 IPWEAQ Annual Conference (valued at $1,800) •R egistration to one of four IPWEAQ Branch Conferences (valued at $350) •A n IPWEAQ ‘Every Community Needs an Engineer’ polo To recoup your membership subscription ($290 plus GST), you need only attend one IPWEAQ event or professional development program or purchase one technical solution. Members receive a minimum $300 discount on all IPWEAQ products/services.

Members also receive:

PD Scheme, we will track and audit C your CPD hours

$100 discount on Learning Hub registrations, a digital learning

platform designed for public works engineering professionals to develop their non-technical skills and enhance their careers

Public Works TV (PW-TV), regular presentations on issues affecting our

sector

•A ccess member-only content in our globally recognised Knowledge Centre all papers and presentations delivered at all branch conferences are searchable by subject matter, author etc •R egister for the 2020 Annual Conference in Cairns, 10-12 November 2020 ($350 discount)

•U ndertake your ongoing Professional Development with our program tailormade for our sector (up to $350 discount) •R PEQ Application ($300 discount) •T he opportunity to enhance your reputation and profile participating in one of our technical Working Groups delivering solutions for Queensland communities •R eceive industry-specific updates with our quarterly e-journal, Engineering for Public Works and our monthly issue of Connect.

Our journal is now catalogued in university libraries •A dvocacy, we represent your interests to government ensuring your voice is heard •M ember post-nominals: FIPWEAQ or MIPWEAQ

•A ttend your local branch conference ($350 discount) with four branch conferences annually in CQ, NQ, SEQ and SWQ.

Contact Relationship Manager Johanna.Vanling@ipweaq.com

3632 6803



RENEW ONLINE 3565

Members who renew before 30 June will be in the draw to win one of three prizes valued at up to $1,800 plus GST

www.ipweaq.com

INFORMS. CONNECTS. REPRESENTS. LEADS.

ADAC VALIDATION TOOL

JUST LAUNCHED!

ADAC VALIDATION TOOL!

Contact Director, Information & Resources Mark.Lamont@ipweaq.com 07 3632 6806

NEW ADAC validation tool!

Plus GST

ADAC Consortium members

Free

Annual unlimited access Single use

2,000 200

Corporate Technical Subscribers receive a 10% discount on the annual unlimited access licence.

The ADAC validation tool is offered free for consortium members in 2020-2021.



www.ipweaq.com

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The ADAC validation tool is a resource to upload and validate XML output from CAD and other systems against any version of the ADAC XSD schema.

Benefits of utilising the ADAC validation tool: •e nables consistency in the submission process for contractors and suppliers.

• a llows more accurate and efficient processing of that data for asset owners (councils/utilities) • s aves resources with a timely transfer of As-Con data into GIS and asset management databases.

PRESIDENT’S REPORT Craig Murrell

A lot has happened since the March issue of the journal, including an unexpected pandemic which had a profound effect on our sector and the economy. In response, we launched Public Works TV (PW-TV), an online platform for a discussion of the challenges as they arose. The recordings of the sessions held to date are available in the Knowledge Centre and continue to receive high rates of access. Many thanks, to Alton Twine, Mike Brady, Glenda Kirk, Lydia Daly, A2K Technologies and HUESKER for contributing to PW-TV. Just a few months later, we are almost returned to normal despite earlier predictions which contemplated a year in lockdown.

While over the decades, our sector has not been known to be affected or driven by rapid change, we have learned to prepare for it and many councils were in a position to quickly enact business continuity plans. And arising from the restructuring of our economy post COVID-19, our sector will play a key role delivering infrastructure projects.

By now, members will have received an online ballot paper to vote regarding the proposed winding up of the IPWEAQ Queensland Foundation. The IPWEAQ Board established the Foundation in 1984 to deliver eight Objects for the benefit of IPWEAQ members all related to study, research and education.

As you would appreciate, the business landscape in which we operate is vastly different now to what it was in 1984.

In 1984, the Institute did not have any employees to deliver these benefits directly; it was solely reliant on volunteers who contributed immensely to deliver LOGOV, international study tours, research projects etc. In 2020, we are a registered charity with 19 employees, and continuing to expand - see new recruits on page 92 In 1984 we had less than 100 members and as at June 2020, we have 1,020 members being the first Division in the IPWEA Group to achieve the 1,000 member milestone in May this year.

In 1984, we did not have a dedicated office or Chief Executive Officer. As of Friday 12 June, we now occupy 1,355 sqm facilities in Eagle Farm. See photos of our new community centre, Public Works Professionals right and on the next page.

Time is moving on for the Institute just as quickly as COVID-19 came and went and I encourage members to vote in favour of the proposal to wind up the IPWEA Qld Foundation.

On behalf of the Foundation Trustees and the IPWEAQ Board, we would like to acknowledge and thank all Trustees past and present for their contributions over the past 36 years which offered members extensive opportunities for growth and improvement which advanced our sector.

Celebrating

1,000 MEMBERS

The Engine Room

Member’s Lounge

Waiting area

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

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CEO REPORT Leigh Cunningham

I’m delighted to announce another milestone in the Institute’s history - we have officially moved to new premises in Eagle Farm.

After eight years at Albion occupying 254sqm, we are enjoying every part of our 1,355sqm which means no more scheduling of people with workstations to accommodate all our people in confined spaces.

At Eagle Farm, we have two boardrooms, three training rooms and two meeting rooms.

These have been named after our first seven presidents: Abbiss, Moore, Reilly, Haussmann, Kilmister, Stringfellow and Holmes. We are looking forward to welcoming Ray, Gil and Derek to inspect the rooms that will bear their names for the next 10 years at least.

We are also very pleased to launch our new brand, Public Works Professionals which anticipates the collaboration between ourselves and other peak bodies in our sector including AAPA, CPEE, LGFP and TMAA which will utilise our new facilities for courses, meetings and events. We also invite our Partners to host their next product launch in our function room (Stringfellow, Holmes and Haussman combined).

For our members, we offer workstations and booths for you to catch up on work while you are visiting us. And for those travelling, we offer shower and locker facilities. There is a lounge area and the Engine Room where catering will be provided for our courses.

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Moore (Boardroom) named after Ray Moore, President 1974-1976

We are just 12 minutes from the airport and have 20 allocated carparks with endless street parking.

We look forward to welcoming you to Eagle Farm!

I am also very pleased to announce the launch of the ADAC validation tool. This has been some time in development and offers users a number of benefits including: •e nables consistency in the submission process for contractors and suppliers.

•a llows more accurate and efficient processing of that data for asset owners (councils/ utilities) • s aves resources with a timely transfer of As-Con data into GIS and asset management databases.

You would have also noticed the new design of Engineering

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

Stringellow (Training Room 1) named after Derek Stringfellow, President 1982-1984

for Public Works for issue #18.

Thanks to our graphic designer, Sue Waterson at Max Gecko who developed our corporate design which has the trusses of the Story Bridge as its foundation.

While COVID-19 played havoc with our plans for this year including the cancellation of all our branch conferences and our professional development program, we were in a very strong, healthy financial position after several years of consolidating cash reserves which enabled us to withstand this crisis.

And from this, our new chapter begins with our amazing new premises, a growing team of dedicated professionals and great optimism for what is ahead of us. Our sector is resilient. We are resilient. It will take much more than a global pandemic to break us.

COMMUNITY NEWS TRIBUTE VALE JOHN WALKER (1957 – 2019)

by Les Edmistone SHEPHERD Partner/Director Corporate Services

On behalf of the SHEPHERD Team, I pay tribute and say a fond farewell to our colleague and good friend John Walker who passed away in the company of his beloved family on Tuesday 25 February 2019. A civil designer and technical officer, John’s career in local government spanned over 45 years, with roles including design, asset management, GIS and mapping. operational works assessments, quality assurance, infrastructure planning, road condition assessments and disaster management.

As well as working for Miriam Vale, Sarina and Banana Shire Councils, John also shared his engineering expertise with several regional roads groups in the role of Technical Chair.

John loved his profession – the challenges that led to designing better solutions, building better communities and the comradery shared amongst fellow engineers and workmates. It was a proud moment in 2014 when he was awarded a Fellow of the Institute of Public Works Engineering Australia.

John left the public sector in

2016 to join SHEPHERD as Senior Technical Officer and quickly adapted to working in the private sector, becoming a valuable member of the team. Generous with his time and always willing to share his knowledge to help others and the business, John was a role model for the SHEPHERD values – respect, teamwork, positivity, excellence, innovation and work-life balance.

On a personal note, I have many fond memories of social outings with ‘Johnny Arthur’, as I nicknamed him, where we enjoyed good conversation over good food and a couple of icy cold Bundy rums. I’m sure his wife Jeanette was never very impressed when John and I got together, and I know she thought I led him astray. But, truth be told, I’m not sure who was leading who most of the time.

As a team we all cherish the memories we have of John at our December 2019 team workshop.

Despite his considerable discomfort there was no stopping him from joining us and we were once again inspired by his positivity, quick wit and sense of fun.

Luke Hannan is now with Somerset Regional Council as their Director of Planning and Development. Luke was previously Manager of Planning, Development and Environment at the Local Government Association of Queensland.

Dan Toon has been appointed Engineering Manager Central Queensland at Hartecs Group (Rockhampton). Dan was Director of Infrastructure Services at Livingstone Shire Council, and Congratulations, Sally O’Neil who was elected mayor of Barcoo Shire Council. Sally was previously the Director of Works and Services at Barcoo.

TRANSITIONS Graduate Engineer Nathan Raasch is now working with George Bourne & Associates.

He posted on this photograph on LinkedIn: ‘Day #2 and I’m already flying across the outback. What a great way to kick off my career as a civil engineer! Excited to see the future!’

John is survived by his loving family – wife Jeanette and their son, daughter and grandchild, as well as his twin brother Harry.

Rest in peace John.

NEW APPOINTMENTS

Nathan Raasch ready to fly.

Paige Ridgewell, has been appointed Executive General Manager QBuild (also Queensland Government).

Paige Ridgewell was Assistant Director General Sport and Recreation Services, Queensland Government, Terry O’Keeffe has retired from his position as North Queensland Regional Manager of Dial Before You Dig in Townsville. We wish you all the best, Terry.

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

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WELCOME TO OUR LATEST RPEQs • Darren Stewart, ARUP •W enhua (Eric) Xu, Brisbane City Council •E ric Kraak, Toowoomba Regional Council •S ung-Lin Toby Tsai, Department of Transport and Main Roads

We are very pleased to welcome new members to the CQ Branch Committee •G reg Abbotts, Livingstone Shire Council •R yan Grayson, Gladstone Regional Council •J ason Hoolihan, Central Highlands Regional Council •G arth Kath, George Bourne & Associates •A nthony Keleher, Bundaberg Regional Council

Y EARS

•A rvind Jess Layug, Rockhampton Regional Council

Tony McDonald receiving his Award as Technical Officer of the Year, 2009

•L eonard Strub, Bundaberg Regional Council

MEMBERSHIP MILESTONES

MEMBERSHIP NEWS

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Significant birthdays (April-June)

•C hristopher Hegarty, retired

•T homas Wager, AECOM Australia

60 P eter See, Quilpie Shire Council 60 J ames Robinson, Proactive Quantity Surveying Pty Ltd 60 T im Letchford, Sunshine Coast Council 60 G uy Thomas, Department of Environment & Science 60 T revor Ensbey, Delnorth Group Pty Ltd 60 K im Clayton, Toowoomba Regional Council 70 Terry McIvor, Retired 70 T ony McDonald, Lockyer Valley Regional Council 70 G erard Franzmann, Franzplanz Pty Ltd

•L arry Piggott, Greenhaven Projects Pty Ltd •B ryan Payne, Brandon & Associates Pty Ltd

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• I an Schiefelbein, retired •M artin Crow, Rockhampton Regional Council •A llen Christensen, ATC Engineers & Project Managers •B rian Milanovic, Brian Milanovic Civil Consulting •A ndrew Ryan, Moreton Bay Regional Council

80 Graham Thomsen, retired

Y EARS •D avid Bell, Stabilised Pavements of Australia •G rayden Curry, Gympie Regional Council Y EARS •D avid Jackson, Department of Transport and Main Roads •R obert Sarvari, Moreton Bay Regional Council •M ichael Donald, George Bourne & Associates

YEARS •D wayne Honor, Bundaberg Regional Council •T revor Seth, Goondiwindi Regional Y EARSCouncil •C atherine Crone, Crone Civil Consulting Pty Ltd •A shish Shah, Brisbane City Council

Y EARS

•D ebra Dibley, Western Downs Regional Council •B renden Quabba, St George Project Services

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ENGINEERING FOR PUBLIC WORKS | JUNE 2020

Y EARS

NEWS YEARS •S aron Kimber, Veolia Environmental Services •B ruce Gardiner, Cairns Regional Council •M atthew Caughley, Bundaberg Regional Council •M ark Atkinson, Projex Partners Pty Ltd •G iuseppe Finocchiaro, NAXOS Engineers •K evin Chambers, One Eng • Luke Tanner, Goondiwindi Regional Council •D avendra Naidu, Fraser Coast Regional Council •D aniel Berry, Projex Partners Pty Ltd •R obert Perna, Isaac Regional Council •G arth Kath, George Bourne & Associates •H aydn O’Leary, Toowoomba Regional Council

On 14 April Mayor Teresa Harding was sworn as the first female mayor for Ipswich under unusual circumstances (given COVID-19 restrictions). After her election on 28 March she became the 51st mayor in a ceremony held in her backyard with her immediate family. Since the sacking of Ipswich City Council by the Queensland government on 21 August 2018, it has been run by an administrator. Harding has twice previously contested the seat of Blair for the LNP and she told ABC News (14 April

2020) that there is work to be done to gain the trust of the Ipswich community once again.

She said, ‘It is a very serious task coming into an organisation that is injured. But it is still delivering and performing for the people affected. Trust comes in on the back of a turtle and bolts out the door on the back of a racehorse.

It’s going to take time and we need to make sure the council delivers on what they promise.’

Mayor Harding is confident that she and the newly elected council will rapidly regain public trust.

Mayor Teresa Harding after being sworn in, at home with her family. Photograph ABC News: Christopher Gillette

WELCOME HUESKER!

HUESKER Australia has firmly cemented the HUESKER Group’s global network in the Australasian region, applying over a century’s worth of real-world global geosynthetics expertise and adapting it to local conditions. Our highly dedicated and high-performing local team refine global practices based on local Australasian requirements.

HUESKER Australia engineers project-specific solutions for our Roads & Pavements, Environmental and Hydraulic Engineering and Mining business areas. Incorporating global, market-leading brands such as MineGrid™, Hatelit C™, Tektoseal™ and SoilTain™ providing our clients technically and commercially appropriate outcomes, consistently.

Contact us to find out more regarding the first and only Asphalt Reincorfement Solution developed and manufactured from 100% recycled, Virgin quality PET – Hatelit™ C eco. office@huesker.com.au https://www.huesker.com.au/

 Follow us on facebook  Connect with us on LinkedIn Consistent. Responsible. Sustainable.

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

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RURAL AID CHARITY AUCTION

Monica Robertson Events & Marketing Manager

Our online charity auction ran from 5-22 May to raise money for the President’s charity, Rural Aid. As one of the largest rural charities in Australia, Rural Aid’s focus is twofold: to provide support to farmers and rural communities in times of natural disaster and to safeguard farming and rural communities to ensure their sustainability.

Andrew McLean successfully bid for the signed Wallabies jersey and the ANZAC framed print with gold medal.

Congratulations, Andrew and thank you for supporting our President’s Charity!

From sports and music memorabilia to holidays and once in a lifetime experiences, the online auction had it all.

Together our community raised $1,300! This is the equivalent of 65 bales of hay for farmers.

Congratulations to our winners who successfully bid on eight different items.

Andrew McLean won two items, the Wallabies signed and boxframed 2007 jersey, and the ANZACs framed full size print, with a golden medal.

Nadia Marks also took home two prizes. Our Director, People & Capability won an exclusive private wine tasting Experience for 12, and an incredible two-day VIP insider’s experience with Gai Waterhouse.

Maurice Brennan claimed two prizes. The sports lover won a Masters framed multi-signed golf flag, and a limited-edition photo signed by Matthew Burke.

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Finally, IPWEAQ CEO Leigh Cunningham took away the framed sepia print of Phar Lap celebrating four race wins in one week at Flemington.

During this unprecedented time, traditional fundraising opportunities were flung by the wayside, yet demand for our farmers remains the same. Even during COVID-19 restrictions, Rural Aid have continued to provide fodder (hay), domestic drinking water, financial support and counselling to farming communities. In the past three months, they have distributed

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

over eight million dollars’ worth of aid to rural Australia. Rural Aid CEO John Warlters praised those who bid in the charity auction: ‘The Institute of Public Works Engineering Australasia, Queensland, through their online auction were able to reenvisage their branch conference fundraising to support our Aussie farmers.’

‘Using video, newsletters and social media provided the engineering community and the general public with an opportunity to bid on auction items to support the work Rural

Aid does. Our farmers and their communities are going through challenging times.

Ongoing drought, devastating fires, floods in some areas and COVID-19 too – the pressure can sometimes be unrelenting.’

Warlters concluded, ‘We’re extremely grateful to IPWEAQ and your community. Your generosity will allow Rural Aid to continue to assist farmers and their communities in these unprecedented times’.

Thank you to all our winners!

Your generous bids have gone directly to assisting the lives of farmers in need.

While I’m not an avid racing fan, I do love horses, race horses in particular and their inherent desire to compete and win. Phar Lap was the greatest.

He represents the power to defeat every obstacle as racing officials repeatedly changed the weight-for-age scale in a bid to make it easier for other horses to win. They didn’t.

Phar Lap also gave people hope during the Great Depression, a time we cannot even begin to comprehend. Each Phar Lap victory engaged the nation and lifted spirits as he won 36 of 41 races. For two of those losses, he was sick. He remains the greatest horse of all time, in my view, not just for his racing success but for what he did for a nation.

Leigh Cunningham, CEO

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GRADUATE ENGINEERS: Q&A

Donna Marcus, Plant, public artwork at Brisbane’s Gasworks, 2018

This new feature invites an engineering graduate to ask a question which we present to members of our community for a response.

Our first Graduate Q&A question is from Monique Dunning, Water and Sewerage Services Graduate Mechanical Engineer at Bega Valley Shire Council (NSW).

Q: I understand that good systems integration is key to managing assets effectively.

A common requirement of an asset management system that I have come across is seamless integration to a corporate financial system.

I can understand how this

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integration would be useful, as asset register detail is often not contained in financial systems. I was hoping that someone would be able to help me understand what exactly is being linked in this integration between an asset management system and a financial system?

Joe Bannan, Asset Manager, Brisbane City Council A: When linking an equipment register to the financial asset register it is important that the systems allow the organisation to understand the asset networks both physically and financially.

Physically your system will support you to understand what you own, what condition

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

it is in, where your risks are, how much you are investing in your assets and how often. It is also common that the data stored about a physical asset allows the teams managing those assets to understand warranties for maintenance and attributes, so they can operate the assets.

This could include things like speed limit or capacity/hierarchy or future hierarchy and this supports modelling of all sorts. Â Financially your system will put a valuation on those assets and, along with knowing the condition and remaining life, will support calculations around depreciation and written down value.

Assets need to be recognised

in a financial asset register to support this. This can be done by knowing how much was spent on the project, reflecting the actuals in your finance system, or through applying unit rates to the quantity of physical assets produced which is a common practice (with contributed assets through a development).

for preparing budgets. Asset management systems can be used for many purposes including:

The other point that springs to mind is that the long term financial plan and the finance system that supports it should allow for recognition of what sort of work is reflected in the forward budgets. I would suggest making it easy for yourself to understand what funds are allocated for acquisition, operating, maintenance, renewal and disposal of assets, as well as what asset classes they are for. This might be achieved through a naming convention or numbering convention. It will support your organisation to analyse future spends and how this applies to the asset classes.

This will support calculation of ratios as well as asset modelling and planning.

Successfully integrating both systems can improve the following areas.

Exactly how the information is linked to support these tasks depends on how the registers are established and managed. I would say that it is important to use ‘unique references’ in both registers so that information can be linked.

I leave you with a thought – make it simple to do, make it easy to understand and for others to understand, and set this up early in the establishment of your asset registers. This will make your life so much easier.

Patrick Flemming, Deputy Auditor, Queensland Auditor’s Office A: Organisations benefit when financial management and asset management principles, practices and systems are aligned. Entities use their financial system to prepare financial reports that typically align with Australian accounting standards. They may also use the data in these systems

•p lanning the maintenance of an asset • tracking the location an asset • r ecording the dimensions and condition of an asset.

Ensuring complete asset registers When both systems use the same asset identifier (such as an asset number), the asset register in each system is then complete.

This means that if an asset is first added to the asset management system, it will automatically flow to the financial system. This reduces the risk that financial records are incomplete. During 2018–19, 18 of the 77 Queensland councils reported ‘found’ assets due to mismatches between their financial and asset management systems. Ten councils had to make material changes to amounts in their prior year financial reports.

Understanding condition and remaining useful life Within a financial system, each asset has a useful life. Under accounting standards, this is the period over which the entity expects to use the asset.

This can be different from the engineering design life which might be recorded in the asset management system. Under accounting standards, an entity must annually assess whether the useful life of each asset remains appropriate compared to previous estimates. One input to this process is the current condition of the asset which is often recorded in the asset management system.

Aligning these two processes helps finance teams to have confidence in their useful life assessments.

financial system indicates when the finance team is expecting to replace an asset. Asset management systems may include a separate assessment of when the engineers expect the asset will need renewal or replacement. Integrating these two assessments: • i mproves availability of financial information to inform forward planning •h elps to identify differences in forecasted amounts •g ives leaders greater confidence in financial information used in performance metrics • i ncreases opportunities for meaningful data analysis • r esults in better information for decision-makers.

Understanding maintenance demand Asset management systems often include records of maintenance for an individual asset. Financial systems usually lack this level of detail.

Understanding where the entity has spent its maintenance budget can improve future forecasting and identify any particular asset categories or locations that may require investment. It can also help to identify whether assets would benefit from being replaced sooner. For example, if the current maintenance cost (from the asset management system) is a significant proportion of the replacement cost of a new asset (from the financial system).

This information is an overview from the Queensland Audit Office. For further insights from QAO, visit www.qao.qld.gov.au.

Forecasting replacement and renewal The useful life recorded in the

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

17

INFORMS. CONNECTS. REPRESENTS. LEADS.

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SURVEY: PREFERRED PLATFORMS AND TECHNOLOGICAL FUTURES COVID-19 has changed the way in which we work, from the physical spaces we are located in to the way in which we travel, use public places and interact.

At the time of writing, restrictions are being progressively eased; we are probing the perimeter of the work practice chrysalis. In April 2020, at the height of the lockdown, IPWEAQ collated data about the technological platforms in which public works professionals are negotiating these physically distant times. We asked members about their preferred platforms for the virtual workplace, and how the future is envisaged: the results are collated in the figures below.

The question that elicited the widest variety of responses was, ‘Is this the way we’ll connect in the future, or is it just a temporary solution for the current crisis?’

Many noted that technology has increasingly been used for business communication, and hopes for the future ranged from, ‘It will become the new norm’ to ‘hope not’ (in terms of physically distant workplaces).

Interestingly, there were strong views, for and against, interaction through technological platforms.

In our sample of 109 respondents concerning technological futures, 47 per cent were positive about the experience, with one respondent suggesting, ‘This is the future; operational staff already seeing the potential’.

Others are more measured, with

39 per cent seeing the future as a mix of both the old and new: ‘It will become more common and accepted for remote work but humans are social and things will return to normal as a default’.

One respondent acknowledged the temporary nature of virtual meetings but suggests ‘certain features from technological use [will remain] in the future’.

The benefits, with less traffic congestion and reduced travel times, are also noted. ‘I think the longer we work from home, the better we will get at using online meeting systems and the more comfortable people will get with greater time working from home. I don’t believe it will replace the need for an office, however I believe we will see a partial migration to a work from home/work from office week. A good balance will provide many benefits including increased health and wellbeing and reduced road congestion.’

The data for this question concerning technological futures is described in the chart below

(Figure 1). The other questions about preferred platforms are collated as pie charts with commentaries.

Figure 1: Is this the way we will connect in the future or is it just a temporary solution for the current crisis? Sample size = 109

As seen in Figure 2, the most popular platforms are Microsoft Teams (38 per cent) and Skype for Business (32 per cent).

Zoom was favoured by 19 per cent, which may be due to the security concerns that have been popularly aired. Others mentioned, with a much smaller market share, are GoToMeeting (5 per cent), Basecamp (2 per cent), and Webex (2 per cent).

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

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Figure 2: Which of the following platforms do you use in your organisation? Sample size = 240

As Figure 3 indicates, this question elicited a similar image to the chart above. However Microsoft Teams and Zoom were favoured by 35 per cent each, while the preference for Skype for Business fell to 20 per cent.

Figure 4: Are there any platforms that you are not able to use in your organisation? Sample size = 144

Figure 6: Which program(s) do you not like? Sample size = 133

There were varying comments elicited by the question of the success of online workplace technologies (see Figure 5).

Some noted that Covid19 had accelerated online conferencing in a useful way. The efficacy of online meetings was assessed from very positive to variable, and dependent on factors from personality to internet connectivity.

Conclusion

Figure 3: Which is your preferred platform(s)?

The reasons that some platforms were ruled out related to security (with Zoom often nominated as of concern) and others mentioned internal and organisational IT restrictions.

However some 76 per cent said they had access to all platforms and/or were not aware of restrictions.

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Figure 5: How do you rate the success of using technology to stay connected with team members and stakeholders? Sample size = 132

As Figure 6 suggests, most respondents have adopted a platform and remained loyal, with 82 per cent having no preference or not trying other that their regular platform. Only 18 per cent indicated dislike of a particular platform.

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

The acceleration that COVID-19 has created in recent months toward virtual workplace practices has been intense and unprecedented. The functionality and efficacy of technology in business interactions and connections will, no doubt, remain a source of debate. We look forward to your views about the nature of this change as workplaces continue to evolve in future issues.

PUBLIC WORKS TV PW-TV was launched 4 April 2020 to discuss issues arising from the impacts of COVID-19. Glenda Kirk, NQ Branch President, chaired the first session which addressed the following questions: 1.

Are construction projects being threatened by COVID-19?

2. What public facilities have you closed and what was the process?

3. Do you have a resourcing issue owing to self-imposed isolation or safe distancing measures? eg in work vehicles?

Alton Twine.

4. How are you addressing leave entitlements and Work From Home issues?

5. Do you have adequate Personal Protection Equipment (PPE)?

6. Topics for next week’s session and order of priority?

The recording of this session and subsequent sessions are available in the members-only section of the Knowledge Centre.

Alton Twine, Director Transport & Infrastructure, City of Gold Coast, and the 2018 IPWEAQ Engineer of the Year delivered the next PW-TV and a discussion on business continuity at City of Gold Coast which was well prepared for COVID-19 with plans developed for the Commonwealth Games in 2018.

On 6 May, Lydia Daly, a specialist in employment and industrial relations law and Special Counsel, Employment Relations & Safety, at McCullough Robertson discussed the following issues: • I mpact of COVID-19 in the workplace •G overnment measures generally in response to the pandemic

Mike Brady.

•K ey considerations in terms of WHS and workforce changes IPWEAQ Partner, A2K featured its new App, iTWOsafe, on 20 May. iTWOsafe assists with monitoring and tracking physical distancing in the workplace.

Mike Brady, our 2017 Engineer of the Year and General Manager, Infrastructure Services Group, Toowoomba Regional Council presented on 3 June on initiatives undertaken by Toowoomba Regional Council during COVID-19.

On 17 June, Zehra Kaya, National Business Manager – Roads & Pavements at HUESKER

Paul Coughlan.

Australia, discussed the enhancement, durability and sustainability in pavement construction and maintenance using asphalt reinforcement Geogrid engineered from 100 per cent recycled PET. Next up on PW-TV is our International Women in Engineering Day virtual lunch 23 June, followed by Paul Coughlan 8 July presenting on Brisbane’s new parallel runway (Brisbane Airport Corporation).

If you have a suggestion for a topic for PW-TV or would like to present to our members, please contact Leigh Cunningham at Leigh.Cunningham@ipweaq.com

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

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PETER WAY RETIRES Peter Way’s interest in engineering was sparked early when, in primary school, he determined to follow his two older brothers into the profession. In 2020, fifty years later, he is retiring, having contributed early in his career to bridge design and construction, then to local government where he became Logan City Council’s Director of City Works, and finally to apply his expertise to the asset management field through significant contributions to IPWEA’s NAMS group.

Peter Way receives the IPWEA Emeritus award in 2005, the highest that can be bestowed on any member.

What drove you to select engineering as a potential career?

I had two older brothers who went into engineering so it seemed right from an early age to choose that as a career. I did my Bachelor of Civil Engineering part time at QUT. I had six years of working full time with several Consulting Engineering firms and studying. It was lots of evenings and weekends.

Certainly it was great to be able to learn on the job with experienced people.

You’ve had some diverse roles.

What do you see as the most rewarding aspects of your career?

I tend to divide my professional career into three distinct parts.

Initially I worked in consulting engineering and I continued in that sector for another five years after I graduated. In that period I was involved mainly in structural engineering and bridge design.

A career highlight during this time was working on the Cross River Rail link for Brisbane in the 1970s and designing the main river piers. One of the interesting parts of this job was revising the pier designs after the 1974 floods.

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Peter Way with wife Guin and his four daughters.

We were halfway through the design when the floods showed we needed to cater for a potential run-away cement barge after one broke free and careered off down the river. Subsequently we doubled the number of piles underneath each pier.

The second phase was following my eldest brother into local government. He was the Shire Engineer for Hinchinbrook by that time and I was impressed by his achievements. In 1975 when

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

things were slowing down in the bridge design field, I applied for a job with Beaudesert Shire where I was appointed the northern area engineer. Part of the attraction of Beaudesert was it being a nice rural shire and my wife was keen to have horses. However, events conspired against that when I ended up in Chambers Flat, working in the northern part of Beaudesert Shire. I was overseeing roads and drainage and the new urban development that was rapidly taking over

this part of the Shire. This was no doubt the genesis for the creation of Logan, which came out of the blue. It was a state government decision made in 1979 and driven by politics more than anything.

They hived off the northern parts of Beaudesert and Albert Shires to create Logan. I was appointed Deputy Shire Engineer which was fortunate for me. They were exciting times, going into a brand new local authority. However, the state government set it up without support, finance or funding. The new council was elected and left to manage everything for themselves. It was a massive amount of work with enormous development pressures, urban overspill from Brisbane. We were trying to improve standards of sub-division and engineering structures at the same time as dealing with a new and rapidly growing local authority. After the City Engineer, Nev Lawrie, became ill with asbestosis and passed away, I was appointed City Engineer (1988). My role also incorporated City Planner and City Building Surveyor. Five years later I was able to hand over some of those roles–otherwise I would likely be in an early grave by now.

It was, however, immensely rewarding to be part of building a whole new community from the ground up, including the necessary infrastructure.

I ended up Director of City Works in Logan and ‘retired’ in 2006.

About that time I had a number of conversations with Chris Champion who was then CEO of IPWEA. I had been involved with IPWEA for some years as Queensland State President and National President and in developing various manuals and resources. Chris asked me to be involved with the National Asset Management Strategy (NAMS) and I was made Chair.

The good work we have done in asset management with manuals and practice notes is all there on the website. Allied to that was work with ISO standards, and developing ISO

Peter Way retires from Logan City Council (1979-2006).

Conference Gladstone 2005.

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Peter Way retires.

Excellence Awards Gladstone 2005.

Peter Way joins his ‘muso rellies’, Marielle and Aaron Hopper, Ian & Maree Woodyward and Peter & Guin Way. on stage at his retirement function from Logan, 2006.

standards for asset management.

I was fortunate to lead the international team developing a new ISO technical specification on guidance to align asset management and financial management published in the last 12 months. That was a very satisfying final hurrah.

inimitable style, leaned back in his seat and said, ‘Well, you can wait for government funding and you won’t see this road in your lifetime. Or we can propose it as a toll road.’ It was built as a toll road within the next 12 months and was the precursor to what is now the Logan Motorway.

manage existing (as well as building new) assets. In the early 1990s, this was the genesis for the first manual IPWEA wrote for infrastructure and asset management. In Logan it pushed our practices to build capability into what was built and better manage what we already had.

Within these focus areas of your career, can you nominate some highlights?

Another really significant area is asset management. During the late 1980s and early 1990s accounting standards changed to accrual accounting. It made councils sit up and take notice of what enormous assets they had on the books and they were suddenly thinking about how these would depreciate over time. It raised the level of awareness and the need to

Can you nominate personal highlights?

In Logan one of the early challenges we identified was lack of road connectivity. A concept was developed to create an eastwest connection through Logan.

Russ Hinze was Minister for Main Roads at the time. I distinctly remember several of us meeting with Minister Hinze. Russ, in his

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ENGINEERING FOR PUBLIC WORKS | JUNE 2020

It sounds cheesy but really it comes down to the support of a loving and supportive wife; we are coming up to our fiftieth wedding anniversary. We have four beautiful daughters who have all carved out successful careers (none in engineering), and eight grandchildren. One of my grandsons is showing some

asset management including the geo-spatial managing of assets, and smart assets with an ability to manage the way they are performing over time toward renewal and replacement. The marriage of those technology advances with good information will see better decision-making, best practice and cost effectiveness in terms of optimum time to intervene. I see asset management as one of the key functional areas that needs to be promoted in the local government area.

Peter Way back right, with colleagues.

promise for an engineering career and I am hopeful about that. Family has been key.

Can you nominate a mentor and/or people who have influenced you and your career?

I would list my brother who set me on a path initially and gave me impetus. The other person is Ray Moore, who was Shire Engineer at Beaudesert.

I had respect and admiration for the way that Ray was able to handle the politics and learnt a lot from him. He was able to manage political issues and process and achieve what was needed in terms of engineering.

Ray had already done a town planning qualification and that encouraged me to do a post graduate degree in town planning. That stood me in good stead with the Logan job.

I should also acknowledge Gary Kellar who was CEO at Logan for most of my tenure. Gary was another who was inspirational in managing people and politics and strongly supported the work we were doing in the engineering field for the Logan community.

I also had a lot of involvement with Chris Champion before I left Logan and in the period during which I was Chair of NAMS. I grew

to appreciate how clever and methodical he is. His example has given me inspiration and he is a great leader, now the President of Engineers Australia.

How would COVID-19 have impacted Logan City Council 30+ years ago, if at all?

I think the issues would be much as we see now. Logan has a very strong sense of community and these days is even more diverse with many different nationalities.

In the early days it was a new local government given the challenge to sink or swim. They pulled together and did well. I think there would be a strong ability to manage this crisis.

What occupies you in retirement?

Golf is, at the moment (with covid19), one of the few things we are allowed to get out and do. I also have a 40 foot sailing yacht moored at Manly and Wednesday afternoons is a regular sailing race around the bay. I have plenty of home projects and normally we have many family get togethers.

Where do you hope to see public works engineering head in the future?

The technology changes coming along are exciting, especially in

Local government these days is so much more than roads, rates and rubbish. Now there are so many community safety and wellbeing issues that have been devolved to local government.

There is more responsibility and, coming out of covid19, maybe even more to manage. There will never be a dull moment for engineers in the future to manage those challenges.

What else do you value from your time as an engineer?

Thanks to IPWEA I got so much out of my career, so much networking has brought me friends that I still hold dear.

During get-togethers with various local government engineers, I made lifelong friends.

You don’t realise until later how important that is, not only for career advancement but social wellbeing, peer support and colleagues to bounce off.

Another personal highlight was receiving the Public Service Medal in 1998 as part of the Order of Australia awards and I give thanks to IPWEAQ for nominating me. It is something I have greatly appreciated, along with other treasured accolades like the Keith Wood Medal, in recognition of my efforts in public works engineering.

My final comment is to wish all of those dedicated younger public works engineers who are busily carrying on the good work in these trying times, the very best for the future.

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

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NEXT GENERATION

Jim, Derek, Robert Stringfellow 2020.

Derek Stringfellow has celebrated many milestones as an Emeritus member and past IPWEAQ President (1982-1984).

He reached 50 years membership (1970-2020) in January this year. These achievements are well known but the dynasty that is lining up behind him also attest to his modelling of an engineer’s ability to build and shape their community. EPW spoke to Derek, and sons Robert and Jim Stringfellow about what has shaped their own careers and the influence of their father.

Derek Stringfellow (now retired) has travelled some distance since completing his civil engineering degree at New Zealand’s Canterbury College in 1951. Between 1952-57, while working for John McIntyre, Consulting Engineer, he built

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roads, sewerage plants, bridges and water supply facilities all over north western Queensland (from Charters Towers to Camooweal and Boulia north to Burketown) and then similar facilities in south-east Queensland (19581988). From 1958 until 1964 Derek worked for John Wilson and Partners from Caboolture to Noosa, where he was involved in investigation, design and supervision of construction of water supply, bridge and road works. Over this period he was Acting Shire Engineer for Noosa Shire Council for six months.

work. He resigned and bought a partnership in John Wilson and Partners (1988-1996) where he designed and supervised road, bridge and water supply works, including the design of the pipeline from Stradbroke Island to the mainland, which remains the key water supply for Redland City. This level of professional activity and the building of crucial infrastructure for Queensland may have kept some fully occupied, but Derek has always also offered a high level of community and vocational service.

In 1964 Derek was appointed the first Shire Engineer for Caboolture Shire Council. In this role he guided population growth from 5,000 to 150,000 people. This required major water supply, sewerage and road works.

For the first eight years he wore the hats of Shire Engineer, Town Planner, and Building Surveyor.

By 1988 Derek had become more involved in administration and missed his engineering design

His community service activities have improved sporting and cultural facilities wherever he has perceived a need. Derek has been instrumental in visualising, designing and fundraising for new facilities with a particular focus on sport and cultural activities, including the Caboolture Sports Centre, amenities building for Burpengary Riding for the Disabled, Caboolture Bowls Club,

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

Daniel Stringfellow and James Stringfellow with friends.

Eunice and Derek Stringfellow.

Sports Centre Plaque acknowledging Derek Stringfellow 1992.

Derek Stringfellow and Caboolture Sports Centre plaque.

the bitumastic paved 3.2km Rotary Walk along and across the Caboolture River, Caboolture Bridge Club, P&C Associations and so many more. In recognition of this exemplary service, Derek was awarded an OAM (for community services and service to local government) in 2002.

In 1974, when he was employed

by Caboolture Shire Council he was elected as Secretary of the QLGEA (an early iteration of IPWEAQ). He remained on that committee until 1984, becoming President 1982-84 (LGEAQ), then moved onto the LGEAQ Foundation committee 198589, and was President 1987-

89. From 1982-84 he was also integral to the LGEA (Australia) committee and President 198486, and served from 1982-86 on the IEAust Local Government committee, from 1982-84 on the ARRB LG committee (Chairman) and between 1975-79 on the Water Research Foundation Qld committee.

Derek’s immersion in engineering has stimulated a professional example that continues to echo down the family lineage. Two of his four sons are leading engineers in their respective fields (Robert Stringfellow and Jim Stringfellow), three grandsons

are graduate engineers and two more grandsons are currently studying engineering – and there may be more, with other grandchildren still at school.

Daughter Patricia married an electrical engineer, Greg Dowling.

Jim Stringfellow told EPW, “The funny thing is that Dad always encouraged us to do what we wanted, so there was never any push to be an engineer, and it has been the same for the grandchildren”.

Robert Stringfellow will be known to the public works community through his work in the water industry, where he has been involved in planning,

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

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Derek Stringfellow with the grandchildren.

Nick, Lachlan and Jarryd Stringfellow.

design, construction, operation and maintenance. He has held key positions within various engineering consultancies and public water utilities and is currently General Manager of Moody Civil & Pipe. He recalls that Derek was always helping out in community sports centres on the weekends. ‘I would go along with him and the machines got me interested; he would tell me stories about what he was doing. However, I selected

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Matthew Stringfellow (at right).

in engineering in the end because I liked maths. As a boy I used to duck into the council chambers to dig him out late in the evening. He has always worked long hours and been community-minded.’

It can be daunting to follow in a parent’s footsteps but this issue was sensitively handled

by Derek along the way. Robert said, ‘I did my thesis on transport and roads and started off with John Wilson and Partners

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

where Derek had worked – but he didn’t tell me until later on. I started off on the roads there and migrated to water.

After doing a lot of design and construction with JWP I ended up jumping across to council, after Dad came back to JWP.’ He nominates variety as key to the attraction of engineering. ‘There is always a challenge to test you – engineering makes every day different’.

Jim has taken his engineering

The Stringfellow dynasty: Derek (centre) with adult children and grandchildren.

skills into structural design. While he trained as a civil engineer, his love for architecture and design has seen him flourish in the pioneering field of façade engineering (he is currently senior façade engineer with G. James Glass & Aluminium commercial contracting division).

He said, ‘Occasionally as a kid I was dragged along to see road works and building construction; I was exposed to engineering.

Through my final years at school I loved art, and I remember thinking I would not be able to make a career out of that. As a child I loved making things, so engineering was of interest to me.’ But after starting in structural engineering he sought out a further challenge.

Designing with glass, the most fatally flawed engineering material, he found fascinating.

Façade engineering is a pioneering field, requiring a creative and unique design based on the architectural intent for the building and ingenuity and innovation in the design.

Involvement in the shaping of places and peoples’ lives was a strong if subliminal influence. Jim

said, ‘Derek is the reason I am doing what I do today’.

In the third generation, engineering has engaged Robert’s two sons who are currently studying engineering – Nicholas doing a double degree in architecture/ structural engineering and Jarryd studying mechatronics engineering.

Derek’s other grandchildren in engineering include Daniel (John Stringfellow’s son) and Matthew (Peter Stringfellow’s son) who are both civil engineers, and James (Patricia Dowling’s son) who is a mechanical engineer. While Jim’s children are young, he says their future will be their own.

‘I can absolutely recommend engineering but would not push them into anything. Like Dad, I might quietly suggest that some of the things that I have achieved and are proud of also reward the broader community.’

Derek Stringfellow is proud of his family of engineers: ‘As a family man, I tried to provide a good example of working hard at your vocation and supporting the community you live in. For my children, I aimed to provide

the necessary education to allow them to succeed in whatever vocation they chose. This was only possible with the help of a very supportive wife. To meet my vocational service commitments I took annual leave, thus reducing holiday time with family. Community service work took me away to many night meetings and weekend working bees. The family I am very proud of was largely raised by my wonderful wife Eunice.’ Yet, as Patricia suggests, becoming an ‘engineer’s engineering family’ has arisen more through Derek’s example than by any prescription.

‘His problem-solving approach to life which he models to us all, his willingness to listen and teach and his continuing interest in the engineering work of his sons and grandsons may unconsciously influence his younger grandsons to follow in his footsteps too.’

Derek Stringfellow has a lifetime of engineering achievements that we salute – and his family legacy perhaps says even more.

Congratulations Derek!

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

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MEMBER PROFILE:

Sher Mitchell Director Advance Archaeology Pty Ltd Can you introduce yourself?

I am an Archaeologist and the Company Director of Advance Archaeology Pty Ltd, which is based in Narangba, north Brisbane. Our consultancy is experienced in working with both Aboriginal and Historical cultural heritage, and we are engaged by government departments, Aboriginal parties and local councils for advice on cultural heritage. My own speciality and interest is in stone tool identification and reduction sequences; and in zooarchaeology, which is the bones side of things, both human and animal.

How did you become an Archaeologist, and how long has public works been part of your portfolio?

Archaeology and history is something I have always had a passion for and in 2009 I commenced a Bachelor of Arts in Roman history, and began on the job learning through volunteering with a local archaeological museum.

The director was himself an archaeologist, and I assisted him with researching and curating objects. He was looking for a trainee and I was lucky to be in the right place at the right time. As an archaeologist I have worked all over Queensland – in rail, mining and construction, gas lines – and protection of and mitigation of risk to cultural heritage is part of my daily life.

It is brilliant and I am privileged to be doing this work today. You

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could say that the focus is to ensure that the cultural heritage is identified as accurately as possible and that the legislation is followed as required in the various acts in order to inform all stakeholders of the potential cultural heritage risks.

What projects have you been involved with which have contributed to your career progression?

I have been fortunate to be involved in quite large projects, but many of the small ones have had a really big influence. To date I have been involved in over 80 desktop risk assessments for the cultural heritage component of transport and main roads projects. I was on the survey of the Springfield railway line in 2011, where we found a site that is approximately 2,498 BP (Before Present). Our company is also a little different to some as we are CASA-licenced (Civil Aviation Safety Authority) and utilise drones in many of our engagements. We use drones to do aerial surveys, look at inaccessible areas, and develop three dimensional spatial maps and models of landscapes and specific sites.

My favourite project to date was in 2011 where I undertook a National Parks survey of the Burra Ranges as a trainee and identified a significant area of stencilled art. The park ranger had never seen it either. There was an elder from the local area with us who was blown away.

Seeing her reaction and being with her in that moment will stay with me for a long time.

What do you enjoy most about working in this sector?

I think the fact that each project

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

is unique in its requirements and parameters really fuels my enjoyment. They are all guided by legislation with expected outcomes, and being able to influence the ultimate success through building relationships is something I really appreciate as well.

What are the unique challenges of archaeology in public works?

There are a lot of challenges.

Communication is the biggest issue. Any breakdown in communication creates room for error or breaches in agreements, and allowing things to happen on site that shouldn’t. You may not have agreement from Traditional Owners to clear vegetation or undertake ground-disturbing activities. And things are not always done in the timeframes that meets the project’s schedule.

From a project perspective there is an often rigid schedule required to keep a handle on various elements and that is absolutely fair. However, it can be difficult to have the project team and applicant group all on the same page.

Lastly, with a lot of projects, confidentiality means it is quite difficult to talk about things in detail. I’m working with someone else’s culture and heritage, and there are confidentiality requirements on the part of the client. In some situations I am the middle woman which is always interesting.

Why did you join IPWEAQ and what services are of most value to you?

I initially became interested in the opportunities for training and development. I noticed a Native Title course (Native Title and

Inspecting an Aboriginal rock painting on site, far north Queensland.

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relating to cultural heritage. The cultural heritage is the focus for me. It is not my role to directly prioritise a particular party; my advice is based on legislation and project-specific requirements.

I am guided by the legislation wherever cultural heritage has the potential to be impacted. It is also sometimes a challenge within the industry where stakeholders form agreements.

There are times where there won’t be agreement. Where you are dealing with people it is always going to be a challenge.

Also, colleagues have said that they have occasionally found resistance to women on site. I haven’t experienced that yet. I can banter with the best of them!

I’m sure those days are behind us now.

Any advice for professionals who are considering a career in public works?

The work and opportunities are so diverse. The range of skill sets and number of people needed to make a project run successfully and smoothly is large. It’s so exciting to be involved and central to the successes of public works. Given the amount of development and infrastructure rolling out in Queensland there is fantastic work ahead.

Sher Mitchell with an Aboriginal scar tree, near Toowoomba Wild Horse Mountain.

Cultural Heritage Compliance for Infrastructure Projects). I am yet to do that and have scoped out my opportunities to undertake it this year. IPWEAQ also offers an opportunity to network directly with the people within the industry who would engage me in works as well. Sometimes I am contacted during a business case or detailed design of a project or I might get a call to come and have a look at a site or artefact and then be asked to mitigate or liaise with the Traditional Owners where required.

What advice would you give to others about the public works

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sector and becoming involved?

It is important to promote open and direct communication through getting to know the project team and stakeholders.

This is the most important thing to me. Cultural heritage can be a tenuous area and is not always smooth sailing. Yet the rewards and outcomes of doing it right are always there.

What challenges have you faced and how do you overcome them?

It comes back to communication every time. I am always available for discussion and queries

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EMERGING LEADER

Bikram Poudel Senior Technical Officer, Victoria Daly Regional Council Katherine, Northern Territory

I am currently working as a Senior Technical Officer in Victoria Daly Regional Council, Katherine, Northern Territory. This is my third year in local government. Before coming to Australia, I was working as a Site Engineer in Kalika Construction Private Limited in Nepal.

I came to Australia in November 2014 for my postgraduate study at Charles Darwin University.

While studying there, I had the opportunity to meet friends and professors from different countries and worked in hospitality in Darwin where I started learning about Australian cultures and values. As english is my second language, I always find it tough to compete but my hard work and dedication led me to the engineering job I was dreaming about.

After joining council in 2017, it has been challenging for me. However continuous support, motivation and co-operation from my colleagues has made my work easier and more comfortable.

I live with my wife Samikshya in Katherine where she is a registered nurse at Katherine

On site with manager Francis Norku.

Hospital. On our days off we usually go on a road trip and explore different places. Being a small town boy from Nepal, my family back home feel proud that I have come this far and I wish to continue. For me Australia, particularly the Northern Territory, has proven to be one of the best places to live because I am always fascinated by multiculturalism, the population, and natural beauty.

I am really looking forward to working continuously with local communities, enhancing my personal as well as professional development.

1. What was your drive to get you into engineering – and public works specifically?

From an early age, I had

a particular interest in mathematics which guided me to go into engineering at universities and finally into the engineering workplace. There are so many disciplines you can choose inside engineering. Our sector is very easy to understand for the public because the works we deliver are visible and provide a direct impact to communities. I love working in this environment where I face challenges every day of different natures.

2. What projects or experiences have you been involved in that have contributed to your career progression? And can you identify some career highlights to date?

As a local government engineer, I have been involved in various

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Bikram Poudel on the way to a site inspection near Surprise Creek.

projects, assisting my manager of Infrastructure and Civil Works.

These include: • I nspection, development and formulation of the maintenance programs of 330+km of local council roads •C onstruction of upgrades and reconstruction of local roads, culverts, floodways and footpaths funded by the Roads to Recovery Programs •C onstruction of upgrades of local landfill to waste transfer stations in remote communities under the waste management strategy • I nstallation of modular buildings in remote communities • I nstallation of landfill fencing and airstrips fencing •M anaging commercial contracts - airstrips maintenance and management (Department of

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Infrastructure, Planning and Logistics) •M anaging commercial contracts - weed management from (Department of Infrastructure, Planning and Logistics) •P reparation of traffic management plans for entire council road works and various commercial contracts My current role also includes preparation of works scope, technical reports, estimation of quantity and costs, contract documentation, procurement and contract administration to ensure all comply with council policies, work, health and safety and environmental guidelines.

3. What do you enjoy most about working as an engineer in public works?

I find the most satisfactory moments of working as an engineer in public works are the

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projects we are working on and infrastructural development we deliver, that provides a long term benefit to communities. I can see the excitement in the community’s use of those assets and enjoyment of them which are a great pay back for all the hard work and cost.

4. Tell us about your experience as an engineer providing technical services to the community?

My experience as an engineer is focused around projects and contract management. I have worked as the superintendent’s representative in overseeing the construction of several infrastructure projects in the community. A large part of this role involves interpreting the design drawings and technical specifications to understand the construction requirements of the projects. I have been

With the civil works crew in Katherine, NT.

responsible for overseeing the construction undertaken by contractors to check that they are complying with the drawings and specifications. This has involved the physical inspection of the works on site.

5. What do you appreciate most about IPWEAQ’s involvement in your career so far?

I have always used and implemented the technical resources and courses provided from IPWEAQ wherever possible. I appreciate IPWEAQ for organizing conferences and training which is the best way of expanding our network in the public works industry.

6. What advice have you received that has been key to your progression?

The key thing I learned so far is that we have to work as a team in order to succeed and deliver

projects within the timeframe and at the right quality. It is important to always support your colleagues, and don’t be afraid to ask for help. All successful managers and directors have already gone through this early phase, so be calm and work hard. I appreciate the motivation and advice given by my direct managers to date (Francis Norku – currently Victoria Daly Regional Council and Barry Strichen – currently working at Liverpool Plains Shire Council, New South Wales).

7. What would you advise others entering the industry?

Always be honest and trustworthy at your workplace.

Never give up, and always work hard. If you start something, don’t look back until you complete it. Always work outside of your comfort zone which expands your skill and mindset. Don’t be

afraid to ask questions. And learn from your past mistakes and never repeat the same error.

8. What struggles have you encountered within the industry, and how did/do you overcome them?

As a regional council engineer, sometimes you have to compromise to make things happen within a limited budget.

Some minor works which don’t require immediate attention may have to be postponed until major works come through in order to reduce the travel cost.

9. Is there anything else you believe is important to note?

I thank IPWEAQ from the bottom of my heart for providing me this opportunity to share some of my personal life and work experiences.

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EMERGING LEADER

David Stevens Senior Project Engineer Torres Strait Island Regional Council

Growing up in Yeppoon, central Queensland, created a solid foundation of resourcefulness and ingenuity which later framed my career. As a child of an engineer and a teacher who fostered a culture of service above self, I quickly learnt that everything came at a cost, everything can be repaired, and that you catch more flies with honey than you do with vinegar. After completing my studies I worked for a few years living out of a suitcase, overlapping planning and project management in the execution of power shutdown projects across Australia. This was topped off with a delegation in Berlin, Germany and, while I was finally able to unpack my suitcase, I quickly regretted not bringing any good coffee with me.

Returning to Australia has led me to join the team at the Torres Strait Island Regional Council (TSIRC), delivering capital works projects in the Torres Strait.

What drives your interest in engineering or public works?

Dilbert’s The Knack by Scott Adams was somewhat genetically passed on to me. I

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could see that the principles of science and physics could be leveraged to solve real-world problems. Along the long and winding yellow brick road into the world of engineering, I developed a fascination with project management and business optimization and haven’t looked back.

the region. Shifting the focus of increasing the value of my new stakeholders, the people and communities in the Torres Strait, has also been a refreshing reminder of the core values I grew up with.

What projects or experiences have you been involved in that have contributed to your career to date?

Being new to public works, IPWEAQ has been helpful in orienting my transition and provided a shared wealth of existing knowledge. The biggest immediate payoff was attending IPWEAQ’s Native Title and Cultural Heritage Workshop earlier this year; the key learnings and course content quickly paid off, and I was able to significantly reduce the risk profile of my projects.

After completing university in Brisbane (my second home), in 2016 I dove headfirst into the deep end as the QA Engineer for the OEM Contractor working at the Kogan Creek Power Station shutdown. It provided a solid foundation for work in an extremely high-pressure environment, with safety as a core value, and the key importance of project planning and scheduling. This habit of diving in continued, resulting with my role in Berlin, working to coordinate shutdown and maintenance activities across the Asia Pacific Region. Luckily my poor German language skills were often offset with peace offerings of Tim Tam biscuits and what soon became an officewide ‘Weet-Bix challenge’. I also developed and led a global business improvement project on tracking field service tool usage, aimed at reducing operation costs by €6 million p.a. More recently with TSRIC, I’ve been involved in civil capital works projects which have reignited my passion for continuous learning and multi-disciplinary competency.

What do you enjoy most about working as an engineer in public works?

Working for TSIRC has opened a world of unique opportunity unobtainable elsewhere in the world, from the beautiful and scenic islands, through to the culture and traditions of

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

What do you appreciate most about IPWEAQ’s involvement in your career so far?

What key advice have you received and/or would you give to others entering the industry?

Two pieces of advice have helped to accelerate my career to this stage: the first being never stop learning. There are always new aspects of engineering to integrate learnings into project management. The second is to always create stakeholder value.

The definition of this varies for every project; for some, a timely execution and Zero Harm culture will create the most stakeholder value and, for others, the objective may shift to process improvement and high-quality execution. Regardless, knowing the main project stakeholders and their goals and motivations is often the main determination of a successful project.

What struggles have you encountered within the industry, and how did/do you overcome them?

Mental and physical burnout on large projects can go unnoticed far too often, especially when all levels of the project experience it at the same time. This, in

turn, affects productivity levels but, more importantly, the project culture and approach to safety. Understanding the personnel’s workload prior to project execution, and conscious monitoring throughout, are key to reducing the risk of burnout.

A group barbeque or charity fundraiser are great ways to boost morale mid-execution.

Is there anything else you think is important to mention?

Diversity is critical to advance this industry and is something severely lacking in engineering.

Whether it be gender, cultural, or discipline diversity, the knowledge and experience exchange created by diversity develops organisations much faster than those without. I would encourage those building or recruiting teams to include this consideration in their decisionmaking processes.

Torres Strait islands from the air. Photographs courtesy David Stevens, TSIRC.

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THE IMPACT OF COVID-19 ON OUR AMBASSADORS As many of us adjusted to the impacts of COVID-19 in our working lives including working from home and distancing from family and friends, our Ambassadors have been impacted in significant ways. Here are their stories.

Ben Ash (CQ Branch), Graduate Engineer, George Bourne & Associates COVID-19 affected me in a way that I never imagined. On 2 May, I was to marry my fiancé, Christie.

While other countries such as Italy and Iran lost control of the virus in early March, we never thought it would affect our lives here in Australia. We bought cheap flights to Melbourne and gave each other a congratulatory pat on the back. But as the restrictions tightened, we realised our wedding date may not be achievable and tried to bring it forward to 4 April – the dates scheduled for our bachelor and bachelorette parties. This was less than two weeks away at the time but we weren’t the only ones as Bindie Irwin managed to successfully bring her wedding forward just in time.

We drastically cut guest numbers to comply with social distancing rules and planned a small ceremony and reception with a big celebration on our one-year anniversary for everyone who was on the original guest list.

After frantically pulling together a revised small ceremony and sending updated invitations to our closest friends and family, 10 days before our new wedding date, the Prime Minister announced that only five people could attend a wedding: the couple, two witnesses and the celebrant. At this point we knew

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we had to postpone. We were obviously disappointed but there are a few silver linings: everyone I know is safe and there has been minimal deaths nationwide.

Australia has flattened the curve then squashed it leading the way worldwide.

When our original wedding date came around on 2 May, restrictions had been eased slightly and we were able to spend the day at the Fairbairn Dam, one of our favourite places.

We made a cheese platter and sat in the back of the car while the dogs swam and explored the dam. It was Rollo’s (brown Boxer) first day swimming. He was a terrible swimmer but we adopted him anyway. As usual we couldn’t keep Willow, our threelegged Kelpie out of the water (she is a better swimmer than Rollo). So even though it wasn’t the day it was meant to be, it was still a nice day in the end. We have our wedding pencilled in for December but we are still waiting for clarity before we send the third round of invitations! We remain hopeful and know our big day will come along soon enough.

ENGINEERING FOR PUBLIC WORKS | JUNE 2020

Jessica Kahl (SEQ Branch), Civil Engineer, Aurecon It has been a stressful time all around the world as we deal with the Coronavirus and the uncertainty it has brought into our lives. Supporting loved ones in this period has been especially difficult with social distancing and travel restrictions. Having family diagnosed with cancer during this time and losing a loved one has been mentally challenging for me. Being able to emotionally support people you care about through Zoom doesn’t compensate for the need to hold someone and give them a much-needed hub. To help me

through this time, I have practised ‘gratitude’ and found it beneficial for supporting more positive thinking. For example, rather than saying “I have to stay home for the eighth week in a row”, I catch myself and rethink with gratitude: “I get to stay at home, be safe and help others”. If you are having a hard time feeling grateful, I encourage you to not beat yourself up so much. When you have compassion for yourself you can be grateful for what you have when you don’t have everything you may want. Be gentle with yourself at any time, let alone as we endure one of the most difficult challenges for society in recent human history.

Maddy Stahlhut (SWQ Branch), Graduate Engineer, GHD. I had been looking forward to graduating from my Bachelor of Engineering (Honours) and Bachelor of Business & Commerce at the University of Southern Queensland after five years of study and a final exam in October 2019 marking the end of my university journey.

Although I was initially upset that I didn’t get to celebrate the way I thought I would, my nana was even more upset that there was no graduation photo! I was still grateful to be able to share my achievement with family, friends and colleagues. Hopefully, I will one day get to walk across the stage in my cap and gown.

Joshua Flanders (NQ Branch), Project Engineer, St George Project Services.

Maddy Stahlhut with her Bachelor of Engineering (hons) and Bachelor of Business and Commerce from University of Southern Queensland.

Furniture making from recycled timber pallets occupied Joshua Flander’s period of isolation over Easter 2020.

Homemade planter box by Joshua Flander.

Like many other people, I usually spend the four-day Easter weekend away on a camping trip. Due to COVID-19 this was not possible this year however Cairns Regional Council encouraged us to pitch a tent in our backyards, which we did. I used these few days over Easter to appreciate what I had at home, spend time with family and connect with my creative side by making a few items of furniture out of recycled timber pallets. Being ‘stuck’ at home can be a positive if you have the right mindset!

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INFORMS. CONNECTS. REPRESENTS. LEADS.

ONLINE MINI-CONFERENCES

Earn 1.5 CPD hours per collection

We are pleased to launch a collection of 18 topic-specific presentations from respected industry experts with in-depth content for anyone in the public works sector.

Bridge Management

Community Projects

Designing for Safety

Digital Engineering

Disaster Recovery

Flood Risk Management

Heavy Vehicle Road Network

Infrastructure Law and Practice

Pavements and Surfacing

Planning and Delivery

Professional Practice

Project Delivery

Project Learnings Bridges

Road Network Management

Road Safety

Cost - Per collection + GST

click here for further information

Stormwater Assets

Transport Planning

Water Supply

Contact Professional Development Manager, Kate O’Riordan 07 3632 607 Kate.O’Riordan@ipweaq.com.

Members $100 Non members $200

www.ipweaq.com

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Each mini conference is approximately 90 minutes including video presentations and supporting material. Earn 1.5 CPD hours per collection in your own time and at your own pace.

INFORMS. CONNECTS. REPRESENTS. LEADS.

IPWEAQ Membership Join us today!

Why become a member?

As an IPWEAQ member, you’ll have all the networks, resources, support and representation you need to succeed and grow in your career in the public works sector.

Member benefits:

Everything you need to know about our industry and your career with regular updates, invitations, newsletters and our quarterly journal, Engineering for Public Works

Discounts for our must-attend conferences and events

Discounts for our highly-regarded professional development program

Discounts on our leading-edge technical products and publications

MEMBERSHIP FEES 2020-2021 Access to industryspecific content in our globally-recognised Knowledge Centre

Contribute to our renowned technical Working Groups delivering solutions for Queensland communities

Who can become a member?

Membership is open to anyone actively involved in the delivery of public works and services in Queensland including technical officers, supervisors, fleet managers, project managers, finance and HR professionals, councillors and consultants.

JOIN ONLINE! For enquiries, please contact Membership Manager Johanna.Vanling@ipweaq.com or 07 3632 6803

We represent your interests to government ensuring your voice is heard

Member $290 plus GST Graduates up to 5 years postgraduation (Bachelor’s degree) $180 plus GST

Student membership

Complimentary membership for the duration of your full-time studies for civil engineering students and related disciplines eg urban planning, surveying etc.

  

Our globally-recognised Knowledge Centre is an essential resource for anyone involved in public works in Queensland.

Our quarterly e-journal is valued for its technical and industry-relevant content.

ABOUT IPWEAQ 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.

We welcome anyone actively involved in the delivery of public works and services including engineers, technical officers, supervisors, fleet managers, operational managers etc.

ENTRY CRITERIA Applicant must:  A gree to comply with the terms of the Constitution including the Objects of the Company. B e a person of good character.

Please complete the online application form and pay the applicable membership fees to complete the process.

For all enquiries, please contact Johanna.Vanling@ipweaq.com on

Our technical products are widely-adopted and are leading-edge.

Our comprehensive professional development program is innovative and exceeds the needs of members and industry.

Our conferences are must-attend events.

An IPWEAQ excellence award is highly sought after.

Our water directorate (qldwater) strengthens the urban water industry with a central advisory and advocacy collaborative hub to deliver safe, secure and sustainable water services.

Our members enjoy a strong sense of community through our proactive regional network.

We uphold professional standards as an RPEQ assessment entity assessing Registered Professional Engineers in Queensland.

IPWEAQ influences government and industry.

Join with us as we strive to make Queensland great.

  

www.ipweaq.com

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07 3632 6803

BILLIONS IN ROAD, TRANSPORT TO SUPPORT QLD JOBS DURING COVID-19

By Queensland Transport and Main Roads Minister Mark Bailey

One of the most devastating legacies of the COVID-19 pandemic will be its economic damage.

Thousands of jobs have been lost across Australia and industries shuttered overnight by the social restrictions required to stop the virus spreading.

Governments at all levels have announced relief packages to help soften the impact of this economic devastation. The Palaszczuk Government has focused on supporting the most severely impacted workers and industries and the construction sector has fared better than most through the pandemic.

Infrastructure projects will be an important driver in Queensland’s economic recovery. The construction sector and the businesses that support it will play an essential role in leading that recovery.

The delivery of $23 billion investment in transport and roads projects right across Queensland has begun and many transport and road projects will start in mid-2020.Early works on a series of major projects with a combined value of almost $3.5 billion had started before the economic impacts of the pandemic were fully realised.

Queensland is in a good position with projects ready to ramp

up. We have also accelerated funding for projects that can start quickly, like sealing inland roads, safety upgrades on major freight routes and replacing bridges and culverts to make roads more flood resilient. These kinds of projects don’t require significant levels of planning, so we can move to tender quickly.

In May, the Palaszczuk Government announced a $400 million state-funded roads package, supporting a further 41 projects.

My department established a regular phone hook-up with industry peak bodies to provide information on our Government’s evolving response to COVID-19 issues and to discuss concerns and future risks with industry partners.

As an outcome of these discussions, my department (TMR) has established an industry working group to implement contract modifications to more appropriately manage the risks of COVID-19.Industry suggested that getting smaller projects going would be helpful to more civil contractors, and make it easier to roll out and support jobs.

New projects getting underway in coming weeks include: •$ 1 billion M1 Varsity Lakes to Tugun •$ 662 million Bruce Highway Caboolture to Steve Irwin Way early works •$ 50 million Bruce Highway safety upgrades between Mackay and Proserpine •$ 42 million Peninsula Developmental Road sealing (part of $237.5 million Cape York Regional Package Stage Two)

Installation of deck units at Horseshoe Lagoon Bridge, Haughton River project.

•$ 18 million Three Moon Creek bridge upgrade, Burnett Highway •$ 20 million Philip Street duplication, Gladstone •$ 19 million Capricorn Highway overtaking lanes, Rockhampton to Emerald •$ 14.5 million Bajool-Port Alma Road upgrade, south of Rockhampton •$ 7.5 million King Street upgrade, Caboolture final stage •$ 4.9 million Beaudesert-Nerang Road safety works •$ 4.3 million Eumundi-Noosa Road upgrade •$ 4.2 million Ormeau Park ‘n’ Ride upgrade This builds on major projects already underway – please see the Roads Pave a Way through the COVID-19 Downturn feature on page 46.

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Haughton River Bridge works, photo Tim Hansen.

K2A bridge decking unit lifted from truck.

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ENGINEERING FOR PUBLIC WORKS | JUNE 2020

MRR June 2019, Mackay Port Access Road Overpass.

M1M3 Gateway merge.

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ROADS PAVE A WAY THROUGH THE COVID-19 DOWNTURN

Cunningham’s Highway, Cunningham’s Gap, Queensland (Photograph courtesy C. Goodwin, 2009)

While the federal government funded Roads of Strategic Importance initiative was announced in October 2018, with $4.5 billion designed to improve productivity and efficiency on key freight routes throughout Australia, the advent of COVID-19 has seen an acceleration of this investment, with the Queensland government examining ways to fasttrack projects to protect jobs during the COVID-19 crisis. Queensland

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Transport and Main Roads Minister Mark Bailey has met civil contractors to discuss the issue and it was announced on 29 April 2020 that $185 million will be invested in roadworks over the next four years.

Key inland freight corridors will be targeted to boost road construction jobs in regional Queensland communities. Roads will be sealed, overtaking lanes built, intersections upgraded and safety improvements made under an agreement reached between the Australian and

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Queensland Governments.

These 22 jointly funded regional roads projects are valued at $185 million. Routes targeted include the Flinders Highway, Kennedy Developmental Road (Hann Highway), Carnarvon Highway, Dawson Highway and Dawson Developmental Road (Springsure – Tambo), Gulf Developmental Road, Gregory Highway and Gregory Developmental Road, Balonne Highway, Gore Highway, Proserpine - Shute Harbour Road and the local governmentcontrolled Floraville Road in Burke Shire.

Premier Annastacia Palaszczuk

said the agreement reached in November last year meant this infrastructure would be brought forward to support hundreds of jobs across Queensland. She said, ‘We’ll talk with the local councils through the Regional Roads and Transport Groups and other key industry stakeholders who use those corridors to identify projects that can be prioritised within the remaining ROSI corridor allocations.’

Projects which can start in the next 12 months have been identified, while further consultation continues to develop the ten-year ROSI corridor investment strategies.

Minister Bailey said, ‘In the meantime, my department has identified a range of critical projects on each of those corridors including bridge replacements, road sealing and widening and intersection upgrades that can get started earlier while we’re consulting on the longer-term priorities.

Council workforces and local contractors will benefit from these contracts too.’

Industry Queensland reported on 13 April 2020 that major projects currently underway include: •$ 104 million Cairns Southern Access upgrade from Kate Street to Aumuller Street – 113 jobs •$ 514 million Haughton River Floodplain project at Giru, 40km south of Townsville – 544 jobs •$ 497 million Mackay Ring Road – 534 jobs •$ 121 million Rockhampton Northern Access Upgrade – 260 jobs •$ 75 million Capricorn Highway duplication, Gracemere – 187 jobs •$ 812 million Bruce Highway upgrade from Caloundra Road to the Sunshine Motorway – 680 jobs •$ 400 million Ipswich Motorway upgrade from Rocklea to Darra – 471 jobs •$ 195 million M1/M3 merge upgrade – 257 jobs

Samford Road, 19 October 1940. Image courtesy John Oxley Library, State Library of Queensland, Truth (Brisbane, Qld).

Sunshine Motorway interchange transformation, Bruce Highway Upgrade, courtesy Department of Main Roads, Queensland.

•$ 152 million Smithfield Bypass in Cairns – 115 jobs •$ 197.5 million M1 upgrade from Mudgeeraba to Varsity Lakes – 257 jobs

•$ 481 million Bruce Highway upgrade from Edmonton to Gordonvale in Cairns – 466 jobs •$ 749 million M1 and busway upgrade at Logan – 721 jobs

•$ 80 million Sumners Road interchange – 105 jobs

•$ 712 million Gold Coast Light Rail Stage 3A – 760 jobs

•W arrego Highway upgrade at the Chinchilla open level crossing

•$ 550 million Sunshine Coast rail upgrade – 333 jobs

Major projects getting underway in 2020 include: •$ 1 billion Bruce Highway upgrade Cooroy to Curra Section D– 576 jobs •$ 1 billion M1 upgrade from Varsity Lakes to Tugun near the NSW border – 837 jobs •$ 662 million Bruce Highway upgrade from Caboolture to Steve Irwin Way – 664 jobs

•$ 301 million Bruce Highway upgrade at Maroochydore Road and Mons Road interchanges – 382 jobs •$ 110 million Mackay Northern Access upgrade – 154 jobs •$ 150 million Bruce Highway interchange upgrade at Deception Bay – 270 jobs •$ 44.5 million Springfield Central park ‘n’ ride upgrade – 44 jobs

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WHO’S TO BLAME FOR UNSAFE ROADS? USERS, OR THE SYSTEM ITSELF?

Dare Janzekovic B.Eng (Civil) Traffic Engineer at Rytenskild Traffic Engineering Background In 2004 the Australian Government introduced a Vision Zero initiative with the aim of reducing fatalities and serious injuries throughout Australia to zero by year 2050. The current road incident trends indicate that failure to improve on the current situation will result in 12,000 fatalities and 360,000 injuries in the next decade, at a cost of over $300 billion dollars (Woolley and Crozier, 2018).

The Vision Zero initiative in Australia is largely governed by one National Road Safety Strategy, and is reviewed every decade for implementation by each state and territory, who adopt their own versions suitable for the culture and environment within their respective jurisdictions. An action plan is released every two to three years by each jurisdiction, highlighting their short term goals toward the attainment of the long term national strategy.

After a successive fatality increase between the years of 2014-2016, a review of the current national 2011-2020 strategy was carried out in 2017. Whilst a reason for the increase in fatalities was not identified, it was presumed that failure of implantation could

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have been a factor. The review identified key recommendations to achieve the long term aim of the strategy (Woolley and Crozier, 2018). These include a minimum investment commitment of $3 billion annually to a road safety fund by each State or Territory, creating strong national leadership, attainable targets for moving forward, and methods of accelerating and adopting speed management and safety initiatives.

With the current National Road Safety Strategy in its final year, in this paper I will analyze if the actions implemented in the past decade have been enough to achieve the goals set in the Vision Zero initiative by the year 2050.

The National Strategy Australia is one of the global leaders in road safety, and its the first national agenda was implemented in 1992. This initial strategy provided the framework for national collaboration and improvements in road safety.

Over the last two decades this strategy has evolved, with the previous national strategy (20012010), aimed at achieving a 40 per cent reduction in the per capita rate of road fatalities by year 2010. Although the previous strategy only realized a reduction rate of 34 per cent, the overall implementation was considered a success, with the agenda strengthening state and territory commitment to the national action on road safety issues.

Whilst the strategy adopted in the decade starting in 2001 was aimed to reduce the road fatality rate per capita, the current strategy (2011-2020) presents a 10 year plan to reduce both deaths

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and serious injuries by 30 per cent by year 2020 (Department of Infrastructure, Targets, n.d.).

A version of the National Strategy is currently implemented in Queensland through its Safer Roads, Safer Queensland— Queensland’s Road Safety Strategy 2015-2021. As shown in Figure 1, since the 1970s, Queensland has continuously achieved large and lasting road safety gains from road improvements, safer vehicles, lower speed limits, graduated licensing and a range of successful behavioural programs targeting drink driving, seatbelt usage and speeding.

As shown in Figure 2, the Queensland strategy is focused on implementing the Safe System principles approach, which involves a holistic view of the transport system and interactions between roads, travel speeds, vehicles and its users (Department of Infrastructure, Safe System principles, n.d.).

Whilst the strategy focuses on the four major aspects involved in any road incident, the principles guiding the strategy allow for human error, human physical frailty and impacts of an unforgiving road transport system.

There have been a number of actions taken in Queensland in line with the Safe System principles. The Queensland government has delivered $23 billion for safer roads and transport infrastructure [Road Safety Action Plan 2020-2021], and has managed to attain a fatality decrease of 27.72 per cent (as of February 2020) from the baseline average between 2008 and 2010 (Department

Figure 1: Road fatalities per 100,000 population in Queensland: 1968-2014 (Source: Figure 2: Queensland Road Safety Strategy 2015-2021)

of Infrastructure, Road deaths by jurisdiction, n.d.). Whilst Queensland fatality rates are within the target range of the National strategy, the total decrease throughout Australia is currently at 18.5 per cent (as of February 2020).

Based on the data provided by the Department of Transport and Main Roads (Queensland) and the Transport and Infrastructure Council (formerly Australian Transport Council), traffic incidents have decreased in most key areas, however a consistent increase is evident for drivers over the age of 65. Data available from all recorded incidents in 2018 show that fatalities involving mature drivers (65+ years) have increased by 31 per cent from the baseline value (Figure 3).

Comparatively, this is a decrease from previous years of 35.9 per cent in 2017 and 55.8 per cent in 2016. It is noted that over the same period (2016-2018) incidents as a result of unsafe road conditions and all other driver demographics (i.e. young driver, driving under the influence of alcohol and motorcyclist) have decreased by approximately 1020 per cent year after year. Based

Figure 2: Safe System (Source: National Road Safety Action Plan 2018-2020, May 2018)

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Figure 3: Queensland Fatality Breakdown Results 2018 (Source: https://www.roadsafety.gov.au/performance/measures)

on this data, it is presumed that more should have been done to better manage the number of incidents caused by mature age (65+) drivers, in line with the current strategies implemented for reducing the number of high risk young drivers and those under the influence.

It is noted that the current (Queensland) and National Road Safety Action Plans have identified the increase in older driver fatality rates, and include strategies of how to better manage those who are the most vulnerable. Whilst both action plans provide strategies for better education and support for older drivers, no strategy or action is outlined to address the relationship between road incidents and underlying medical conditions.

Given the lack of official data in Queensland, reference is made to a case study of 1,490 individuals who were treated in South Australia between 20082010 after admission to the Royal Adelaide Hospital. This particular study found that a medical condition or acute medical event was a contributing factor in a

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total of 189 cases (12.7 per cent) of those who participated in the study. Age was found to be an important factor in crashes, particularly for those aged 70 years or more. This age group was most likely to be involved in crashes as a result of a loss of consciousness, dementia/ cognitive decline or due to general poor health.

While participants aged 70 years or more accounted for 11.4 per cent of all case participants in the study, they were found to constitute more than 30 per cent of those participants involved in a crash as the result of a medical condition or acute medical event.

The proportion of participants involved in a crash as the result of a medical condition increased in proportion to their age; for example 37.5 per cent of all participants between the ages of 80 and 89 years were found to have had a medical condition or event as a contributing factor to their crash, increasing to 66.6 per cent of those who were 90 years or more (Lindsay and Ryan, 2011). Injury outcomes for this group were also found to be poor, with those 70 years or older

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almost three times more likely to have a fatal outcome as the result of the crash when compared to those who were 40 years or less.

Among those participants who were 70 years or older there were 10 cases where the participant was discharged from hospital to an aged care facility due to their inability to live independently.

Many of these also had their licence suspended on medical grounds (Lindsay and Ryan, 2011). It is at least suspected that those medical grounds for suspension and their inability to provide self-care were relevant (at least to some extent) before their involvement in the crash. This could have been avoided with a medical practitioner identifying underlying issues prior to the incident, thus reducing the risk of injury or a fatality to the individual or others. Although the importance of mobility is recognised as a key component of health for older people it is suggested that closer monitoring regarding fitness to drive among those with demonstrable health deficits needs to occur. The evidence-based recognition of the role of age in increased crash risk that is presented in this

Road to the Future

Figure 4: Road Fatality Target vs Actual (Source: https://www.roadsafety.gov.au/performance/road-deaths-trend)

The road system is a critical part of the economy, and the lives of every Australian––virtually everyone in the country, has some sort of interaction with the road network. However, our roads do not provide a safe environment to the extent that we have over 1,200 deaths and 36,000 serious injuries annually.

Road safety is critically important to Australians and governments alike, and achieving zero fatalities by 2050 is a goal supported nationally (Woolley and Crozier, 2018).

There have never been as many challenges in the transport industry as currently exist.

Whilst Queensland attracts a great number of tourists and immigrants, it is estimated that private vehicle use increases by approximately two per cent annually. With the increase in vehicle use as well as overall population growth, implementation of innovative strategies is critical to achieve the Vision Zero agenda by year 2050.

With the new technologies made available in recent years, it is also critical to understand how these can help improve the way we understand driver behaviour and road use trends to and allow an increase in private vehicle use and freight productivity whilst still managing the impacts of climate change (ALGA, 2019).

Figure 5: Zero Fatality European Cities (2009-2013) with minimum 100,000 Population (Source: NRSS-Inquiry-Final-Report-September-2018)

report adds weight to the debate centred on the appropriateness of regular medical assessment of drivers over the age of 70 years for fitness to hold a licence (Lindsay and Ryan, 2011).

Whilst mature aged driver incidents are a major issue, based on the data tracked in line with the current National agenda, incidents involving cyclists and

those under the influence of an illicit substance have also increased from their baseline values. The current Queensland Action Plan provides extensive strategies in guiding how these issues will be mitigated in the near future, through implementation of stricter laws and developing a safer environment for cyclists on the roads.

It is understood that through adoption of electric vehicles and application of technologies such as Autonomous Emergency Braking (AEB), strategies can be implemented through vehicles which may enforce a safer environment for the driver and other road users in the vicinity. In Queensland, a pilot program for a Cooperative and Automated Vehicle Initiative (CAVI) is being implemented as part of the 20202021 Action Plan to investigate the capabilities of connected vehicles. This strategy, with better cooperation with other governing agencies (such as the Road Safety Bureau), will enable better vehicle integration into a

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Toowoomba bypass, photo courtesy Craig Moss.

system and allow the emergency of other technologies specifically suited to the environment.

Conclusion As shown in Figure 4, the increases in fatalities in 2015 and 2016 highlight the difficulties Australia faces to reach the 30 per cent reduction target by the end of 2020. Currently, with COVID-19 creating significantly reduced traffic and movement of people, the national target of 30 per cent might be attainable.

This situation is not expected to continue long term however, and with the Zero Vision target now only 30 years away, what must be done to achieve its ambitions?

As is evident in Figure 1, the systematic approach of implementing rules and methods through law has significantly decreased fatality rates in Queensland since the 1970s. Evidence from the most recent Road Safety Strategy suggests that, although the national agenda target will likely be attained, it is now the responsibility of road users to take action in line with governments for successful achievement of future goals.

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A short term target, introduced by the Transport and Infrastructure Council, aims to achieve zero fatalities in major cities and highways by 2030 (Woolley and Crozier, 2018).

Whilst the short term target is considered optimistic, it is noted that 65 per cent of road fatalities occur in regional and remote roads. Furthermore, some European countries (who are also part of the Vision Zero initiative) are now achieving zero fatalities annually. These cities, with populations of more than 100,000, are shown in Figure 5. This gives confidence that, through proper implementation of the current strategy into the future, the Vision Zero target can also be achieved in Australia.

References Woolley, J. and Crozier, J. (2018). Inquiry Into the National Road Safety Strategy 2011-2020 September 2018. Available at: https://www.aaa.asn.au/wp-content/ uploads/2018/09/NRSS-Inquiry-FinalReport-September-2018.pdf [Accessed 30 Apr. 2020] Department of Infrastructure, T. (n.d.). Targets. [online] National Road Safety Strategy. Available at: https:// www.roadsafety.gov.au/nrss/targets.

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Department of Infrastructure, T. (n.d.). Safe System principles. [online] National Road Safety Strategy. Available at: https://www.roadsafety.gov.au/nrss/ safe-system. ‌ epartment of Infrastructure, T. D (n.d.). Road deaths by jurisdiction. [online] National Road Safety Strategy.

Available at: https://www.roadsafety. gov.au/performance/road-deathsjurisdiction [Accessed 29 Apr. 2020].

Lindsay, T. and Ryan, T. (2011). Austroads Research Report. Medical Conditions as a Contributing Factor in Crash Causation ed. 287 Elizabeth Street Sydney NSW 2000 Australia: Austroads Ltd 2011. ‌ he Australian Local Government T Association (ALGA) (2019). Local Government Roads and Transport Agenda 2019.

THE COST OF TRAFFIC CONGESTION AND MODERN METHODS OF BUILDING FOR THE FUTURE ensure optimal performance into the future.

What is Congestion?

Dare Janzekovic B.Eng (Civil) Traffic Engineer at Rytenskild Traffic Engineering Background The travel restrictions imposed as a result of the COVID-19 outbreak have offered a useful perspective on the way that our transport systems can operate efficiently, if only managed correctly. This information should assist law makers and transport planners in developing strategies for reducing traffic congestion in today’s cities.

Through application of the fundamental law of road congestion (more lanes = more traffic), it should be evident by now that expanding the capacity of a roadway (adding a lane) is not always the best solution to reducing congestion. A number of case studies throughout the world demonstrate a phenomenon called the Induced Travel Demand (ITD), which concludes that additional lanes often only attract more vehicles, therefore increasing traffic congestion over time (Stockin, 2018). Based on this it is important to identify when a road system reaches saturation and which alternative congestion management methods might need to be implemented to

When addressing traffic it is important to clearly define what constitutes congestion. Based on the definitions adopted by the Department of Transport and Main Roads (TMR) in 2011, acceptable traffic flows are measured by a nominal speed threshold factor of the posted speed limit vs the travel time per 10km (e.g. a vehicle travelling 60km/hr in a 60km/hr posted speed limit will travel 10km in 10 minutes), assuming that the average speed across the network normalises over a 10 kilometre trip. A 70 per cent speed threshold (allowance) is typically applied over highways and 55 per cent over arterial roads to determine the benchmark for excessive congestion. That is, when travelling on the highway with a posted speed limit of 100km/ hr, if you happen to be travelling at 80km / hr this is still within the acceptable benchmark and is not considered excessive congestion on the network (TMRQld, 2020).

When traffic falls below the set benchmarks, the economic losses due to congestion are quantified by factoring the travel time in traffic, vehicle emissions and fuel cost. On average it is estimated that travel costs range between $0.55 to $0.65 per kilometre, resulting in approximately $3.00 per five kilometres.

Regional Economics (BITRE), it is estimated that traffic congestion in Brisbane costs approximately $3 billion dollars annually, with that expecting to double to $6 billion by year 2030 (Cosgove and BITRE, 2015).

This cost includes maintenance of public infrastructure, first responders, technical personnel required to attend to incidents as well as underlying costs such as repairs. In addition to the regular annual cost of managing congestion, there are also state and local government projects which aim to improve the overall network. As shown in Figure 1, approximately $5 billion dollars is planned to be allocated only for funding of road improvement and congestion management projects in Brisbane.

Although congestion is part of every growing economy, the types of congestion that occurs are typically categorised into normal and abnormal. Normal congestion is incidents caused by infrastructure and are typically noticed in the form of a bottleneck, while abnormal congestion is incidents caused by weather, road incidents, roadworks and special events.

As shown in the pie chart in Figure 2, abnormal congestion events occur just as much as normal. However, events such as incidents and recurring abnormal events are those which are typically avoidable and should be properly mitigated to limit the overall burden on the system.

Based on the analysis carried out in 2015 by the Bureau of Infrastructure, Transport and

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Figure 1: Transport Infrastructure Portfolio Plan

CAUSES OF CONGESTION (BRISBANE 2014)

13%

3% 9%

43% Figure 3: Queensland’s Population Projections

33%

Normal (Recurring) Incidents Other (Special Event, Roadwork) Abnormal (Recurring) Weather Unknown Figure 2: Causes of Congestion in Brisbane (2014)

Congestion Today Brisbane currently has a population of approximately 2.3 million people, with Sydney topping the population chart in Australia with approximately 5 million. Anybody who has been in Sydney has most likely experienced the city’s congestion issues. However, it is still, in comparison with New York in the

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(Reference: https://www.abs.gov.au/ausstats/abs@.nsf/)

United States, an example of a relatively well-operating system.

New York, with a population of 8.4 million people, averages travel speeds of 10-12km/hr, whereas studies show that Brisbane and Sydney enjoy average travel speeds of 73.2km/hr and 59.6km/hr respectively (Bradley, n.d.). Not only does congestion result in economic loss and frustration, with speeds as slow as that in New York, the system eventually also impacts other road users, with pedestrians and cyclists having to weave through congested streets and risk being run over by impatient drivers.

As shown in Figure 3, whilst Queensland is some years (50 years) away from reaching the congestion levels of that in some capital cities in Europe and the

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United States, it is important to identify how our system will cope with the future demands when the population reaches those levels.

Brisbane Congestion Management Brisbane currently adopts a number of congestion management methods which are found to significantly decrease systematic congestion.

Some of these include the use of roundabouts and the limitation of a four way intersections.

Also, an advanced coordinated method of traffic surveillance, known as the Intelligent Transport System (ITS), is used throughout Australia as well as in Brisbane. This allows cars to be somewhat connected to the system through variable speed

Brisbane’s M1, photo courtesy Craig Moss.

limits and message boards as well as through the internal navigation systems advising drivers of upstream conditions.

A pilot program introduced in Brisbane in 2019 is the Cooperative and Automated Vehicle Initiative (CAVI). If successful the system will form part of the existing ITS system as a Cooperative Intelligent Transport System (C-ITS). This system will introduce technologies within the vehicles allowing them to ‘talk and listen’ to each other, roadside infrastructure, traffic management centres, and other users (Dept T M.R. Queensland, 2019).

What Now? A direct and logical mitigation method which would ensure that traffic operates to a similar capacity to that experienced during COVID-19 is a congestion charge. This charge is currently implemented in Singapore, Stockholm, London and to some extent in parts of New York as of 2020. The charge limits access to the city to those willing to pay a fee (approximately $15-$20),

however still allows free travel to those residing within the bounds of the charge zone. Statistics suggest that an introduction of similar system would reduce the travel demand within the charge zone by approximately 25 per cent and reduce private vehicles entering the zone by 39 per cent.

This effect, in comparison to the traffic demand during covid19 restrictions, which resulted in a drop of 29 per cent, 27 per cent and 43 per cent in Sydney, Queensland and Melbourne respectively, could be a solution to ensuring a less congested city centre in the future (The traffic solution most cities haven’t tried, 2019). Other methods, which include better coordination of traffic signals, smart traffic corridors, pedestrian movement monitoring and real time vehicle detection are all systems that will most likely be implemented when autonomous vehicles become the new normal.

References Stockin, D. (2018). ‘Does Adding an Extra Driving Lane Make Traffic Worse?’ [online] DriveTribe. Available at: https://

drivetribe.com/p/does-adding-an-extradriving-lane-E6FPiVJnQSCPun1-pS-QA?iid=aH67Dh8bSMmQPkwjWLjGKg [Accessed 4 May 2020].

TMRQld (2020). ‘TekTalk—Smarter congestion analytics’, YouTube.

Available at: https://www.youtube.com/ watch?v=5_398kEBdqw&feature=youtu. be [Accessed 4 May 2020]. ‌ osgove, D. and Bureau of C Infrastructure, Transport and Regional Economics Australia (2015). Traffic and congestion cost trends for Australian capital cities. Canberra Department of Infrastructure and Regional Development, Bureau of Infrastructure, Transport and Regional Economics.

Bradley, M. (n.d.). Road Congestion in Australia. Australian Automobile Association, Canberra.

Department of Transport and Main Roads Queensland; (2019). Cooperative and Automated Vehicle Initiative CAVI. [online] www.tmr.qld.gov.au.

Available at: https://www.tmr.qld.gov. au/About-us/News-and-media/Newsand-media-frequently-asked-questions/ Cooperative-and-Automated-VehicleInitiative-CAVI [Accessed 4 May 2020].

‘The traffic solution most cities haven’t tried’. (2019). YouTube. Available at: https://www.youtube.com/ watch?v=YX68ym4n7_c [Accessed 4 May 2020].

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FUTURE TRANSPORT NEEDS INNOVATION

Roads Australia is the peak body for roads within an integrated transport system, bringing industry, government and communities together to lead the evolution of Australia’s roads, integrated transport and mobility networks. On this tour, access to emerging developments and approaches that are likely to impact the Australian situation were explored. Findings include the need to prepare for the changing nature of future technologies, and the requirement for legislative and funding requirements on the part of Australian transport providers and communities. All levels of government are seen to be crucial investors in this future.

Key findings include: 1. The future transport needs of Australia’s growing population calls out for much improved collaborative effort.

In North America, the delegation observed the investment in

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Future Transport: Smart Cities 2019

The Future Transport: Smart Cities 2019 report, published

by Roads Australia, details the findings of a study tour to North America and Canada (July 2019). Subtitled Regulatory and Technological Innovation, it suggests that structural change in the way Australia’s universities compete for funds will be necessary to transition to a future with zero emission vehicles, a network of connected autonomous vehicles, and the use of mass data and interconnectedness which will be required to use existing infrastructure efficiently. The report recommends a holistic review of the way in which governments – local, state and federal – work together in order to prepare for a future which will be shape-shifted by new vehicles and connected transport technologies.

Regulatory and Technological Innovation

Roads Australia 2019 North American Study Visit

and cooperation between universities, industry and all levels of government, concluding that the current competition created between universities by the Australian funding model works against such a collaborative model. The report recommends that: ‘All levels of government, academia and industry will have to adapt their ways of thinking and be prepared to collaborate if we are to prepare the nation

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for the major transport changes on the horizon… In Australia, the Federal Government funding criteria should be modified to provide seeding money for transport research which is conditional on both attracting private funds and requiring involvement of more than one university, with encouragement for more industry and local city government involvement.’

The smart bus trialled on Karragarra Island, Redland City, November 2019 to March 2020. Image Redland City Bulletin, May 11, 2020.

2. Big changes are coming: Is Australia ready?

The report observes: ‘The transition to zero emission vehicles; the introduction of connected and autonomous vehicles; and greater use of mass data and interconnectedness to drive more efficient use of existing infrastructure will challenge us.’ Funding shortfalls are likely without transport reform and Roads Australia recommends a fairer and more efficient road pricing and investment model, incorporating a user-pays system.

‘Roads Australia recommends that Australian governments urgently consider a transition away from the fuel-based road user charging system currently in play.’ Other issues raised include legislative reform to accommodate new technologies and alternative fuels, such as hydrogen, with the suggestion that, ‘Australia can be a leader in hydrogen fuel development – the National Hydrogen Strategy is our opportunity to ensure

we are positioned to grasp this opportunity.’

3. It is time for a customer focussed end-to-end journey approach.

The report observes that new approaches, players and partnerships are emerging to create seamless journeys for the customer, increase the use of renewable fuels and lower emission technologies, and to use transportation data to continually improve the efficacy of travel.

‘There are many opportunities for Australian companies and transport providers to collaborate and harness and/or develop new technologies and applications for whole of journey information, optimisation and payments.’ These approaches incorporate urban design and environmental issues and the need to reduce congestion which cost $16.5 billion in Australia in 2015 (and is predicted to increase to approximately $30 billion by 2030, a per capita cost higher than the USA). ‘The strong message for Australia

remains that access to data for all transport modes will be essential for managing demand and delivering customer focused services across an expanding range of mode choices.’

4. Making connections is the key to mobility success.

Assisting the mobility of all people and freight and an emphasis on the broader societal cost of aiding mobility over service and recovery cost was observed in North America and Canada. The report suggests, ‘The challenge for all governments will be to strike the right balance between appropriate regulation and gaining societal advantage from emerging driverless Mobility as a Service operations…

There has never been a more important time for Australian transport agencies to have access to customer travel data for all transport modes – to enhance demand management and to deliver customer-focused services across an expanding range of mode choices.’

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5. More collaboration is needed in infrastructure decisions.

‘Planning should be directed at the interconnectedness of things, with greater community engagement and big picture thinking rather than a project by project approach.’ Highlighting the potential for autonomous vehicles/electric vehicles to improve road safety outcomes, the report suggests that North American experience supports the view that the federal government needs to offer more support to state governments.

‘Roads Australia is concerned that state jurisdictions are required to do the heavy lifting on infrastructure readiness for AVs. Without strong national leadership, support and investment commitment, the burden on states will be too great and impede the roll-out of new, safer mobility solutions.’

It also notes that 75 per cent of the Australian road network is the responsibility of local governments: ‘Roads Australia sees lack of involvement by local government authorities

in infrastructure readiness as a critical risk to transition to an autonomous vehicle future.’

6. Regulators are struggling to understand the plateau in road safety improvement.

‘Emerging vehicle technologies offer hope of a next step in road safety improvement but e-commerce has introduced new hazards to be addressed.’ The upward trend in road accidents and fatalities suggests that the increase in heavy vehicles on the road due to e-commerce, but also driver distraction (mobile phones, alcohol and drugs) are also a factor. While autonomous vehicles have the potential to improve safety, the report suggests that ‘Australian authorities should take a close interest in the Safety Certification for Transportation Project Professionals Program’.

7. Smart Cities work together to share experiences.

The delegation observed that collaboration between cities in the USA had accelerated the development of knowledge,

Partnership PROGRAM 58

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with customer acceptance and social impact their focus. ‘There is strong evidence that city and state governments that develop strong connections with their communities will have the edge in the development of smart city solutions.’

8. Advanced Manufacturing could change the landscape.

A case study concerning Local Motors, a community codesign technology facility in Phoenix which developed a crowd-sourced, 3D printed and automated shuttle, led to Roads Australia’s recommendation ‘that the Federal Government should develop a business case for the establishment of a small scale vehicle manufacturing Cooperative Research Centre (CRC).’

The full report is available at https://roads.org.au/ Portals/3/FutureTransport%20 SmartCities_Final%20Report. pdf?ver=2019-10-24-103121-610.

INFORMS. CONNECTS. REPRESENTS. LEADS.

KINGSFORD SMITH DRIVE UPGRADE 2020

One of Kenji Uranishi’s Magnificent Flying Machines, art beacons which are placed along the Kingsford Smith Drive Riverwalk. This one is located close to Bretts Wharf.

Kingsford Smith Drive has been significantly upgraded to improve the capacity of the traffic network on one of Brisbane’s busiest roads. This project, being delivered by Lend Lease for the Brisbane City Council, improves the gateway to Brisbane given its location between the airport and the central business district. The upgrade widens the road from four to six lanes

between Theodore Street at Eagle Farm and Cooksley Street at Hamilton and includes improvement works between Cooksley Street and Breakfast Creek Road at Albion.

Public transport facilities have been upgraded with indented bus stops to cater for increases in bus services along the corridor and to reduce delays. The cost of upgrade for cycle and pedestrian facilities alone is $70 million.

The project team at Lend Lease anticipates that the work will be completed in 2020 with new facilities already open to motorists and the community.

During 2019, Bretts Wharf, Cameron Rocks Reserve and the Lores Bonney Riverwalk were opened to the public. A significant program of public art along its route tells the story of the history of this area, Indigenous and non-Indigenous.

Judy Watson’s bandarra-gan chidna: strong woman track / track of strong women places the journeys of Aboriginal people in this area into the ground plane,

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Kingsford Smith Drive Riverwalk, artwork on the ground plane by Judy Watson, bandarra-gan chidna: strong woman track / track of strong women, 2019. Photo: AJ Moller, courtesy BCC.

Judy Watson, bandarra-gan chidna: strong woman track / track of vwstrong women, 2019. The tow row fishing net is etched into the ground plane, acknowledging the use of this place by Aboriginal people. Photo: AJ Moller, courtesy BCC.

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in addition to stories about the convict women who ‘cut’ the road during colonial times, and draws attention to women (whose names are sandblasted into the Riverwalk) who have been important to the history of Brisbane. Kenji Uranishi’s art beacons in pastel colours are highly visible to road users. Titled Magnificent Flying Machines they are inspired by aviators such as Charles Kingsford Smith and Lores Bonney (the first female pilot to fly solo from Australia to England). Their curved designs are intertwined to evoke the aviators but also the wings of the orchard swallowtail butterfly, which thrives in Brisbane.

War memorial, Cameron Rocks.

Judy Watson, bandarra-gan chidna: strong woman track / track of strong women, 2019. The cabbage tree palm and woven string are etched into the ground plane. They were common in this area and important to the Aboriginal people.

Photo: AJ Moller, courtesy BCC.

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INFORMS. CONNECTS. REPRESENTS. LEADS.

Street Design MANUAL

The most comprehensive contemporary manual for the planning and design of streets in Australia

Purpose: •P rovide planning and design practitioners (urban planners, civil engineers and civil design technicians) with contemporary guidelines for use in the planning and design of streets and street networks within various landuse precinct types ie a code of practice.

• Formatted as a development code or planning scheme policy, capable of being adopted in local government planning schemes and other planning frameworks.

The manual will provide contemporary good practice guidelines and codes of practice for the planning and design of streets and street networks for the following precinct types: 1. Transit-oriented Activity Centres 2. Non-transit-oriented Commercial Centres (such as District Centres) 3. Main Streets 4. Multi-use Precincts 5. Business Parks 6. Industrial Precincts 7. Rural Villages 8. Lower-density Residential Neighbourhoods 9. Rural Residential Neighbourhoods 10. Lower-density Private Residential Developments (where the internal roads are common property).

Separate planning principles and objectives will be defined

Contact Director Professional Services Craig.Moss@ipweaq.com 07 3632 6805

for each of the precinct types.

Some will be common across most or all precincts and some will be specific for a precinct type.

Each precinct type will contain tables of assessment, being the performance outcomes and associated acceptable solutions for the planning of the street network within the precinct and the functional layout (including typical cross section) of individual streets within the precinct.

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INFORMS. CONNECTS. REPRESENTS. LEADS. V ehicular access to premises S treet dining

A wnings/protection for pedestrians from the elements

P ublic transport shelters

For each street function and each street element, design principles and objectives will be defined.

C ommunity interaction

M icro-climate mitigation measures

S eating

S treetscape treatment

Street functions may include:

E xercise activities

 T rees

S treet entertainment

O ther planting

P edestrian traffic, including people with a disability

N on-motorised vehicular traffic (bicycles and scooters)

 Mobility scooters and segways  Motorised vehicular traffic  Public transport  Vehicular parking  Vehicular loading spaces  Refuse Collection  Commercial interaction P edestrian access to premises

H ard landscaping

P lay O verland stormwater conveyance (the major drainage system)

S tormwater capture and conveyance (the minor drainage system)

S tormwater quality treatment S treet Planning and Design Manual 6

 L ighting U tility services (each type to be considered separately)

S treet art S ignage; and O ther street furniture (serving the above functions) The appendices will provide additional commentary and explanatory material for practitioners.

As far as practical, the manual will be evidence-based and supported by sound scientific principles. The basis for adoption of standards and guidelines in the manual will be included in the commentary.

Two storey apartments with basement parking provided as part of an integrated development, Bulimba

Contact Director Professional Services Craig.Moss@ipweaq.com 07 3632 6805

   www.ipweaq.com

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For individual streets, the performance outcomes and acceptable solutions will be based on the roles and functions appropriate for that street.

INFORMS. CONNECTS. REPRESENTS. LEADS.

LOWER ORDER ROAD

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DESIGN GUIDELINES

The Lower Order Road Design Guidelines (LORDG) specify minimum standards for the design and construction of lower order road assets and provide practitioners with a risk-based approach to capital improvements. As the lower order road network accounts for over 70% local and state controlled networks throughout Queensland, this approach allows stakeholders to maximise the return on funds invested.

PDF Only. Plus GST. Member

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One-day training courses are available for key stakeholders to achieve a common understanding of the risk management strategies and how they apply at each stage of the design and construction process from concept through to completion.

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BARCALDINE’S NEW FACILITIES UNDERPIN FUTURE

Mayor Sean Dillon Barcaldine Regional Council

At this time of change, the Barcaldine region has an enormous opportunity to create a new economically and environmentally sustainable future. Our council consists of five communities — Alpha, Jericho, Barcaldine, Aramac and Muttaburra — situated in the centre of Queensland with a combined population of 3,000

people. Each community has its unique character and history. Despite the years of drought, the townships all boast green, shady areas for people to enjoy due to an abundant supply of artesian water.

Council has had to balance its limited resources between supporting traditional industries and improving infrastructure and liveability for existing residents while promoting the growing tourism industry and investigating opportunities for new, future-focused sustainable development.

Barcaldine Recreation Park Our signature project, the Barcaldine Recreation Park will

give locals and visitors a new lifestyle option. The facility is a multi-generational project that consists of a man-made lake, boat ramp, beach, amenities building, walking tracks and landscaping. The lake is 1,100m long and 250m wide with a maximum water depth of 3.2m.

The facilities will not only provide water sports but will also have health and wellbeing benefits of exercise and leisure activities with walking and cycling tracks and barbecue, picnic and playground facilities. The initial project cost is $.2.5m over two financial years.

The Queensland Government is contributing 50 per cent grant funding to the project.

The Barcaldine Recreation Park will generate jobs and business opportunities, increase tourist stays in the community and provides an additional recreation area.

Barcaldine Recreation Park.

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Milynda Rogers/Scrapmetalsheila, Harry Redford sculpture, Lake Dunn Sculpture Trail.

Muttaburrasaurus Interpretation Centre In Muttaburra, we are bringing the Muttaburrasaurus Langdoni story to life. In 1963, local grazier, the late Doug Langdon, discovered the fossilised skeleton of a dinosaur near the Thomson River at Muttaburra.

This was the second most complete dinosaur skeleton found in Queensland and is the first of five Muttaburrasaurus skeletons found in Australia.

The Muttaburrasaurus was a plant-eating, land-living dinosaur that roamed the earth around 100 million years ago.

The fossilised remains of the dinosaur are currently housed in the Queensland Museum in Brisbane. The Muttaburrasaurus Interpretation Centre is the new home to the replica of the dinosaur and is in the process of being fitted out with interactive displays and historical artefacts.

We look forward to welcoming visitors to our interactive centre.

It will also house a laboratory for further research into fossils found in the area.

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The Globe The Globe, formerly a pub, was converted into a $3.5m multifunctional building designed specifically for arts and tourism. The restored hotel contains a modern Visitor Information Centre, History on Oak, showcasing the history of The Globe and the Barcaldine district, and the Galilee Gallery which hosts exhibitions, displays, art functions and events. To further develop the precinct, a $1.5m tourist lookout has just been approved for construction.

This project will extend the existing building upwards, allowing visitors to experience a bird’s eye view of the outback’s beauty and vastness. The lookout will complement Barcaldine’s existing tourist attractions and support local businesses by giving visitors another reason to extend their stay.

tourism experiences. Barcy Red will consist of world class, purpose-built, recreational motorbike trails adjacent to the Barcaldine Recreation Park, designed by international Dakar Rally superstar and local legend Rodney Fagotter.

Barcy Red is based on the now famously successful Blue Derby in Tasmania, where purposebuilt mountain bike trails were created in the north eastern town of Derby, attracting 50,000 tourists a year and creating over 100 jobs in the region. Inspired by this success, we are evolving the Blue Derby model for outback conditions. Put simply, replacing mountain bikes with motorbikes and leveraging our unique natural environment, distinctive red sand and unmatched wide open spaces to offer a worldclass, purpose-built motorbike tourism experience.

Barcy Red

Lake Dunn Sculpture Trail

With a proud history of adventure, Barcaldine is placing itself to become home to one of the world’s premier motorbike

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The Lake Dunn Sculpture Trail is one of the longest permanent outdoor sculpture exhibitions in the world. A local sculptor who

Aramac Aquatic Centre.

Muttaburrasaurus Interpretation Centre.

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Crystal Trumpeters, Main Street, Jericho.

resided on a grazing property along the trail decided that she needed a platform to display her work. The result is a 200km loop that showcases the incredible talents of a local artist and her ability to turn junk into art. The circuit, starting in Aramac but also accessible from Jericho, now has 40 sculptures with additional works being added throughout the year. The loop allows visitors to explore several natural attractions along the way as well as appreciating the changing landscape.

Galilee Basin The opening up of the Galilee Basin will provide a massive boost for the economic diversity and future sustainability of our region. It does pose an engineering challenge due to the tyranny of distance and relatively tough terrain. With power stations, rail lines, highways, slurry pipelines and both open cut and underground mining planned, the region will become a focal point for engineering, both during construction and

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operations. There are four mines planned for the area, with a potential employment bonanza.

Barcaldine Regional Council is actively investing in the betterment of the region, both economically and socially. There are many different pillars to our community. However, agriculture and tourism are currently the underpinning strengths and our region offers the best of both worlds. With a booming organic beef and lamb stream emerging, the region will continue to deliver significantly to agricultural output into the future. Tourists are able to really escape and enjoy the endless plains and long sunsets of western Queensland, coupled with good old-fashioned country hospitality.

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INSTALLATION OF THE OIVI / GORARI BATTLE MONUMENT

John Tannock EJ Tannock & Associates Pty Ltd Introduction An American professor of military history identified Oivi/Gorari as the most significant land battle in the Pacific theatre in WW2 and yet Most Australians have never heard of the battle.

In this article, I outline the story behind the installation of a monument in Papua New Guinea to commemorate the Battle for Oivi/Gorari. The battle took place in November 1942 in the vicinity of the village of Gorari and spanned eight days, costing the lives of 133 Australian soldiers with an additional 225 soldiers wounded. One of those wounded in that battle was my father.

The journey started when I visited PNG in 2016 and attempted to locate the site near Gorari where my father was wounded. During my visit, I noticed there was nothing at Gorari to acknowledge the battle and remember the young diggers who lost their lives there Of all the projects I have delivered in my 50+ year career, this one has been the most rewarding – principally because of the support and enthusiastic participation of all those involved. It has also been the most emotionally draining project I have ever undertaken, with many a tearful telephone

discussion being held with the relatives of young diggers who died on the Gorari battlefield.

The journey began In the 1980s, when we talked my father into documenting his war experiences. The family knew he had fought in the Middle East in WW2 and then in New Guinea– but that was all. We were aware that he had been wounded in New Guinea because he still had his steel helmet with two bullet holes. My father was reluctant at first to put pen to paper but, in the late 1980s, finally agreed on the condition the document not be circulated outside the family until his passing. In 2013, the family passed the baton to me to put the book together and arrange publication. Only then, when studying his book, did I become aware of the Battle for Oivi/Gorari, and that it was in this battle that he was wounded.

country. The Australians were exhausted after the rigours of the Kokoda Track, malnourished and riddled with malaria, dysentery and other tropical illnesses.

The military strategy used by General Vasey was extremely risky, throwing all of his available troops into the battle. On 9 November, with the 16th Brigade engaging the enemy at the Oivi Pass, General Vasey committed the 25th Brigade to circle around behind enemy lines and attack the enemy on three fronts from the rear. The battle concluded on 11 November 1942 with the Japanese suffering severe losses and in full retreat to the coast.

The Monument Project Phase 1–Identification

John Tannock’s steel helmet with bullet holes

In 2016, I was persuaded to cross the Kokoda Track. On the way, our group passed through the village of Gorari. I made an unsuccessful attempt to locate the section of the Gorari battlefield where my father was wounded. I noted that there were no monuments or plaques to commemorate the battle or remember the 133 young Australian soldiers who lost their lives there. As we walked the track, it was obvious that at each of the other significant battle sites, there were monuments and plaques providing information on the battle that had taken place there.

The Battle

Phase 2–Gaining Support of the Gorari Villagers

The Oivi/Gorari Battle lasted from 4- 11 November, 1942.

It involved 3,700 Australian troops and approximately 2,800 Japanese troops. For the first time in the PNG campaign, the Australians were able to engage the Japanese in relatively open

In 2017, we visited Gorari in person to gain the village’s consent to the installation of a monument and sought permission to stay overnight on the 10th November. To our astonishment, there were several hundred villagers waiting

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The construction team with the Gorari Monument

to greet us, many dressed in native costume. There was a welcome dance and an arch of flowers leading to a specially erected shelter where lunch was provided. The locals addressed us – their consistent message was that they were proud to welcome the sons and the daughters of the men who had given them their village back.

Kila Eddie (CEO, Adventure Professionals, PNG) responded on our behalf in the local dialect.

I could not understand what Kila was saying but he mentioned the word ‘monument’. There was an eruption of clapping and cheering. Glenn Azar and I looked at each other–we hadn’t actually asked the question, but we already had the answer! Our challenge now was to make sure it happened.

Phase 3–Delivery I had no idea of the processes

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involved in installing a monument in a foreign country, so I sought advice. After I was put in touch with Bruce Davis, the Australian High commissioner to PNG, Bruce appointed one his staff to guide us through the process. Soon we had our team together and it flowed from there.

The Team was: Ross Bastiaan to project manage the design and casting, and the Kokoda Memorial Foundation. Led by Eric Winn, this organisation is made up of retired army veterans who spend their time installing infrastructure in developing countries such as PNG. Adventure Professionals– led by Glenn Azar and Kila Eddie from PNG, were responsible for handling the logistics of moving the party of relatives to, and then around, PNG. The Australian High Commission played a

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watching role. They were copied into most emails and would alert me to any issues or cultural sensitivities that I needed to be aware of. The High Commission suggested the National Museum of PNG, specifically Dr Andy Connelly, join the team. His brief from the Museum had been to develop a framework within which monuments such as ours could be designed and installed. I developed a mailing list as the project morphed from publishing my father’s book, Quilpie to Kokoda, to installing the monument, and collected a group of contacts who have a keen interest in military history.

The Gorari Village Monument Committee, led by Cornelius Giles, has been an enthusiastic supporter of the project. While there is a commercial edge to their enthusiasm, there is also an overwhelming sense of gratitude, towards the young Australian

soldiers who gave their lives to return the village to its people in 1942.

Geotechnical Issues One of the major issues we were going to face was the geotechnical challenges around the site chosen for the monument. The site initially chosen consisted of wet silt to a depth of around five metres, located adjacent to the river.

Providing firm foundations would be costly and we were not confident that the monument would survive the next major flood in the river.

On the morning that work commenced, the village elder visited this site. After observing proceedings, he directed that work cease while he convened a meeting of the monument committee. He could see that the site was not suitable and advised it had been agreed to relocate the site to a more suitable location in the village.

The Kokoda Memorial team, with many of the young men from the village assisting, were then able to complete the construction of the plinths and attachment of the castings.

Contact with Relatives of Fallen Diggers I have contacted a significant number of relatives of diggers killed at Gorari, to let them know of the installation of the monument. Many discussions have been emotional–even after 70 odd years, the losses are still raw in many families.

Phase 4–Unveiling of the Monument The unveiling proceeded on 1 November, with representatives of the Australian High Commission, the PNG Museum and other dignitaries present.

Approximately 20 relatives of diggers who were killed or wounded at Gorari also attended.

Most importantly, the unveiling was attended by more than 100 Gorari villagers and people from surrounding villages. The unveiling was performed jointly

by a niece of the Simmonds brothers (her two uncles were killed, less than a minute apart by the same sniper, on 10 November 1942) and the Gorari Village Elder.

professor of military and American history at Lincoln University in San Francisco

Phase 5–Maximising benefits to the people of the village

Tannock J, 2015. Quilpie to Kokoda, Cracker Printing & Paper Pty Ltd, Toowoomba.

The kindness shown to us by the villagers on each of our visits and their generosity in allowing the monument to be installed, needed to be acknowledged.

On the evening prior to the unveiling, Glenn Azar and I met with the village elders to discuss ways in which the project could bring benefits to the village. A number of strategies were put in place that would provide ongoing benefit to the village.

References

Sequel The journey to install the monument started with trying to locate the spot on the battlefield where my father was wounded.

In 2017, I had left my battle maps with the Gorari villagers who promised to do their best to locate the spot. True to their word, when we arrived for the unveiling of the monument, we were advised that they had found the site of the battlefield at the village of Waju. When we arrived at Waju, a welcome reception had been arranged – including a pole adorned with flowers on which was placed a photograph of Lt Ralph Fletcher from Stanthorpe. Lt. Fletcher was riddled with machine gun fire just near my father on the 10/11/42 He was one of three platoon commanders that my father’s platoon lost in 30 minutes. The locals then led us to the site where my father’s company had slept in their weapon pits on the night of 9 November 1942, before launching a costly attack on the Japanese the following morning.

The weapon pits were still clearly visible after 76 years.

Acknowledgements • Australian War Memorial • Gorari Village Monument Committee • Australian High Commission to PNG • Ross Bastiaan • Kokoda memorial Foundation • Adventure Professionals Pty Ltd • Eric M. Bergerud - author and

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BUSINESS (ALMOST) AS USUAL FOR EJ

Simon Bottomley Director, Asia Pacific, EJ

COVID-19 sprang many surprises onto the world and the ramifications through global supply chains has brought sudden challenges for many industries to contend with. COVID-19 and the necessary restrictions have impacted the Australian infrastructure and construction scene but to a far lesser extent than in industries such

as travel, hospitality and retail. Luckily EJ has been recognised as an essential service in the USA to manufacture and supply products for their nation’s infrastructure. So too in Australia, where EJ has been able to continue the supply of essential products to water, stormwater, sewer, telecoms, electrical and gas networks. You could say we are keeping a lid on things.

EJ is the leading global manufacturer of castings, fabricated steel and now composite products for infrastructure access solutions, i.e. manhole covers, hatches and drainage grates. EJ has its own large scale manufacturing facilities (including three of the

New East Jordan Foundry casting line USA.

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most modern iron foundries in the world) in USA, France, Ireland, UK, Germany and Belgium. Being global has also required contract manufacturing in company approved Asian and Indian facilities for certain markets.

In the Asia Pacific region, EJ has been able to quickly respond to customers’ needs due to large local stock holdings, Australian assembly works and a network of Australian-based component suppliers. Given the reasonable size of the Asia Pacific operations, many containers of stock were already on the water and this has helped EJ to maintain their large local inventory levels in Australia.

The ‘dual tooling’ of important patterns has further allowed EJ to shift production around their world facilities and ensure that vital products are able to be produced for client demand.

Underground Car Park.

But it has not been all plain sailing, with some challenges to contend with along the way.

International shipping has suffered from port congestion and delays from reduced ships which has lengthened arrival times and increased shipping costs. The Australian Dollar fell quickly against other world currencies which impacted the landed prices of imported products overnight, forcing immediate price adjustments.

Some containers planned for shipping were caught in overseas factories and ports and had to wait for restrictions to lift before being despatched.

EJ, a fifth-generation family business, was established in Michigan, USA in 1883 and, with 136 years of history, has endured World War One, the Great Depression, World War Two and many other world events. Through tenacity and the family principles of ‘getting up each day and getting the job done’, EJ has overcome past events and adapted to meet the infrastructure needs of the world. We are in the process now of doing the same again with COVID-19.

South Bank, Brisbane.

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CAIRNS CONVENTION CENTRE UNDER REDEVELOPMENT In a major boost to the Cairns region, the Convention Centre expansion and refurbishment is now underway. Costed at $176 million, the redevelopment will increase and modernise the centre’s capabilities and attract new business to the city. In the new centre, multiple functions will be accommodated simultaneously, allowing for conferences and conventions with increased capacity potentially attracting up to 20,000 additional visitors to the region. The project itself will create over 550 jobs, and ongoing employment opportunities are anticipated in hospitality, logistics, security and maintenance.

The refurbished facilities includes a new entry and exhibition space, and a rooftop

banqueting space offering views over Trinity Inlet. The expansion offers another 10,500 square metres accommodate a large (undercover) drop-off and an entry forecourt, an expanded main entry lobby, a 450-seat plenary lecture space, three 150-seat meeting rooms and exhibition space for up to 36 display booths.

Lendlease have been announced as the Managing Contractor for the first stage of this project.

General Manager Building Queensland, Brad Protheroe said, ‘We’re proud to once again be engaged by the Queensland Government in the delivery of important public infrastructure for the state. Leveraging our local presence and our commitment to regional Queensland, we will continue to work with industry to ensure that the engagement of local sub-contractors and suppliers on the Cairns Convention Centre project will be optimised to deliver longterm economic benefit to the region. Importantly, we are partnering with Queensland

An artist’s impression of the new Cairns Convention Centre, courtesy Lendlease.

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Government to create more jobs in local communities for women, Aboriginal and Torres Strait Islanders, the long-term unemployed and apprentices as part of the project’s delivery.’

In order to undertake this work, Cairns Convention Centre is closed until March 2021. While the IPWEAQ Annual Conference, 10-12 November, was originally to be held at the Cairns Convention Centre, given COVID-19 related delays to the building program, the conference will proceed at the Brisbane Convention and Exhibition Centre, 10-12 November 2020. This is expected to be a bumper event as our community comes together after months of isolation and the extraordinary challenges caused

by COVID-19.

Owing to the impacts of COVID-19 on the Cairns Convention Centre renovations, the 2020 Annual Conference will now be held at the Brisbane Convention & Exhibition Centre, 10-12 November 2020.

NEW WATER BOTTLING FACILITIES OUTLAWED The mining of water has proved a contentious issue in Queensland’s Mt Tamborine, an area that relies on natural water resources and is not connected to the southeast Queensland water grid. The bore that provides the local primary school in Mt Tamborine with water ran dry last December, while water miners continued to extract water and send it in trucks down the mountain for bottling and subsequent sales. ABC News reported on 2 June 2020 that the New South Wales government had changed a local planning document, banning any expansion of new water bottling facilities in rural areas of the Tweed Shire with immediate effect. A 12-month moratorium on new groundwater bores at Mt Tamborine and the nearby Springbrook area was already in place from

March this year, established by the Queensland Government.

This moratorium was welcomed by some locals, given its acknowledgement by the state of a responsibility for what lied beneath the ground. However, existing commercial water operators continue in the Tweed Shire, Scenic Rim and Gold Coast council areas. Tweed Shire Mayor Katie Milne noted that water extraction had been contentious.

‘It has been a very long and difficult chapter over many, many years.’

The legislation means that expansion of water extraction in the Tweed area (NSW) is banned.

However, in Queensland, the moratorium (from 5 March 2020) which covers Mt Tamborine and Springbrook is active for 12 months while the region’s groundwater resources are investigated. And while the state government controls licences for bores, local councils are responsible for approvals for above-ground infrastructure.

The new planning scheme released in January by the Scenic

Rim Council is not designed to be sympathetic to water extraction infrastructure approvals. Scenic Rim Mayor Greg Christensen said, ‘As a council we have had significant concerns around the overall water extraction industry.

Not just because of its potential impact on the water resources, but also the transport elements, with heavy vehicles on narrow roadways, [it] creates additional exposure for a very popular destination. We were delighted that the State supported us with a moratorium in March and share the state’s view that good science should be the cornerstone for future decisions regarding water extraction.’

Future climate projections anticipate increased demands on groundwater resources with the National Water Initiative ‘s report Climate change impact on groundwater resources in Australia (2012) finding that projected changes in rainfall and renewable groundwater resources are likely to lead to changes in water table elevation and impact communities that are dependent on groundwater.

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GOOD DESIGN – IT MAKES (ECONOMIC) SENSE little to address the problem.

Craig Moss Director, Professional Services

One of the best pieces of advice my father gave to me was to focus on the solution, not the problem.

Never has this been more applicable than in the way we have had to respond to the unexpected events caused by COVID-19. While it could be easy to spend time reflecting on the disruption to our work activities and everyday lives, it has provided an opportunity to consider the needs of our communities and organisations in the post-COVID-19 era.

In my role with IPWEAQ, I am in a privileged position that enables me to communicate regularly with those across the public works sector. This contact provides me with the opportunity to hear about the challenges our members and stakeholders are facing and identify common needs across the state. One of the priority areas identified is the demand for experienced civil designers. The latest jobs reports support this observation, recognising civil designers as an in-demand occupation due to a strong infrastructure works program across the nation, with the supply of technical professionals failing to meet demand. This fact has been a common theme for several years and, as a sector, we have done

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Recent employment data highlights that while the supply of new entrants into the occupation has declined, demand is increasing. It also shows that 40 per cent of vacancies are not filled.

Industry accepts that it takes approximately five years of training and support before a graduate is independent and useful. Unfortunately, current work demands on experienced designers do not allow for mentoring and development of staff. With the pipeline of infrastructure work predicted to increase for the foreseeable future, and the natural attrition of skilled staff into management roles or towards retirement, the skills gap between newly employed designers and capable designers will continue to increase.

One of the critical elements the jobs data fails to pick up is the challenge of finding an experienced candidate with the requisite attributes of a skilled designer. The reality in our sector is that experience does not automatically equate to a capable designer. A common theme across local government, state government, and the consulting firms is that it is challenging to recruit candidates who can apply sound design principles in the context of local conditions.

The Austroads Research Report AP-R548-17 – Fundamental Objectives of Road Design found that ‘there is a low number of highly skilled designers that are capable of developing specialist or innovative designs through a robust engineering process using first principles to achieve the objectives of road design’.

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The report also states that ‘designers are not exercising context-sensitive design principles to develop innovative, practicable design solutions using first principles and design exceptions’. We are conditioned to accept design standards and specifications for all projects, neglecting to acknowledge these guidelines are based on theoretical safety models for new roads. Bringing existing roads up to these standards, especially with regard to geometry, is expensive.

The Austroads Guide to Road Design Part 2: Design Considerations highlights that there is a range of factors that influence design choices for road projects. Design outcomes need to provide a satisfactory level of service to road users and be economically viable within any existing financial, topographical and environmental constraints.

In addition to the site factors, the guide identifies numerous design considerations, including the whole of life costs associated with construction, maintenance, and operational factors. A skilled designer is one who can apply a context-sensitive design while applying a safe systems approach to provide a balance between safety, the level of service, wholeof-life costs, and environmental impact.

While the original issues identified focussed on road designers, the process identified similar needs for those involved in the design of residential developments, water and sewerage infrastructure, and energy and communications utilities. It also became apparent that there is a comparable lack of highly skilled candidates in the surveying and spatial science disciplines. The needs are clear, so what is the solution?

The civil design community needs a systematic and coordinated approach for training of their design and engineering staff at all levels.

IPWEAQ and the Harrison Infrastructure Group have been developing a strategy to address these issues through an industrywide collaborative model. The approach will complement and build on current initiatives to address short and long term capability objectives.

The development model will transition a novice through to a capable designer, reinforce sound design principles for existing designers, and target advanced topics and complex solutions for experienced practitioners. The scope of the initiative targets design professionals involved in projects across all infrastructure asset classes.

In coming months, IPWEAQ will be engaging with key stakeholders across the industry to outline the initiative and detail and garner support. This project is a significant undertaking that will present an enormous challenge. As a sector, we understand the need, and it is time to focus on the solution. A more capable and skilled design community will result in better, safer, and more cost-effective outcomes. Good design makes economic sense.

I encourage anyone who has an interest in this initiative or would like to participate in the ongoing project to contact me. Craig.

Moss@ipweaq.com

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NQ BRANCH PRESIDENT’S REPORT

Streets eerily quiet. Photo Glenda Kirk.

For this Report, NQ Branch committee members were asked to respond to three questions.

Glenda Kirk, NQ Branch President Director Infrastructure Services, Mareeba Shire Council What has been the biggest challenge for your council/ organisation?

Only 30 minutes from Cairns, Kuranda, at the far east of Mareeba Shire has been heavily impacted by COVID-19. Known as the village on the rainforest,

Tourists locked out of Kuranda. Photo Glenda Kirk.

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Kuranda usually plays host to around a million visitors per year, equivalent to around 3000 people per day. The picturesque mountain retreat of Kuranda Village is just 25km northwest of Cairns in far north Queensland.

Surrounded by the world’s oldest living tropical rainforest, the colourful village of Kuranda is the second most popular day trip for visitors to Cairns, after a trip to the Great Barrier Reef. Tourism is the sole driver of the village’s economy.

Kuranda is home to an extraordinary number of artists and craft workers and this is reflected in its boutiques, art and craft stores, souvenir shops and market stalls, in addition to dining, rainforest walks, wildlife experiences, tours and attractions.

It is presently a ghost town (as is Cairns to some extent!) and the streets are eerily quiet as almost all businesses are closed.

In addition to tourists arriving by road, they also reach the village by drifting above the rainforest canopy on the Skyrail Rainforest Cableway or winding through the Barron Gorge on the world famous Kuranda Scenic Railway.

As a result of COVID-19 travel restrictions, many bus coach companies, along with Skyrail and Kuranda Scenic Railway, suspended services from late March. With no visitors, local businesses have also halted trading, leaving the streets empty. While this is a bleak outlook for tourism, council has used this opportunity to give the streetscape a thorough clean and attend to maintenance on the village’s gardens, which include heritage-listed fig trees.

As restrictions ease, businesses are beginning to trade on weekends to take advantage of locals venturing out following the latest government advice which permits travel up to 150km.

It is hoped that Kuranda’s natural beauty and vibrant visitor experience means it will welcome tourists back again, and that its makeover will help it thrive once again.

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Under biosecurity directives, roadblocks were deployed in late March to restrict travel to Cape York Peninsula with police stopping all non-essential travel in a bid to protect Indigenous communities which have high numbers of vulnerable residents at risk of contracting COVID-19.

Health authorities have identified a significant potential risk to the residents of the many Cape York Peninsula and Torres Strait Islander communities in the event that the virus is transmitted into that region which has limited health resources. This has meant that public works professionals in those councils have been effectively ‘locked in’ so that they can continue to safely manage essential services, including water, wastewater, waste and road maintenance for their remote communities. Having capable, dedicated public works professionals in the regional parts of our state has never been of greater importance.

Within our own organisation, these roadblocks created unique challenges (and frustrations!) for Mareeba Shire Council. The check points have been established on the Burke Developmental Road at Chillagoe and on the Mulligan Highway at Mount Carbine, which are both within Mareeba Shire. The army and police have been intercepting all traffic and establishing whether travellers had a legitimate reason for travelling into Cape York, despite the restrictions only applying beyond council’s boundary. Council manages an extensive road network and other infrastructure within the shire beyond those check points, which were rendered inaccessible due to the travel restrictions.

Graziers in those areas were keen for council to undertake its usual road maintenance works so they could gain access to replenish supplies and transport cattle to southern markets after months of isolation due to the wet season.

Also impacted was council’s exploratory work to drill for a new, reliable groundwater supply for the township of Chillagoe which has been on level three water

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restrictions since 2017. A number of council grading and slashing crews were turned around when the roadblocks were first deployed, despite personnel not travelling beyond the shire boundary and therefore having no intention of travelling within the restricted area. Property owners and their employees beyond the roadblocks were also restricted from gaining access to their properties.

Repeated requests from council to relocate the check points to the boundary were declined by authorities. Council was able to resolve this challenge by issuing permits to council workers and contractors for travel within the shire if they could demonstrate to council senior management that they had a legitimate need for their travel in line with requirements from the authorities. Hundreds of permits have been issued to council staff, contractors and residents to date to ensure continuity of essential services and industry in Mareeba Shire.

Is the way we work about to change forever?

North Queensland councils are experienced and well-equipped to manage natural disasters such as floods, cyclones and bushfires, but were somewhat unprepared for dealing with the global COVID-19 pandemic. This required rewriting business continuity plans and implementing measures for protection of staff and contractors to ensure continuity of essential services amidst the health crisis.

Measures included improved hygiene in the workplace and changes to work arrangements as some staff permitted to work from home, leading to greater uptake of online platforms to communicate and collaborate.

As travel restrictions ease and business returns to a new ‘normal’, we have gained confidence in connecting with one another through digital means and will be better equipped if similar impacts are encountered in the future.

Is your organisation resourced and ready for an infrastructure boom?

Is your organisation resourced and ready for an infrastructure boom?

Councils are being inundated with requests from various state and federal government departments and other stakeholders who look to local government to help the economy recover from the ravages of COVID-19. In an effort to ensure a rapid response, shovel-ready projects that deliver immediate job creation and economic activity are being sought.

Being an employer of choice who targets talent and the most appropriate people to ensure successful project outcomes, I believe that St George Project Services is in a very strong position to manage the industry growth that will be experienced in the future. They have shown capability working in a range of conditions and have grown their professional network within local government, state government and more over the last 13 years.

This presents challenges and opportunities for public works professionals to ensure that any infrastructure remains sustainable and won’t leave a legacy of financial burden for our communities, as some economic stimulus packages have in past decades. Sound asset management principles should be used to guide us in delivering the right projects for our communities, focussed on renewal of essential infrastructure and carefully selected upgrades that promote resilience and meet the needs of our growing communities.

While local governments have been called on to take the lead, we will be unable to deliver these projects alone. We will be looking to our technical and engineering consultants, contractors, suppliers and service providers in the industry to help deliver these projects which will enable our communities and economy recover. This is how we will create jobs, keep our local businesses operating and ultimately benefit our community over the long term.

Josh Flanders, Ambassador St George Project Services, Cairns What has been the biggest challenge for your council/ organisation?

The biggest challenge for my organisation was setting up a mobile workforce so that everyone could work from home efficiently and effectively.

Employees were to use either a corporate device or a personal device, and in some cases, remote access solutions were used. The use of Skype for Business and Microsoft Teams increased, with people taking a few days to adjust to the change of conditions. After a few weeks most adapted relatively well and productivity was on par, if not increased, from a home office environment. Daily video calls were good way to keep in touch with other employees.

Is the way we work about to change forever?

I believe the way we work will change in some regards and, rather than returning to ‘normal’ working conditions, we will be entering a new way forward. Employers will be more aware of how productive employees can be working from home and, because of this, increased degrees of flexible working arrangements could be introduced. With more people working from home, people will be saving money on public and private transport, lunch costs, and there will be fewer vehicles on the road leading to less congestion and emissions. Furthermore, employers may have the opportunity to downsize offices.

I believe that overall we will be more connected online and well equipped, should another event of similar nature occur.

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CQ BRANCH PRESIDENT’S REPORT

For this Report, CQ Branch committee members were asked to respond to three questions.

Celisa Faulkner, Branch President Manager Asset Planning, Gladstone Regional Council What has been the biggest challenge for your council/ organisation?

One of the biggest challenges has been undertaking technical workshops and meetings electronically. COVID-19 has forced us to collaborate in ways that we wanted to try but have been held back by the thought that nothing can beat face to face. My team has been undertaking two water and sewerage strategic planning projects with a consultant, which originally included a combined 14 onsite workshops. Both projects

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started in January 2020 with the intent to be highly collaborative through face to face workshops.

In March 2020, as restrictions were introduced, we were forced to convert all workshops to electronic means (Teams or Skype for Business). In doing so we reconsidered the length of workshops, timing and style to suit the new format. Some of the changes included going from day long workshops to multiple one-two hour sessions, material issued prior to meeting to ensure that it was pre-read, and stakeholders brought in for required sessions (rather than all).

Is the way we work about to change forever?

This way of working is certainly here to stay with multiple benefits being realised, including: •M ore time efficient for consultants and council •P ositive impact on relationships due to more regular contact

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•D ecreased cost with approximately a three per cent saving on both projects •N o decrease in quality of work.

There is still place for face to face workshops. However, I no longer believe that good collaboration can only be achieved face to face.

Is your organisation resourced and ready for an infrastructure boom?

The possible infrastructure boom is not surprising and we have been able to prepare with the identification of projects that are ‘shovel ready’. There is a risk that the right projects are not funded. We need to find the balance between creating jobs and stimulating economies with ongoing maintenance and operating costs/benefits. This will be a challenge as we want to boost our community’s spirits through the recovery.

of the local projects were not managed by local companies.

We are hopeful this time around that more of the projects can be managed by local firms such as ourselves.

Benjamin Ash, Ambassador Civil Engineer, George Bourne & Associates What has been the biggest challenge for your council/ organisation?

I would say the biggest challenge for our organisation was ensuring that the workload remained consistent for all employees. At GBA, we look after many water and wastewater projects but some clients made the decision to postpone the majority of their capital works projects to ensure that that plant operators wouldn’t contract the virus. GBA had to co-operate with clients and act swiftly to ensure all staff could continue working as normally as possible.

Is the way we work about to change forever?

I believe that, if anything, the way we work will improve.

Contingency plans and emergency procedures may also be reviewed in case a project is forced into delays at no fault by either party. Already, we have seen COVID-19 procedures included in new contracts and this may continue under a different definition in the future.

I also think the way companies communicate with each other will improve. I have already seen this happen in-house at GBA – we have been able to communicate more efficiently and effectively with one another as we are all forced to use other communication platforms to continue the way we work.

Is your organisation resourced and ready for an infrastructure boom?

GBA is ready for an infrastructure boom. However, whether or not we will feel the effects of the infrastructure boom is unknown.

During the last boom, the impact on us was minimal as some

Garth Kath, Associate, George Bourne & Associates What has been the biggest challenge for your council/ organisation?

Keeping track of movement has been challenging. We have many staff that travel to and from remote and built up areas. It became a daily task to track staff and ensure we would not enable the spread of the COVID-19 virus if one of our employees were to be infected. Very remote shires were cautious in regard to where our employees had been prior to coming in contact with council staff. Our management team had to ensure we exceeded safety expectations.

Is the way we work about to change forever?

I believe Skype for business and Zoom are definitely here to stay in exchange for many face to face meetings. Working in the remote area of central west Queensland, we have travelled hundreds of kilometres to have a face to face meeting or an onsite meeting.

I believe that many onsite meetings will still be required to fully understand the gravity of a situation but daily, weekly and monthly group meetings in regard to project management or progress will definitely remain digital for us moving forward.

Is your organisation resourced and ready for an infrastructure boom?

I believe we are as resourced as we can be with many senior and long term staff members.

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SWQ BRANCH PRESIDENT’S REPORT For this Report, SWQ Branch committee members were asked to respond to three questions.

Andrew Johnson, Branch President CEO, Somerset Regional Council What has been the biggest challenge for your council/ organisation?

Responding to changing goal posts as the various level restrictions were put in place, while keeping staff calm in a period of unprecedented uncertainty.

Are you resourced and ready for an infrastructure boom?

Or has your workforce been depleted and you won’t be able to respond?

Not only is the Somerset Team ready, we have prepared the market to ensure they will be in a position to respond to quotes/ tenders when funding is made available. We have also largely maintained our construction activities during the pandemic by taking a risked based approach to ensure the safety of our staff and contractors.

Any other key point you would like to make.

Effective communication and a willingness to try new things have been key to being able to continue to deliver services to our community, from our librarians doing live story time via Facebook to live streaming audio of Council meetings to our field staff staggering start times and using electronic means to record attendance at morning toolbox meetings.

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Shelley Burchett, Assets Manager, Proterra Group What has been the biggest challenge for your organisation?

The biggest challenge for our business has been the isolation which comes with people working from home. In particular, our people with school-aged children needed to home-school their kids as well as do their day job. This has placed stress on people in this position as they try to balance work, schooling and

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home life. As an organisation, we have supported our people through daily check-ins and the redistribution of work as needed. This has helped our office team to remain connected and even strengthened working relationships as the team pulled together, supporting each other in an unusual and uncertain time.

Our field survey teams have had their own challenges, working away in regional and remote communities where fear of strangers sometimes permeates in small towns. We worked closely with our local councils to ensure that everything we did was as safe as possible and allowed council to continue their essential services with minimal disruption.

Our field teams have stepped up admirably to manage the challenge of working out in the field in the time of COVID-19.

The Proterra team on Zoom. Photo Shelley Burchett.

Is the way we work about to change forever?

As our business is focused around providing essential services to local government in regional areas, we don’t see major changes to the way we work.

Our office staff always had the ability to work from home and many did when they knew that they were more productive at home. The effect of COVID-19 has certainly removed any inhibitions that our people may have had about working from home and forced them to understand their own capacity to be productive at home and to develop strategies to cope with a distracting work environment. For office staff, we expect working from home will become more common and that our people will be more productive when at home. As our field staff generally work in teams of two, we don’t see major changes to how they work.

Is your organisation resourced and ready for an infrastructure boom?

Absolutely! Our business is definitely ready. Our people are more engaged than ever and keen to support our regional councils in any way we can.

We have continued to tender and win work over the last four months and consequently, we have employed more people to ensure that regional councils

can continue to deliver projects for their communities. Our hope is that state and federal governments roll out effective stimulus packages that put funds into the hands of regional and remote councils for the development of the critical infrastructure that councils need, increasing the employment of local people in regional areas.

Bring on the infrastructure boom!

Maddy Stahlhut, Ambassador Graduate Engineer, GHD Toowoomba What has been the biggest challenge for your organisation?

The biggest challenge for GHD has been the transition for a majority of staff to work from home in a relatively short timeframe. This meant nearly 10,000 people across the world using the same network remotely. While it was challenging, overall, my colleagues have embraced the change and have adapted accordingly.

Is the way we work about to change forever?

As far as the future is concerned, I believe the way we work will change, for example, allowing more people the ability to work from home. Before COVID-19, I was sceptical of the work from home concept but have found that once you find your groove, you can be just as productive as working in the office. I do think that the majority of people will return to the office, simply for social interaction. This is a big factor for me as I enjoy face-toface contact with my colleagues.

I think one benefit that will emerge from this period is that people who work in the city, in a company with regional offices, will have been exposed to what it is like to dial-in remotely and will have a greater understanding of the issues we face moving forward.

Is your organisation resourced and ready for an infrastructure boom?

GHD is definitely resourced and ready for an infrastructure boom.

Our day-to-day operations have not changed significantly since the pandemic started, and our global network is ready to deliver all projects which come our way.

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Luke Tanner, Manager Works, Goondiwindi Regional Council What has been the biggest challenge for your council/ organisation?

In the early stages of the response to COVID-19, the biggest challenge was the lack of clear guidance on how the workforce would be impacted.

In the early stages there was a lot of fear and speculation within the workforce about crews being shut down and having to exhaust their leave entitlements. To date, we have not experienced a positive COVID-19 case in our local government area and all works’ crews have continued operating while practising social distance. There have been minor impacts on availability of material, but nothing significant. As the state government response to COVID-19 progressed to border closures, that became our next biggest challenge. The Goondiwindi Regional Council has border crossings on nine maintained roads, four of which are state-controlled. Council’s border with New South Wales also joins three different NSW local government areas. The border closures have evolved over time, commencing with manned crossings on two major roads and signs which could be driven around (if you had an exemption) on the other roads. This then progressed to physical barriers on all but the major roads which do not allow any traffic to cross.

We now have a situation where two crossings are manned, two have physical barriers and five are controlled by smart padlocks administered by council and Queensland police to allow locals with a special permit to cross the border to conduct their operations.

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Road closures in Goondiwindi. Photo Luke Tanner.

Road closures in Goondiwindi. Photo Luke Tanner.

Is the way we work about to change forever?

I don’t think the way we work will change significantly.

There will be an increase in use of virtual communication technologies going forward but, overwhelmingly, the people I work with can’t wait to get back to meeting in person. We have learned a lot about video conferencing and working remotely in the last couple of months, but so much can still

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be lost without that face to face communication.

Is your organisation resourced and ready for an infrastructure boom?

Our organisation is not resourced for an infrastructure boom but we are watching this space with interest. One of the biggest infrastructure projects that will impact our region in the coming years is inland rail. We need to remain flexible in our resourcing to allow us to return to normal following any boom.

SEQ BRANCH PRESIDENT’S REPORT For this Report, SEQ Branch committee members were asked to respond to three questions.

Raad Jarjees, Branch President Technical Lead – Infrastructure, Cardno What has been the biggest challenge for your council/ organisation?

The biggest challenge is the slow economy and its impact on the private sector.

Is the way we work about to change forever?

Most definitely, life after COVID-19 will never be the same but in a positive way. COVID-19 has accelerated the following initiatives: 1.

Work from home was not widely accepted before COVID-19 but will be from now on.

Online meetings. Photo Raaj Jarjees.

Is your organisation resourced and ready for an infrastructure boom? If not, why not?

Cardno is a large international company and in a good position to respond well to an infrastructure boom.

2. Paperless workplaces and schools will become the norm sooner than expected.

3. The need for a face to face meeting will be challenged with an online meeting preferred in most circumstances.

Jo O’Brien, Senior Engineer, Tonkin

4. Reliance on products from other countries will diminish.

What has been the biggest challenge for your council/ organisation?

5. Holidays within Australia will be the first option before considering travel abroad for holidays.

6. Cultural changes will impact on future transport particularly planning for town centres.

7. Courses, conferences and training will mostly be done online without the need for travel.

The biggest challenge has been communication and sustaining our collaborative approach with clients. Without the ability to hold face to face meetings and workshops we have had to learn how to collaborate differently. In particular the loss of networking opportunities has been tough (not to mention missing out on all those networking breakfast mini-muffins!).

Is the way we work about to change forever?

Now we all know we don’t necessarily need to be in an office all the time to get the job done, office-hours flexibility is here to stay. We have been forced to hone our remote working capabilities and let our clients and colleagues into our homes through video conferencing. I’ve definitely seen more colleague’s cats in the past couple of months than I ever thought I would! The line between work and home-life has never been more blurred.

Is your organisation resourced and ready for an infrastructure boom?

We have seen a large amount of variability in how our clients are dealing with the pipeline of works as an outcome of a changed work environment.

There is now a large government infrastructure pipeline, however a ramp-up in private and mining sector involvement would also be needed for a real boom – we would love for that to happen.

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QLDWATER REPORT Dave Cameron CEO, qldwater

Hello all – hopefully you are starting to think about a return to normality after an odd few months. I look forward to having some positive distractions from the pandemic soon. qldwater has been corresponding with members and stakeholders through e-flashes and various other channels and I remain amazed at our industry’s capacity to respond to these crises and get the job done. Early on we were assigned a role by the Queensland Government to help facilitate research into supply chains and other issues impacting business continuity, as well as looking at critical staffing to aid our members manage through localised outbreaks if they occurred. While I hope that none of these things will be needed as we move towards recovery, we have collected a lot of useful information and been able to look at positive changes to the way we do business. I thought I’d spend some time in this edition describing some of these positives.

Information and resource sharing among members: This was both rapid and spectacular and we have a great knowledge base to draw on to help members address unexpected events in future. For now those resources are stored in our forums which are accessible through the COVID-19 page on our website. In future they will be incorporated into our resource library. We invested effort into making the COVID-19 forum a

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South Burnett Regional Council was so impressed by Unitywater’s message to reduce the risk of infection of its staff that it copied the initiative on their social media channels too.

Adam Branch from South Burnett Regional Council said the important message to ensure the safety of its staff when in public resonated with them.

At the time, their team was changing work procedures, with additional precautions in the workplace causing a fair bit of uncertainty and anxiety in the team. They used this as a much-needed morale building exercise by copying the photo as best they could. Adam said the lads got a bit of a laugh doing it…

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respected first port of call for information, focussed on credible sources.

New ways of communicating with members: At the time of writing, we have completed seven essentials webinars with a great response rate to each, the best achieving over 90 attendees. They have not just been through the live events – each video recording has had a heap of views with several members reporting using them for toolbox talks and other development opportunities with staff. One of the reasons we were able to rapidly deploy these resources is that we have been considering, for some time, running remote presentations for regional events when presenters have been unable to attend in person. These will continue for the foreseeable future, and there is likely to a regular webinar offering on an ongoing basis, as well as other online training initiatives. At this stage we expect our annual forum on 9-10

September to mark our return to physical events, however we may look at some sort of hybrid model.

Personal contact with members: We are normally pretty careful about bothering people unless asked, but have spoken to or at least attempted to speak to representatives from all qldwater members in the last month or so. This has led to a couple of dozen issues being raised (mostly unrelated to COVID-19) that we were able to help with. I also like to think we have successfully coordinated initiatives which may mean that members are receiving fewer unnecessary calls from well-meaning but timeconsuming others.

Increased collaboration: This has been evident particularly with the NSW Water Directorate and Water Services Association of Australia, and is necessary to manage the proliferation of committees and task forces.

Ultimately it also offers a chance

to share value with these associations for the ultimate benefit of our members.

General business improvements: We have been forced to transition to a new website, with support for the existing content management system ceasing soon. Hopefully a seamless transition will take place at the end of May, with new opportunities and new functionality, and the only imposition on members will be a simple password reset.

New ways of working: Our staff have been flat out for the duration and adapted to working from home quickly and well. Simple things like an enforced weekly meeting have been fantastic. Our people have been distributed for a while, and I think everyone has a stronger appreciation of what everybody else does, with lots of constructive suggestions and planning.

Essentials Webinar Series Whether in person or online, our events bring together our members, regulators and industry to network and exchange information through interesting and interactive sessions to help inform and influence qldwater priorities.

Our webinars are hosted on the GoToWebinar platform - if you are new to it you can download the GoToWebinar guide here.

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WHAT’S NEW IN THE KNOWLEDGE CENTRE? IPWEAQ Mini Conferences:

PWTV (Public Works TV):

Native Title Update

18 collections of audio-visual presentations covering a full range of professional development areas relevant to the public works sector. https://www.ipweaq.com/miniconferences

Implemented as a service to the sector during the COVID-19 crisis, these informative sessions will continue on a regular basis in the future. dd See page 20 for details of sessions delivered to date.

In March 2019, the High Court of Australia awarded the Ngaliwurru and Nungali Peoples in the Northern Territory $2.5 million dollars for losses and impairments of their native title rights. Since that watershed decision there has been significant movement in the native title space. Of the seven active registered compensation claims nationally, four have been registered since that decision, and two of these are in Queensland. The details and local authorities named in those four recent claims are listed below:

NAME

FILE DATE

LOCAL AUTHORITIES NAMED

Single Noongar Claim Group Compensation Claim

22/11/2019

This is a combined claim that includes over one hundred local authorities from the south west region of Western Australia.

Galarrwuy Yunupingu (on behalf of the Gumatj Clan or Estate Group) Compensation Claim

28/11/2019

This claim is on the Gove Peninsula in the un-Incorporated (Nhulunbuy) area, east Arnhem region of the Northern Territory.

Kooma People

18/12/2019

Balonne Shire Council, Maranoa Regional Council, Murweh Shire Council, Paroo Shire Council, all in Queensland.

Bigambul People

20/12/2019

Balonne Shire Council, Goondiwindi Regional Council, Toowoomba Regional Council, Western Downs Regional Council, all in Queensland.

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PEOPLE & CAPABILITY REPORT Nadia Marks Director, People & Capability People & Capability explained There are four key focus areas within the portfolio that address specific needs found at a macro level (the sector) and micro-level (individual professionals). As a peak industry body, IPWEAQ operates at a sector level in the development of campaigns and strategies. However, we encourage each reader to consider these four pillars in the context of their workplaces and what initiatives and practices could support your people and capabilities.

1. Inspire a pipeline of engineering professionals to consider a career in public works.

The Engineering the Future campaign focuses on analyzing the pipeline of engineers coming into our sector and creating solutions to promote public works as an exciting, diverse and esteemed career. The focus demographics are high school students, university students and early career professionals.

2. Assist regional and remote areas in Queensland in the attraction and retention of engineering professionals to meet community needs.

Every community needs an engineer and, with regional and remote employers facing challenges in attracting engineering professionals, we developed the Go West campaign.

3. Upskill public works professionals in nontechnical competencies to enhance professional capabilities.

The importance of non-technical skill development can’t be understated for engineering professionals working in the 21st century. The launch of the IPWEAQ Learning Hub has enabled professionals to access digital learning content alleviating the challenges of location, cost and time away from the workplace. The first learning pathways cover specific non-technical topics, delivered over ten weeks, that are relevant to professionals in their early, mid and senior leadership development. Two additional pathways for Men in Engineering and Women in Engineering are also available that focus on personal growth and development. More programs (technical and non-technical) are in the 2020 development pipeline to further support continuous professional development.

•M ake sense of new information (how they take in, absorb and process data).

•S olve problems (how they design and go through the process of exploring evidence, generating options, making choices, and managing risks).

•R espond to an unfamiliar situation (how they find confidence to move ahead in the face of ambiguity).

Given the complex, varied and challenging nature of the public works sector and the communities it serves, it stands to reason that a cognitively diverse group of professionals will have the greatest opportunity to be successful. Inclusivity relates to the practice of including people who might otherwise be excluded, or may face more significant challenges entering or remaining in the sector.

The Women in Public Works Engineering is one example of an inclusivity campaign.

4. Encourage public works to be a diverse and inclusive industry.

Diversity and inclusion are sometimes used interchangeably; however understanding the differences in meaning and how they may apply in the context of public works helps to develop appropriate supporting strategies. We consider diversity in the context of cognitive diversity rather than identity diversity. Cognitive diversity means the range of ways in which people:

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NEW STAFF MEMBERS

Scott Britton We are thrilled to welcome Scott Britton to the IPWEAQ team from 1 July. Scott will be known to many of you from his previous role as Acting Team Leader – Infrastructure, Economics and Regional Development at the Local Government Association of Queensland. He joins us as Director, Policy and Partnerships and we look forward to the contribution of his 15 years’ experience in state and local government, private sector and membership organisations. His track record in establishing and maintaining mutually beneficial partnerships, and leading teams to deliver intended outcomes will be particularly valuable given the impact of COVID-19 on the business environment going forward.

Scott has a Bachelor of Commerce (hons) from Griffith University, a Certificate in Executive Management and Development from the Australian Graduate School of Management, University of New South Wales and was named the Queensland Young Professional of the Year by the Chartered Institute of Logistics and Transport Australia (2006).

He is married to Nicola and they have three young children – Olivia (8), Elinor (5) and Samuel (18 mths). Outside work he enjoys camping and fishing, woodwork and Australian political history (particularly the early prime ministers).

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David Thompson

Naomi Carragher

Our team has also been boosted with the appointment of David Thompson as Industry Engagement Manager. We are pleased to be able to utilize his expertise in infrastructure, vocational education and training in both public and private sectors.

He has a range of qualifications including a Bachelor of Further Education and Training from the University of Southern Queensland (2002-06) where he received the Dean’s Award for Outstanding Achievement.

We also welcome Naomi Carragher to the qldwater team.

She will be the Project Support Assistant reporting to David Cameron and supporting the qldwater team from 6 July.

David writes, “My career includes 16 years combined experience in the general and civil construction sectors which led me towards adult education and then key roles with state-focused Industry representative organisations, and later to executive level positions in large organisations. I have held leadership/management roles for most of my career and I have found that the birth and resilience of a supportive and organic organisational culture is generated from the shared vision of all employees and that people are the wealth of organisations.”

“I am married to an amazing women and we have four wonderful children, the youngest finishing senior high school this year. I spend my down time developing a small piece of land on the Darling Downs and catching up with family and friends. I am looking forward to listening and working with the stakeholders of IPWEA and supporting the sector’s challenges and achievements.”

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Naomi joins us with over 13 years’ experience in a customer service company, including management of over 60 accounts, working with a team of graphic designers, copywriters and communications officers both nationally and internationally. She has experience organising and managing events, maintaining databases, working on marketing campaigns, and building and maintaining relationships with members and suppliers. We look forward to having her on board.

MEET THE TEAM - IPWEAQ

LEIGH CUNNINGHAM

NADIA MARKS

CRAIG MOSS

Chief Executive Officer  Leigh.Cunningham@ipweaq.com

Director, People & Capability  Nadia.Marks@ipweaq.com

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

MARK LAMONT

MONICA ROBERTSON

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

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

JOHANNA VANLING

KATE O’RIORDAN

DR LOUISE MARTIN-CHEW

Relationship Manager  Johanna.Vanling@ipweaq.com

Professional Development Manager  Kate.O’Riordan@ipweaq.com

Research & Media Coordinator  Louise.Martin-Chew@ipweaq.com

SCOTT BRITTON Director, Policy & Partnerships  Scott.Britton@ipweaq.com

DANEELE MCBRIDE

DAVID THOMPSON

Engagement Coordinator  Daneele.McBride@ipweaq.com

Industry Engagement Manager  David.Thompson@ipweaq.com

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MEET THE TEAM QLDWATER

DAVID CAMERON

DR ROB FEARON

RYAN COSGROVE

Chief Executive Officer  dcameron@qldwater.com.au

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

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

CARLIE SARGENT

DAVID SCHELTINGA

DESIRÉ GRALTON

Project Coordinator – Skills  Carlie.Sargent@qldwater.com

Manager, SWIM  dscheltinga@qldwater.com.au

Manager, Communications  dgralton@qldwater.com.au

NAOMI CARRAGHER

qldwater is a business unit of IPWEAQ

DR LOUISE REEVES Program Coordinator & Technical Writer  lreeves@qldwater.com.au

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Project Support Assistant  NCarragher@qldwater.com.au

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PRINCIPAL PARTNERS

ENTERPRISE PARTNERS

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SUBSCRIBERS PUBLIC WORKS TECHNICAL SUBSCRIPTION

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SUBSCRIBERS PUBLIC WORKS TECHNICAL SUBSCRIPTION

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CALL FOR PAPERS ENGINEERING FOR THE AUSTRALIAN NATIVE ENVIRONMENT The September issue of EPW will focus on the Australian Native Environment, its unique character and the innovative engineering solutions developed to support, sustain and manage the flora, fauna and environment of this continent.

Papers are invited that consider every approach to this issue – contemporary, historic and planning for the future. We are interested in the views of engineers and all public works professionals, and the embedded knowledge that frames this issue in Queensland. Please email a short synopsis for a paper to louise.martin-chew@ipweaq. com. We will be in touch to confirm word length. Deadline for final papers 15 August.

HOW CREATIVE IS ENGINEERING?

Live projects such as the McClintock Road Dedicated Fauna Underpass at Murrumba Downs were used to develop Moreton Bay Regional Council’s suite of Standard Drawings for Fauna Movement Infrastructure.

Images courtesy MBRC Submission, IPWEAQ Excellence Awards 2019.

Moreton Bay Regional Council’s suite of Standard Drawings for Fauna Movement Infrastructure.

Key stakeholders are the MBRC community and councillors. Their support was critical to the successful delivery of this project. Images courtesy MBRC Submission, IPWEAQ Excellence Awards 2019.

Gold Coast Light Rail Project, image courtesy McConnell Dowell.

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ENGINEERING FOR PUBLIC WORKS | JUNE 2020

The December issue of EPW taps into the debate about ‘how creative is engineering’? While the ‘creative industries’ are popularly identified as the arts (visual, performing and musical), engineering and science have generated the world-changing inventions that guide our lives.

Inventions include concrete, railways, and wifi. Every issue of EPW includes discussion of new ways engineers have improved the lives of their communities, however little attention is given to this fundamental work as creative endeavour. We want to hear from you with examples of creative engineering in your public works – activities, projects, and processes. Please submit a short synopsis about projects that may be current, historic and ongoing to Louise.Martin-Chew@ipweaq. com. Deadline for final papers 15 November.

Writing an article for the journal earns up to 45 CPD hours.

INFORMS. CONNECTS. REPRESENTS. LEADS.

ENGINEERING FOR PUBLIC WORKS

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

Our mission is to create a vibrant, vital, supportive community for those engaged in the public works sector which serves to enhance the quality of life for all Queensland communities.

We do this by advancing the skills, knowledge and resources available to those involved in the planning and provision of public works and services.

Our quarterly e-Journal, Engineering for Public Works is valued for its technical and industry-relevant content.

Publication dates

ISSN 2652-6050

Four issues per year: March, June, September, December plus the Excellence Awards Commemorative Book (February)

A N N UA L C O N F E RE N C E

F E ATURE A RTI C LE

RE G I O N A L RE PO RT

ME MB E R N E WS

f e ature a rti c le

me mb e r n e ws

r ep or t

s us tainability

ALL THE NEWS ON #IPWEAQ19

MBRC STORMWATER PIPE INSPECTION

WESTERN CAPE ENGAGEMENT

MEMBER PROFILE: BRIANNA BARNETT

Concrete Using Recycled Glass

MEMBER PROFILE: PETER HUGHES

IPWEAQ STUDY TOUR REPORT

THE APPROACH TO ENERGY SUSTAINABILITY

3 days, 4 tech tours, 12 streams, 36 papers and 50 exhibitors.

It’s just over a month away – find out what’s happening at #IPWEAQ19 in October. p.14

How Moreton Bay Regional Council have been using CCTV to proactively inspect their stormwater pipes for over 10 years. p.34

Craig Moss reports on his recent trip to western Cape York with LGAQ to engage with indigenous and remote councils. p.38

Meet Brianna Barnett, Senior Works Manager at Western Downs Regional Council.

Brianna talks about her career in civil construction. p.52

A look at field trials by Cairns Regional Council of concrete using recycled crushed glass as a fine aggregate replacement.

We meet Peter Hughes and he shares stories drawn from his long and memorable career in public works engineering.

Ashlee Jesshope reports on the IPWEA Study Tour to the Smart City Expo World Congress held in Barcelona.

Peak Services investigate the need for a holistic approach to energy sustainability.

p.18

p.28

p.40

p.54

ENGINEERING FOR PUBLIC WORKS

ENGINEERING FOR PUBLIC WORKS

Artwork and editorial due by the 15th day of each month.

Why advertise in EPW?

www.ipweaq.com

ISSUE No.15

ISSUE No.14

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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.

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

New Zealand 186

India 123

UK 109 3556

Top 5 countries reading EPW:

Performance:

Distribution:

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

Contact Relationship Manager Johanna.Vanling@ipweaq.com

07 3632 6803

   www.ipweaq.com

www.ipweaq.com