EPW December 2018

CO NF ER E NC E feat ur e F EATU RE ARTICLE me mbe r n e w s c a s e s t u dy

CATCH UP ON #IPWEAQ18

GC2018 TRANSPORT LEGACY

MEMBER PROFILE: ALTON TWINE

Assets & development compliance

All the coverage from the IPWEAQ Annual Conference – from attendance statistics, to social photography, to technical papers and beyond. p.15

Winner of the award for Best Paper presented at #IPWEAQ18, Matthew Tilly outlines the transport legacy of the 2018 Commonwealth Games. p.18

Meet Director of Transport and Infrastructure for the City of Gold Coast and IPWEAQ’s 2018 Engineer of the Year, Alton Twine. p.32

Sunshine Coast Regional Council look at the importance of adequate development compliance from an asset managers perspective. p.66

ENGINEERING FOR PUBLIC WORKS

ISSUE No.12

www.ipweaq.com

CONTENTS ENGINEERING FOR PUBLIC WORKS | DECEMBER 2018

»»Conference Feature: »» »» »» »» »» »» »» »» »» »» »» »» »» »» »»

#IPWEAQ18 in numbers.........................................................p 15 A2K Technologies Welcome Function................................p 16 Best Paper: Transport Legacy of GC2018.........................p 18 Panel Discussion: Useful Life.............................................p 24 Premise Gala Dinner & Excellence Awards......................p 26 Paper: Earthquake Infrastructure Assessment............p 38 Supporters and exhibitors................................................p 46 Principle Partner Komatsu................................................p 48 The Great Debate..................................................................p 49 NATIVE TITLE SESSIONS...........................................................p 52 Paper: Extended Stockpile Working Times.......................p 55 The Futures Challenge........................................................p 58 EJ Closing Function..............................................................p 67 Paper: Asset Management Development Compliance.....p 68 Paper: Infrastructure Law and Practice.........................p 88

»» »» »» »» »» »» »» »» »» »» »» »»

President’s Report.................................................................p 6 President’s Charity...............................................................p 9 Community News...................................................................p 10 CEO’s Report..........................................................................p 12 IPWEAQ Constitution............................................................p 14 Member Profile: Alton Twine.............................................p 34 Mayor’s Message: Kowanyama Aboriginal Shire.............p 50 Next Generation: Maddy Stahlhut.....................................p 64 YIPWEAQ Report: Joshua Flanders......................................p 76 Portfolio Report: Technical Products.............................p 94 Portfolio Report: Professional Development.................p 96 Portfolio Report: Knowledge Centre...............................p 97

»» »» »» »»

SEQ President’s Report........................................................p 78 NQ President’s Report.........................................................p 80 SWQ President’s Report.......................................................p 83 CQ President’s Report..........................................................p 86

»»COMMUNITY NEWS:

»»BRANCH NEWS:

»»QLDWATER NEWS

»» qldwater News...................................................................p 100 »» Infrastructure Cliff.........................................................p 102 Engineering for Public Works | December 2018

COMING UP NEXT QUARTER EVENTS: President’s Breakfast Brisbane, 8 February 2019 SWQ Branch Conference Gatton, 7 - 8 March 2019 TRAINING: January Bridge Inspection Workshop (Levels one and two) Melbourne, 29-31 January 2019 February Queensland Urban Drainage Manual Workshop Rockhampton, 13 February 2019 Gold Coast, 27 February 2019 (condensed workshop) Road Safety Audit Workshop Brisbane, 19-20 February 2019 Road Safety Audit Refresher Workshop Brisbane, 21 February 2019 March Bridge Inspection Workshop (Levels one and two) Brisbane, 12-14 March 2019

editor's note I can hear a collective sigh of relief as 2018 draws to a close.

What a big year! – both for the IPWEAQ community and the broader public works sector.

All states and territories across Australia have recorded positive population growth again this year, and with this growth comes increasing demands on our public infrastructure.

Infrastructure Australia’s latest report, Planning Liveable Cities A place-based approach to sequencing infrastructure and growth, states that Australia’s population will grow by 11 million people in the next three decades and 80% of this growth will take place in the five largest cities.

Current planning and sequencing practices will need to adapt to support this growth.

The report found that while each of those five cities is unique – having different geographies, planning systems, infrastructure networks, and rates of growth – there are six common challenges when sequencing infrastructure and housing: • F inding 1: Infrastructure delivery is struggling to keep pace with rapid population growth and change. Our largest cities are ‘playing catch up’ in delivering infrastructure to support population growth.

• F inding 2: Australia’s three-tiered governance structure can make it challenging to consistently deliver liveable places. Different levels

of government have different responsibilities and priorities for delivering and maintaining infrastructure in our cities, which can lead to fragmented decisionmaking and investment.

• F inding 3: Sector-led infrastructure planning can lead to uncoordinated outcomes for communities. Governments are structured to deliver sectoral outcomes, such as transport, education, and health services, rather than ‘place’ outcomes.

• F inding 4: Communities are increasingly disappointed by their experience of growth.

Communities are understandably resistant to growth when they witness development that is poorly designed and not accompanied by commensurate increases in infrastructure.

• F inding 5: Our infrastructure funding mechanisms have not kept pace with growth. There are limitations with the current funding mechanisms for timely delivery of local and state infrastructure • F inding 6: Governments and industry lack a shared understanding of the capacity of different infrastructure networks.

Governments and industry differ in their understanding of the current quality or performance, and projected growth and capacity across infrastructure networks in our cities.

The challenges our sector faces are immense. Some of these issues

and concerns, and Queensland’s innovative policy and project responses, were explored at our annual conference. #IPWEAQ18 brought together 480 public works and infrastructure professionals from both the public and private sectors to listen and learn, discuss and debate, and to openly connect and share experiences.

The feedback from delegates, speakers, exhibitors and sponsors has been phenomenal. Thank you all for taking the time to share your experiences. This issue of Engineering for Public Works journal highlights coverage of #IPWEAQ18.

For those of you who were unable to attend the conference, you can still enjoy the conference videos and PowerPoint presentations. The conference proceedings including all plenary, keynote presentations and all sessions in all streams is available for $600 (members) and $900 (non-members). Subscribe online You can also keep abreast of developments in our community and our sector through our social media channels: LinkedIn | Facebook | Twitter In the meantime, thank you for your support in 2018. We’re looking forward to an even bigger and better 2019!

Belinda Smith Editor

Engineering for Public Works | December 2018

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Partner Program ANNUAL CONFERENCE

One booth and priority allocation for position before non-Partner exhibitors. (value $4,000).

BRANCH CONFERENCES

Opportunity to exhibit at up to four branch conferences. Note: due to the size of some regional venues, it may not be possible to accommodate all Partners at each event.

If we are unable to offer a trade display, we will ensure you still have a presence as a sponsor/Chair of a session or in some other way. Priority will be given to Principal Partners (guaranteed) then Partners before non-Partner exhibitors.

Upgrade to Principal Partner for greater exposure...

plus O pportunity to host a Tech Tour for the SEQ Technical Series - due to limited opportunities, this is exclusive to IPWEAQ Partners.

D iscounted rates to purchase IPWEAQ technical products including Standard Drawings, Complete Streets, QUDM etc.

T wo delegate registrations to the IPWEAQ annual conference including access to the conference proceedings (podcasts) (value up to $3,600).

Y our employees may attend IPWEAQ events at member rates including the IPWEAQ annual conference and branch conferences.

T wo delegate registrations for each branch conference per financial year (value up to $2,800).

Y our logo is displayed in the front pages of every issue of Engineering for Public Works.

A branded community in the IPWEAQ Knowledge Centre 'Technical Products & Services' where you can add videos, product guides, media releases, photos and other promotional materials.

Y our logo on our website linked to your website.

 1 0% discount on all sponsorship opportunities at the IPWEAQ annual conference and branch conferences and other IPWEAQ events including the roads symposia, Australian Engineering Week, Global Day of the Engineer etc.

Y our logo on our conference websites and our conference App linked to your website.

A double booth and priority position at our annual conference and a guaranteed trade display at branch conferences. B randing/sponsorship of an excellence award including your logo on the trophy and presentation of the award on stage. C hair a stream or plenary session at the IPWEAQ annual conference. T able for 10 at our annual excellence awards gala dinner. B randing of the IPWEAQ Knowledge Centre with banner.

O ur IPWEAQ Partner logo for use on your website, marketing collateral etc.

O ne-half page advertorial in any issue of Engineering for Public Works.

W e invite you to share your content on our social media platforms including LinkedIn, Facebook and Twitter.

Y our logo in a prominent position on our website linked to your website.

Partner | $7,700 (plus GST) | Value $12,000

$12,800 (plus GST) Value $22,000

IPWEAQ PARTNER PROGRAM

Engineering for Public Works | December 2018

5

PARTNERS

IPWEAQ

Engineering for Public Works | December 2018

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president’s Report 2018 has been an incredible year for us. We continue to go from strength to strength with a vastly improved financial position (profit $128,000 this past financial year) and continued growth in membership (20%) and almost 50% growth in YIPWEAQ members. This latter statistic is obviously critical as we need a steady stream of confident, capable young professionals to continue to build on those foundations that were laid for our Institute in Rockhampton back in 1970.

And it is with this eye on the future and how we will remain a relevant and thriving community that we now turn our attention away from the structures we work with on a day to day basis, to the corporate structure that will support IPWEAQ for years to come.

That new structure is proposed is a Company Limited by Guarantee with a constitution consistent with that structure. We will ask you, our members, to review the proposed new constitution and let us know of any issues you would like addressed. We have allowed seven months for consultation with you and invite you to either complete the form on the website if you have a query or contact our CEO, Leigh Cunningham directly.

The Board has devoted a considerable amount of time

With City of Gold Coast Mayor Tom Tate, who officially opened the 2018 IPWEAQ Annual Conference.

reviewing every clause in this constitution and we’re confident that it is concise, will be easy to administer, and offers us the flexibility to change direction when circumstances dictate. We all know the impact that change has on us today and how relentlessly it forces us to find new ways of thinking and doing. For more information please refer to the constitution report on page 14.

We will convene a General Meeting of members in Rockhampton – back where it all began – on Friday 10 May 2019 to move us into this new chapter of the Institute’s history.

Engineering for Public Works | December 2018

Another major project continuing to make progress is the proposed new Street Design & Planning Manual (SPDM). This new publication has been well received by stakeholders across industry with representation on the Steering Committee reflective of how much need there for such a publication. We’re also delighted to be collaborating with the state government – the Department of State Development, Manufacturing, Infrastructure and Planning – on sections of the Manual. An MOU is in progress.

I’d like to take this opportunity to thank Trevor Parminter, SPDM

7

Catching up with Councillor Adam Hain (Moreton Bay Regional Council) at the Under 35s welcome luncheon.

IPWEAQ Board members including Gerard Read on hand at the Under 35s Welcome Luncheon.

Project Manager since April who now retires owing to health issues.

Thank you, Trevor, for your drive and enthusiasm for the project.

And we are delighted to announce that Premise Engineering have kindly volunteered the services of one of their senior project managers, Elizabeth King to take on this role. Liz comes to us with a strong background in land development, civil engineering, communication, negotiation and local government, all of which will be of great value to the project.

Prior to joining Premise, Liz was the Principal Development Engineer at Moreton Bay Regional Council.

Finally, thank you to everyone who joined us for the 2018 IPWEAQ Annual Conference on the Gold Coast. It was a huge success with 485 conference participants who, together, created a great atmosphere and sense of community. The Excellence Awards gala dinner and ceremony showcased what we can achieve for Queensland communities.

The people awards are also critical to our sector to acknowledge individual contributions. I don’t wish to single out any of our five winners for special attention however it is important to reiterate why we continue with an award for Woman in Engineering. While a woman can be nominated and win the Engineer of the Year award, the particularly low numbers of female engineers in our sector means we do need to continue with this award for a few years yet. Only 15% of engineering graduates are women and by the time women in the industry are in their 40s, this is reduced to 2%. With such a low number of women in the industry, it is critical that we celebrate our successful women.

I feel very proud and privileged to have been your president for the past year. Thank you for your support and thank you for continuing to make IPWEAQ something special for all of us.

Enjoy Christmas and the New Year and I look forward to seeing many of you – in person and online – at the 2019 President’s Breakfast in February.

Seren McKenzie President

Engineering for Public Works | December 2018

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PRESIDENT’S

BREAKFAST

IPWEAQ appreciates the valuable contribution of our Partners and Supporters to the public works sector in Queensland.

Please join the IPWEAQ President, board members, staff and VIP guests at this members’ only event to celebrate the ongoing success of these partnerships.

Friday 8 February, 7.00am - 9.00am Captain's Room, The Pavilion, Allan Border Field 1 Greg Chappell Street, Albion Cost: $50 plus GST Register now at: 2019 President's Breakfast In support of the President’s Charity

PRESIDENT’S CHARITY

MS QUEENSLAND Engineering for Public Works | December 2018

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PRESIDENT’S CHARITY

We were fortunate to have Col Chandler as artist in residence at the 2018 IPWEAQ Annual Conference (#IPWEAQ18) on the Gold Coast in October!

Col was on site during the conference putting the final touches on ‘V2’ which he then generously donated for us to auction at the IPWEAQ Excellence Awards and Gala Dinner.

Col began painting seascapes over 45 years ago. His work is held in private collections internationally and the Beach Boys chose his art ‘Cold Wave’ to be the backdrop for their 2016 world tour.

Not only is Col a passionate artist, he is an equally passionate surfer having surfed around the world. He also lives with MS. Col had our guests in stitches and inspired, as he shared stories about his art, his passion for adventure and living with MS during his presentation at the gala dinner.

Col’s amazing artwork went under the hammer for $3,800 and with the support of McCullough Robertson, who came on board as our charity auction sponsor, we raised close to $5,000 at #IPWEAQ18. Thanks to all conference participants who contributed.

This brings the total funds raised for MS Queensland this year to $11,618.70. Thank you, everyone!

Artist in residence, Col Chandler meets Sarah Hausler and Matt Bradbury from McCullough Robertson.

Auction excitement from the crowd at the Gala Dinner.

As an ambassador for MS Queensland, Col impressed and inspired us.

MS Queensland’s Natalie Walsh and Clancy Feuerriegel with IPWEAQ President Seren McKenzie.

About MS Queensland Multiple sclerosis (MS) is one of the most common diseases of the central nervous system. It may affect the brain, spinal cord and optic nerve and impacts more young people in Australia than any other chronic progressive neurological disease.

Over 25,600 people in Australia have MS, including 3,700 Queenslanders, and it affects each person differently. On average more than 10 Australians are diagnosed with MS every week.

For the past 60 years, MS Queensland has provided care and support to Queenslanders living with MS, and more recently, other chronic, progressive neurological diseases.

Engineering for Public Works | December 2018

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community news

Support for Queensland bushfire-affect communities Thank you to everyone who contributed in saving Queensland communities from more than 100 bushfires that raged for two weeks.

On behalf of our members, IPWEAQ has made a small donation to the Queensland State Emergency Service (SES), which performed a critical service during

these difficult times. What you may not be aware of is that the SES is an NFP with approximately 6,200 active and unpaid members who perform a diverse range of functions to respond to local, state and national disasters and emergencies. Donations help to provide essential equipment that assists volunteers in performing the many and varied functions that are required by their communities.

For more information on the SES or to make a donation personally, you can head to the SES website.

To our colleagues now dealing with the loss and damage to critical infrastructure and services, please do let us know if you need any assistance. Our community is ready and able to help.

Key appointments Following an extensive national search by McArthur, Ricki Bruhn has recently been appointed as CEO at Winton Shire Council.

With 36 years local government experience and a strong background in finance and accounting.

Strategic agreement with AAPA On 26 October 2018 IPWEAQ CEO, Leigh Cunningham, signed a strategic partnering agreement with the Australian Asphalt Pavement Association (AAPA).

The aim of the partnering agreement is to drive enhanced safety practices; educate and inform on best pavement management practice and engineering treatment selection; improve sustainability practices in both engineering pavement materials and our people; and establish the right treatments and specifications for local government roads.

Engineering for Public Works | December 2018

Congratulations to Christopher Gray who has been appointed General Manager at Scenic Rim Regional Council. Chris has significant experience and expertise as he was previously Works Manager and has been acting in the General Manager role since Patrick Murphy went on extended long service leave. We wish Chris all the best in his new role.

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We were pleased to attend the opening of Wagners new wharf at Pinkenba in November. Leigh Cunningham, Craig Murrell and Belinda Smith were in attendance for the celebrations.

The Pinkenba Wharf is the world’s first Fibre Reinforced Polymer (FRP). Great to see such innovation coming out of Queensland.

Congratulations, Wagners!

Celebrating a lifetime partnership We are pleased to announce that Ian McMurtrie (B.Tech (Civil), MIE Aust, CPEng, FIMEA, RPEQ Civil) of McMurtrie Consulting Engineers (MCE) in Rockhampton has become a Life member of IPWEAQ. Ian has been a huge supporter of IPWEAQ as a member for 36 years and a Fellow, and he was essential to the establishment of the CQ branch.

New Members in 2018-2019 • Sarah Atif • David Evans • Adebayo Bayooke • Cate Fennell • Alan Beattie • Luke Ferguson • Caitie Becker • Jeremy Fredericks • Damion Beety • Giorgio Giaroli • Amy Bernier • Ananda Gunawardana • Craig Bindoff • Geoffrey Hamilton • Mario Brischetto • Daniel Hazelman • Samantha Brown • John Htet • Steve Bryan • Sudershan Kanthakadi • Ryan Butler • Simon Kealley • Richard Bywater • Justin Kronk • Brad Carey • Zaccheus Leong • Jeremy Cox • Robyn Letts • Adelaide Dadic • Mark Lu • Seth Docherty • Glen Luscombe • John Egan • Rudy Martignago

Ian, Managing Director and Senior Civil Engineer at MCE has over 40 years’ experience in the varying facets of civil engineering and has worked extensively with State Government departments, local governments authorities and private clients throughout central and regional Queensland.

Congratulations, Ian! And welcome to a very select group of people holding lifetime membership with IPWEAQ.

• Vili Masibilo • Sam Mccarthy • Benjamin Mcgloin • Rob Mcilwraith • Michael Mihelakis • Jeff Miles • Braiden Mulder • Steven Murnane • Matthew Murphy • Truong Nguyen • John Oppes • Marta Parkinson • Allan Parry • Leanna Patterson • Chris Pickford • Ray Plasto • Adam Porter

• Jay Power • Rajabu Rashid • Beau Reichert • Jason Ryan • Anna Scott • Darcy Simpson • Alpesh Solanki • Lindsay Stafford • Madison Stahlhut • Andrea Taft • Dan Toon • Haydn Watson • Janaka Weerasinghe • Renee Wise • Ying Wu • Amanda Yeates

Engineering for Public Works | December 2018

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CEO’s Report Wow - what a year. We could not have crammed another moment into it and with 480 delegates at the IPWEAQ Annual Conference on the Gold Coast, we believe we can now lay claim to delivering Australia’s premier public works event.

Over the past year, more than 2,000 delegates have attended an IPWEAQ course, conference or symposium and already, courses scheduled for December have been fully booked. Our Professional Services program has expanded in every possible way thanks to the expertise and tireless efforts of Craig Moss, our Director Professional Development. When I say that Craig works tirelessly for us, it doesn’t begin to explain the extent of Craig’s contribution.

Craig has completely overhauled our professional development program which now responds to specific areas of need as an organisation focussed on its industry and stakeholders should.

We have rolled out six new programs this year with five more in development.

Since the departure of Ross Guppy, Craig has also taken on technical products overseeing Standard Drawings and the further progression of ADAC, a high priority for us in 2019. The interest in ADAC is coming to us from everywhere and it is constant. The potential of ADAC is enormous but we’ve been slow to take advantage

of it. We expect to change that over the course of the next year.

We’ve also delivered our most profitable financial year in over 10 years with a net profit of $128,000 (the best result in the IPWEA Group) and we look set for more growth in 2019-2020 with more initiatives to roll out.

Those initiatives include the new native title and cultural heritage portals designed to help councils, utilities, mining companies and agricultural land owners navigate the complexity of native title and cultural heritage compliance.

I am astounded by the work Mark Lamont has undertaken developing the process flows for these tools and working with developers to convert this into a user-friendly app. This is a very complex area of law which Mark has become accomplished in, in a record period of time.

Subscriptions for the first ½ year access to the new portals will open in January with early-bird discounts and further discounts available for our 37 PWTS councils.

By now you would have seen a number of our new IPWEAQ videos thanks to our Director, Marketing & Communications, Belinda Smith. We all receive a vast amount of information we need to read every day so it is refreshing to have some information delivered in a concise and entertaining video. Additionally, this year, we have video recordings of all

Engineering for Public Works | December 2018

our presentations delivered at #IPWEAQ19. The proceedings/ videos are available for purchase if you were unable to attend the annual conference.

You will also have noticed changes to our journal under Belinda's influence. This publication is critical to the Institute and to our sector it documents our history and the issues our industry addresses at various stages. We hope you enjoy it and find value in its content.

We are already in planning mode for 2019 which kicks off early with the President’s Breakfast, Friday 8 February. The Breakfast is an opportunity for us to thank those who have supported us throughout the year – our Partners and sponsors and of course, our members. This is a membersonly event but we appreciate that it would be difficult for most members to travel to Brisbane for a couple of hours so we would like to bring the Breakfast to you. We have satellite breakfasts planned for Goondiwindi, Townsville and the Gold Coast with a few other destinations in progress. Please let us know if you are able to host a breakfast to network with your peers in person and across the airwaves.

As mentioned in my previous Report and in this issue’s President’s Report, we have drafted a new constitution to support a proposed new structure as a Company Limited by

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Conference MC Michael Pascoe kept us entertained and on time at the Gala Dinner and Excellence Awards.

The IPWEAQ team getting ready for registrations!

A great night at the Excellence Awards and Gala Dinner with Stuart Darby (McBerns) and Paul Thompson (Saferoads).

Guarantee – as an organisation, we are progressing to the next level. Please take the time to read the new constitution and to ask any questions you may have. It is important that all your concerns are well considered and addressed. We’ll then invite you to join us for a General Meeting in Rockhampton (in person or by proxy) on Friday 10 May 2019 to adopt the new constitution and structure.

If we thought 2018 was a whirlwind year, our plans for 2019 will quickly overshadow it. At least we have formidable teams prepared for making the most of every opportunity. And Dave Cameron, our CEO for qldwater will be particularly renewed after a six week holiday to England and Germany.

A special thank you to all members of our staff – in engineering and

in water – for their invaluable contributions to our industry over the past year. We’ll enjoy a wellearned rest over Christmas and be back better and stronger for 2019.

Thank you all for being a part of our community. It is a privilege to be working for you.

Leigh Cunningham Chief Executive Officer

Engineering for Public Works | December 2018

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PROPOSAL TO CHANGE OUR STRUCTURE AND CONSTITUTION

SPECIAL REPORT IPWEAQ CONSTITUTION

What is a constitution?

The constitution sets out the rules that govern the operation of the Institute for the benefit of its members. It is a contractual obligation between the Institute and each member and between members.

Why do we need a new constitution?

The Institute is currently an incorporated association under the Associations Incorporation Act 1981. The Institute is also a registered charity with the ACNC (Australian Charities and Not-forprofit Commission).

An incorporated association is considered an inferior corporate structure to a Company Limited

by Guarantee (CLBG). It is suitable for small associations and start-ups which may not have the capabilities or resources to adequately manage its own affairs. As a result, ultimate authority for determining the rules that will govern members and their Institute rests with the CEO of the Office of Fair Trading.

As a CLBG under the Corporations Act, the authority to determine the rules that govern the Institute, will belong to its members.

When a CLBG is a charity, its main regulator becomes the ACNC and less complex laws apply because various provisions in the

Corporations Act switch off for registered charities that are CLBGs. Because we are changing our corporate structure, we are not amending the current constitution but replacing it with a brand new constitution with clauses suitable for a CLBG. Very few rules in the current constitution continue in the new constitution unchanged.

There are a number of prescriptive rules in the current constitution which restrict the ability of the Institute to adapt to changing circumstances for example, categories and definitions of membership which under the new constitution can be amended from time to time by the Board.

Note however, that members have the right to veto Board decisions in a General Meeting under the new constitution [Clause 42(c)] There are some rules in the current constitution that attempt to usurp the authority of the IPWEAQ Board to make decisions for IPWEAQ members and there are some rules that attempt to usurp the authority of members to determine the rules that will govern their institute. We have removed these rules and other void or inoperable rules.

Our constitution has not been updated since 2006 and owing to various ad hoc amendments over the years, there are a number of conflicting rules and others that

Engineering for Public Works | December 2018

don’t respond to the needs of a modern organisation eg postal voting rather than electronic voting.

More than 48 years ago on 7 October 1970, Geoff Wilmoth chaired a meeting in Rockhampton of shire engineers keen to establish an association to advance the interests of those working in local government. We will return to Rockhampton 9-11 May 2019 for the CQ Branch conference when we will also hold a General Meeting of members to consider and adopt our new structure, a Company Limited by Guarantee, and our new constitution.

Our new constitution is on our website for you to review together with our current constitution (2006) for comparison. There is a form for you to ask questions or please email me directly.

If you are unable to attend the General Meeting in Rockhampton in May 2019, please cast your vote by completing the Proxy Form on our website.

I look forward to discussing the new constitution with you.

Leigh Cunningham Chief Executive Officer

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#IPWEAQ18 IN NUMBERS Days

Conference attendance

480

20.5% Female

3

80.5%

Papers

Male

Member attendance

380

29%

+

(*Includes 7 staff members and 102 Exhibitors)

Members

36

-

71%

Non-members

Tech Tours

4 Meals

3,350

Beers

Wines

1,684

239

YIPWEAQ attendance

38

58%

+

-

42%

YIPWEAQ Members

Non-members U35

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Engineering for Public Works | December 2018

16

We are thrilled to welcome our friends at A2K Technologies back again as an IPWEAQ Principal Partner.

This year we are also especially thankful for their generous sponsorship of the IPWEAQ Annual Conference Welcome Function. The Welcome Function sets the tone for the entire conference and it’s fair to say that as we prepared to welcome the first of 485 conference participants on a wet and windy night at the Marriott on the Gold Coast, we could already feel the buzz building. Thank you Hari Wijeratne, Scott Ferguson and A2K Technologies for facilitating this wonderful opportunity for the those in the public works community to catch up with colleagues and clients, and make new connections. We look forward to welcoming you back at #IPWEAQ19!

Engineering for Public Works | December 2018

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GO To promo.a2ktechnologies.com.au Engineering for Public Works | December 2018

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transport legacy of GC2018

#IPWEAQ18 BEST PAPER Key facts

Matthew Tilly Matthew Tilly has worked with the City of Gold Coast since 2012, overseeing delivery of the City’s Gold Coast 2018 Commonwealth Games transport program, as well as Stage 1 of the Gold Coast Light Rail system. He has been Manager of Transport & Traffic since 2016 and has an amazing team of around 150 staff.

Background The Gold Coast 2018 Commonwealth Games (GC2018) was the biggest event held in Australia in over a decade. The City of Gold Coast transport responsibilities for GC2018 were to get the transport network ready to facilitate the required Games overlay (including significant capital and maintenance upgrades) and then – most importantly from the City point of view – keep the Gold Coast moving during the event.

Scale of the GC2018 task.

The need The City-led GC2018 Travel Demand Management (TDM) program was driven by network data and intelligence to support capacity creation through travel behaviour change and management of the transport task.

Transport modelling using EMME and AIMSUN platforms identified that to successfully operate the network during Games, TDM was

Engineering for Public Works | December 2018

required to influence 30 per cent of all background trips made each day of GC2018 (equivalent to approx. 733,000 trips on the network per day).

This level of change was dependant on the successful promotion of active travel options, the ability to provide alternate options for background trips during Games and the uplift of public transport options such

19

Matt receives is annual conference Best Paper award from Craig Murrell (IPWEAQ Vice President).

real-time to maintain situational awareness • ability to retain control over assets and resources Travel behaviour change choices.

as increased bus, heavy rail and light rail services. To support the background demand and ease the expected increased pressure on the road network, TDM needed to influence 100% of spectator travel (using public transport, active travel or dedicated Park ‘n’ Ride options).

The challenge The ability of a regional city with an immature public transport system, limited road capacity and where almost 90 per cent of trips are made by car to deliver an event of this magnitude was considered a significant challenge from the outset. Major changes to the transport network were essential to accommodate seven million trips and the expected 1.5 million spectators across the 11 days of competition. The temporary network changes included over 150 road closures,

lane closures, road events, changes to freight operations and parking.

The objective to influence background trips to re-time, remode, re-route or reduce by 30 per cent was a significant task; particularly within a capacityconstrained environment and a heavy emphasis on trip reduction.

It was the highest TDM target of previous Games cities including Glasgow 2014, which achieved around 25 per cent and London 2012 at around 20 per cent.

The implementation The complexities of operating the transport network during GC2018 in a multi-agency environment were managed through the delivery of a C3 (command, coordination, communication) structure that facilitated: • timely decision making • provision of information in

Review of the road network functional hierarchy focused on the modal priorities associated with Games-time operations.

Both Queensland Department of Transport and Main Roads (TMR) and City-owned assets formed the: • Games Route Network • Games Arterial Network • Local Road Network • Active Transport Network • Freight network • Games-Time Public Transport facilities Planning and delivery of infrastructure upgrades, temporary changes to network operations and temporary overlay supported the modal priorities associated with Games-time operations.

In a Games first, a multi-layered interactive map showing travel impacts was developed by the City to deliver the complex transport message for GC2018.

The interactive map was a bespoke

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tool showing the likely ‘busyness’ across the Gold Coast for every hour and every day of GC2018.

The tool allowed the user to scroll between diurnal phases of the network, providing key information such as: • how busy public transport would be at key times • where and when key road congestion was likely to occur • venue specific information.

The interactive map was an holistic tool providing the ability to plan ahead and understand all of the Games impacts to the network, hour-by-hour, day-by-day and consider alternate times, modes and routes in which to travel.

The map was supported by the strategic narrative that was developed as the single source of truth confirming the expected GC2018 transport impacts and the travel advice for background users (those that live, work and play in the area but are not going to the Games) so they could make the most of the Games period.

This narrative supported the key objectives of the GC2018 TDM program and the Get Set for the Games marketing, communications and engagement activities. Different elements of this core document were used across multiple communications channels up to and during the Games and were reviewed with results of travel survey research.

The Games-time role of TDM was crucial to support real-time messaging and provide support and travel information to all relevant stakeholders including Games-time spectators and visitors and Gold Coast residents and businesses forming the

GC2018 Travel Demand Management Business Engagement.

Background Demand. It involved: TDM Hub • provided outward facing, holistic TDM and real-time information Business Engagement Hub • dedicated call centre providing specific travel information for Gold Coast businesses, including specific support for the freight industry and internal City staff • first of its kind ever operated for Games Benefits of providing travel advice/support • proactively manage relationships • using a variety of methods to distribute information (emails, phone calls, daily bulletins, website, social media) • ability to provide the latest travel advice (daily updates) and state of the network • ensuring that background users are using alternate travel options

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to reduce the impact on the network • keep the city moving The results The TDM program was successful in achieving the requisite change in travel behaviour with significant shift in re-timed trips, public transport and active transport.

The largest ever business and industry engagement program in Queensland was delivered, resulting in unprecedented local use of public transport.

The increase of public transport use during GC2018 was unprecedented across the city and set the standard for future events.

In the face of considerable barriers, the achievement of a 35 per cent change in travel behavior through a comprehensive TDM program based on network data and intelligence was considered extraordinary.

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GC2018 Travel Demand Management – Business Engagement Outcomes.

More than seven million estimated trips were undertaken from 4–15 April and more than 5.5 million of those were made on the public transport network. This is record passenger numbers for the Gold Coast. The G:link service carried close to 100,000 passengers per day (nearly four times the daily average), while Queensland Rail estimated more than 600,000 passenger trips on the Gold Coast line. The Surfside bus network delivered across the length and breadth of the Gold Coast, with approximately 2.3 million passenger journeys and the Gold Coast’s new bike share scheme was used by around 10,000 people. The dedicated event shuttle bus network, which connected the Park ‘n’ Rides and transport hubs to Games venues, carried over 1.5 million spectators.

This TDM program delivered the largest ever business and industry

engagement program, which enabled the successful operation of the network. The City’s business stakeholders reduced their need to travel by encouraging staff to work from home – the number of people working from home increased during the Games by almost 20 per cent.

As a result of these travel behaviour changes, the motorway and local road network exceeded operational expectations, with limited congestion for athletes, officials and spectators travelling during the Games.

The network performed seamlessly and this was thanks to businesses and the wider community planning ahead and making changes to the way they travel. The transport network carried more people than ever before, over the 11 days of competition. It was so successful that peak hour traffic barely existed during the Games and

Gold Coasters embraced public transport like never before.

Re-timing journeys to avoid peak times was a strong message of the engagement and communications campaign and this was a major contributor to the success operation of the network. The campaign encouraged people to avoid peak times and to re-time journeys throughout the Games.

Freight and delivery providers were especially effective in using the network outside of peak times.

Data captured from the Transport Coordination Centre provided supportive evidence of this travel behaviour change. When looking at the roads surrounding Surfers Paradise, an overall increase in the number of vehicles each day was noted. However, traffic congestion was not experienced around the usual morning peak.

It was noted that traffic volumes at night around 10pm and 4am

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Surf Parade and Margaret Avenue upgraded intersection.

were significantly busier than usual when compared to a normal Easter school holiday period.

Although there were more cars on the network, minimal congestion was experienced due to people understanding when to avoid certain roads and choosing to travel at different times. The data is also supported by feedback stating that 40 per cent of freight operators re-timed their operations to avoid peak times.

The outcomes Transport infrastructure delivered for Games will benefit the city’s residents and visitors for years to come. Permanent legacies include kilometres of new footpaths, cyclist wayfinding signage, bicycle

racks, the bicycle share scheme, major intersection upgrades and extensive road surface improvements.

The outlook The City is actively applying GC2018 transport learnings to business-as-usual operations and is poised to realise the full GC2018 transport legacy for the Gold Coast through a focus on: • leveraging relationships with business and industry to effect long-term travel behaviour change • continuation of intelligenceled network operational management and travel advice to influence travel behaviour • greater collaboration with

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partners for both steady-state traffic management and incident response • applying transport learnings to existing and new major events hosted by the city • smart investment in rapidly advancing technologies associated with network intelligence and proactive network optimisation.

The City now faces a new challenge: delivering the Gold Coast Transport Strategy 2031 in a post-Games environment. This means leveraging GC2018 legacy benefits while responding to an ever-growing city that now has higher expectations for businessas-usual transport operations.

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INFORMS. CONNECTS. REPRESENTS. LEADS.

IPWEAQ Membership Join us today!

Why become a member?

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

Member benefits:

Regular updates on developments and issues impacting your career through our quarterly e-journal, Engineering for Public Works and e-newsletter, Connect

Discounts for our highly-regarded professional development program

Discounts for our must-attend conferences and events

Discounts on IPWEAQs leading-edge technical products and publications

MEMBERSHIP FEES 2018-19

Access to industry-specific content in our Knowledge Centre

Opportunities to contribute to our renowned technical Working Groups which deliver solutions that benefit Queensland communities

We represent your interests to government ensuring your voice is heard

Who can become a member?

Membership of IPWEAQ 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.

Annual $280 plus GST Members under age 35 $170 plus GST

Our Young IPWEAQ program offers opportunities for those in the early phases of their careers, to acquire the knowledge, skills and support required to advance in the sector.

APPLY ONLINE AT WWW.IPWEAQ.COM/MEMBERSHIP For enquiries, please contact Johanna Vanling, Relationship Manager 07 3632 3803 | Johanna.Vanling@ipweaq.com

  

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Panel Discussion: 'useful life' depreciable life vs serviceable life

#IPWEAQ18 FEATURE whether or not there has always been the pressure to estimate the useful life of assets.

Anthony Archie - Development & Governance Manager at Mareeba Shire Council representing the LGFP A panel discussion about the term 'useful life' at this year's annual conference may have, at first glance, seemed to be a battle of the accountants and the engineers.

However, what transpired and what I learnt from the experience of being on the panel representing Local Government Finance Professionals (the accountants) would better be described as a common understanding of how Councils are extending the 'useful life' of our assets to meet the needs of the community and financial pressures.

I feel that on the day one of the important elements discussed was

Depreciation Expense listed in the Profit and Loss Statement is a direct outcome of the useful life estimate of an asset. Jan Xanthopoulo (QTC) explained generally one-third of Councils expenditure is depreciation expense. Therefore, placing pressure on accountants and engineers to extend useful lives (within reason) to report a better bottom line outcome.

Generally, this pressure to critique depreciation expense to be more favourable has always been the case whether you’re in the private sector or public.

It was very apparent to me that across the panel there was a renewed pressure to estimate the useful life of assets correctly due to Councils having to do more with less. However, confidence in estimating the useful life of an asset changes over the life a longlife asset. As the asset ages there are a magnitude of variables that both engineers and accountants are grappling with to estimate the useful life.

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Initially, in the scoping phase, the importance is generally around funding and whole of life costing.

Craig Young (Sunshine Coast Council) playfully described how engineers have become skilled doing what they can with the dollars they require; then the accountants give them half. He continued on to describe how it's important to have honest and credible discussions with each party to ensure the best strategic asset management decision is made, which I couldn’t agree with more.

During the life of an asset it is important to continuously assess the useful life or remaining life of the asset. This enables Councils to ensure appropriate maintenance is carried out to guarantee the original estimated life is achieved. Charles Strickland (QAO) confirmed the importance from the QAO’s point of view that Councils should and are regularly considering the effective lives of assets. The word effective brought forward discussions regarding the effectiveness of an asset and how that can reduce the useful life of an asset.

Population growth or development

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Patrick Flemming (Sector Director Local Government, Queensland Audit Office), Jan Xanthopoulo (Principal, Local Government Client Advisory, Queensland Treasury Corporation), Craig Young (Manager Civil Asset Management, Sunshine Coast Council), Anthony Archie (Development & Governance Manager at Mareeba Shire Council representing the LGFP).

growth was illustrated by all members of the panel as a concerning variable. A council may install an asset with an expected capacity defined by population at the original scoping, to then find that 15 years later the growth in population has well surpassed all expectations and will not only require replacing sooner than expected but most likely require an upgrad. Without good asset management most councils will not have the funds required to pay for a replacement.

Another example described by Craig was a rapid development expansion that has similar assets under similar conditions of deterioration, therefore the same useful life. The council may not have the resource capacity even to replace all the assets at the same time, therefore, driving up costs with a supply and demand effect.

Technical obsolescence was another interesting variable discussed in regard to reducing

the useful life of an asset, this then led to discussion on the importance asset management plans.

Charles described a similar concern I have regarding data confidence and Council’s not trusting the data they have. Councils have made large investments in data collection and data interrogation when developing asset management plans. Too often I have seen councils abandon asset management plans due to elected official’s frank opinion of the outcomes. I truly believe this is where accountants and engineers can come together and promote a united approach.

An asset management plan does not need to be perfect to be effective. It is the foundation from where improvement can start and eventually will result in an asset management plan that can instil confidence.

Finally, you come to the closing stages of an assets useful or

original scoped useful life. You have either forecasted your useful life or like most councils, you are extending the life of your assets based on a risk management approach.

A gentleman in the audience asked the final question of the panel session which may have been the most important. “What do you do if you get to the end of the useful life and don’t have the funds to replace it?” I feel both Craig and I were on agreeance on this matter, but both took different approaches.

My suggestion was to discuss with the community what Council can offer via reduced service levels or alternative approaches. Craig’s response was to look at providing that same service but in a different way and discussing the proposed alternatives with the community. I appreciated Craig’s answer because both of us came to the same important point of communicating with the community.

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We are excited to announce our new partnership with Premise Engineering, which kicked off at #IPWEAQ18 with Premise sponsoring the Gala Dinner and Excellence Awards.

With expertise encompassing civil engineering, electrical engineering, environmental engineering, infrastructure, project management, structural engineering, traffic and transport and water, Premise are a major player in the IPWEAQ public works community.

As such, we are also pleased to have Elizabeth King from Premise onboard in a volunteer role as the new SPDM Project Manager. Welcome Elizabeth! And thank you Anton van Velden, Jacobie Edelenyi and Premise for your support in creating such a spectacular Gala Dinner and Excellence Awards for the public works sector. What a fantastic night it was!

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excellence awards

#IPWEAQ18 FEATURE

The IPWEAQ Excellence Awards recognise private and public organisations and individuals who have demonstrated best practice, innovation and positive community impact in public works projects across Queensland.

The 2018 Excellence Awards attracted 47 project and 15 individual nominations and a total of total of 22 awards were presented at the ceremony where approximately 400 of the state’s public works and infrastructure professionals gathered.

We would like to extend a big thank you to our award judges who had a very difficult task this year with a record number of high calibre nominations received across all categories. Our award judges bring to the table a broad range of expertise and subject matter knowledge, and we appreciate the time they commit to the judging process.

Thank you to the following Excellence Awards judges: • Ian Woodyard • Glenda Kirk • Angela Fry • Andrew Johnson • Rob Daly • Martin Crow • Kevin Bickhoff • Seren McKenzie • Patrick Murphy • Ged Brennan

Sun and Salt: Logan City Council’s water quality solution Project of the Year award accepted by Chris Pipe-Martin and Mark Vaughan.

We would also like to acknowledge and congratulate our highly commended winners in the following project categories: Environment & Sustainability: Mareeba Landfill Surface Waters Management Project, Mareeba Shire Council Projects under $2M: Centenary Lakes Nature Play, Cairns Regional Council and GC2018 Queen’s Baton Relay Traffic Management, City of Gold Coast Projects over $10M: Boundary Street upgrade project, Toowoomba Regional Council

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The 2019 Excellence Awards will be launched next year at our President’s Breakfast on February 8. Please see our Excellence Awards 2019 site for more information on categories and nomination details will be launched on February 8.

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PROJECT OF THE YEAR INNOVATION & SUSTAINABILITY IN WATER – PROJECTS UNDER $5M:

Sun and Salt: Logan’s water quality solution, Logan City Council

Logan City Council has harnessed the power of sun and salt in an Australian first solution for managing drinking water quality in a remote location. The $3M project at Round Mountain Reservoir in the City of Logan’s south west combines solar power, commercial battery storage and electro-chlorination technologies to maintain water quality for residents, 24 hours a day.

This innovation achieved a $1.9M capital cost saving and almost $50,000 in annual operational cost savings for Council. The solution is safe, reliable and sustainable, and easily transferrable to other Councils and utilities operating in remote locations.

This project is an excellent example of leading engineering innovation with far reaching applications across the industry, ensuring that sustainability and environmental impact are well addressed.

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Innovation & Sustainability in Water – projects over $5M: Queensland Water Regional Alliance Program (QWRAP), Department of Natural Resources, Mines & Energy (DNRME) and Local Government Association of Queensland (LGAQ) The need for QWRAP was brought into strong focus by local government amalgamations in 2008, South East Queensland water reform in 2007-2013, and in 2011 with the release of three national reviews of the urban water industry that were critical of regional Queensland and New South Wales water sectors.

All of the reviews recommended fundamental changes to the governance of regional water and sewerage services including transfer to a single state-operated entity and privatization of services. QWRAP was designed as an industry-led exploration of alternative regional models and all projects supported by QWRAP have been designed to provide social benefits for Queensland’s regional and remote communities - either directly or through cost saving through scale economies.

Asset Management: Mount Pleasant No.1 Reservoir Refurbishment, Mackay Regional Council Mackay Regional Council’s Mt Pleasant No. 1 Reservoir was recommissioned in May 2018 following a $2.4M refurbishment that aimed to extend the life of this critical piece of water infrastructure by a further 50 years.

The reservoir was fitted with the latest in external post-tensioning technology, maximising use of the existing structure and extending its life at minimal cost.

This is the first time that this system and number of external post-tensioning tendons has been retro-fitted to a large water reservoir (18 megalitres) to augment its existing strength by providing its complete structural post-tensioning requirements.

The project achieves an effective outcome using first principles of Asset Management by extending the useful life of the reservoir in a cost-effective manner and is an excellent example of re-use of infrastructure with innovative engineering techniques.

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Environment & Sustainability: QCoast2100, Local Government Association of Queensland (LGAQ) The QCoast2100 Program is a $12 million state government commitment made in direct response to the LGAQ’s advocacy on behalf of coastal local governments. Launched in June 2016, the 3-year program represents an unprecedented opportunity for local governments impacted by coastal hazards to get on the front foot in adaptation planning to implement costeffective mitigation measures over the medium and long term, plan for development and growth, collaborate regionally and seek investment opportunities. The program has recently reached a significant milestone with 28 of Queensland’s 41 coastal councils being awarded with grant funding to progress with their Coastal Hazard Adaptation Strategy.

The standout features of this project were the stakeholder engagement and alignment and the consistent and coordinated approach. This enabled issues that are critical to most coastal communities to be addressed.

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Road Safety: Speed Awareness Monitors, Brisbane City Council The Speed Awareness Monitors (SAM) program, known as the ‘Slow for SAM’ has been a major success campaign since the creation of the program in 2013.

The SAM aims to change motorist behaviour and reduce speeding in our suburbs.

When cars are travelling at or below the speed limit, SAM will return a smiley face, as a way to thank drivers for doing the right thing. If cars are travelling above the speed limit, SAM will display a ‘SLOW DOWN’ message, reminding motorists to reduce their speed and drive safely on our roads.

This project is a great example of innovation and safety improvement on our roads which is of benefit to the whole community.

Innovation: GC2018 Travel Demand Management Program, City of Gold Coast Travel Demand Management (TDM) was required to influence 30% of all background trips made every day of GC2018 (equivalent to 733,000 trips on the network per day) and 100% of spectator travel.

This involved data-driven analysis to understand the transport network congestion hotspots by day, time and location to develop targeted travel advice.

The TDM program influenced travel behaviour change using: • Reduce: non-essential trips.

• Re-mode: staff and customer trips using active travel, public transport; or consider car share options.

• Re-time: travel to be outside of peak times.

• Re-route: travel to avoid congested roads.

This program is an excellent example of using data-driven analytics to identify and manage potential transport congestion issues.

Projects Under $2M: Kowanyama Social Precincts, Kowanyama Aboriginal Shire Council Kowanyama is a remote community located on the western Cape York peninsula and is isolated by road for over 6 months of the year during the wet season. The Kowanyama community have had a history of youth crime, school truancy, youth suicide and general disengagement of acceptable community standards. In response to this the Council developed the Kowanyama Social Precincts.

The development includes a fullsize football oval featuring change rooms, toilets and a kiosk, a skate park, playground area featuring BBQ and picnic facilities, swimming pool (previously there but unused), ride safe bike path and basketball court. Local business was engaged on at least 80% of the construction and development work, which is an added benefit of this community focussed project.

The main aim of this development is to reduce youth suicide, crime rates and encourage the communities’ young people to practice healthy lifestyle choices.

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Projects $2M - $5M: Brisbane Valley Rail Trail (Toogoolawah to Moore), Somerset Regional Council The Brisbane Valley Rail Trail, a 157km long, off-road recreational trail is finished, with the final 27km recently completed by Somerset Regional Council. It is the longest trail in Australia and follows the disused Brisbane Valley rail corridor. Walkers, cyclists and horse riders can now experience the diverse rural landscape of the breath-taking Brisbane Valley. The project is more than a successful engineering outcome – it has recycled a dormant rail corridor into an iconic, unique recreational trail that is attracting visitors and businesses to the Somerset region.

Projects $5M - $10M: City Hall Auditorium & Annex Refurbishment, Toowoomba Regional Council The City Hall Auditorium Refurbishment and Annex Project transformed a dormant theatre into a vibrant civic reception space, to be utilised for various forms of Council and public events whilst paying homage to the history and heritage of the City Hall building.

Using a combination of traditional and innovative build methods and materials, constructing in a complex and restrictive site, the refurbishment, extension and landscaped grounds were opened on 13 December 2017 exactly 116 years after the original grand opening.

The collaborative approach and fit-for-purpose outcomes of this landmark project ensured delivery on time and budget. It is an excellent example of great project management and community engagement to deliver a project which will benefit the community substantially.

This project has delivered a thriving new venue – benefitting the local community and economy by bringing new social and corporate events to the Toowoomba region. The redevelopment and onsite facilities are excellent and incorporate innovative materials and construction methods.

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Projects over $10M: Bundaberg Multi-use Sports & Community Centre (Multiplex), Bundaberg Regional Council Bundaberg Multiplex is a oncein-a-generation community facility constructed by Bundaberg Regional Council in partnership with the Australian Government and Queensland Government to unlock economic and community growth, building a vibrant and progressive region.

This precinct offers a multitude of sporting, social and cultural opportunities playing a key role in developing the region’s citizens of tomorrow. It includes purpose-built facilities to host major events and house evacuees should emergencies arise. The Multiplex is a cornerstone project to cultivate liveability throughout our region by strengthening community interaction and improved health outcomes whilst progressing Bundaberg’s response and resilience to future natural disasters.

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Young Engineer of the Year Winner: Haydn O’Leary An engineer with over 9 years of experience in numerous aspects of civil construction and maintenance, Haydn began his career as a Scholarship Intern with Toowoomba Regional Council’s Generator Program and has since worked on various road and drainage projects as well as overseeing maintenance and rehabilitation programs. He also has experience in projects to the value of $45 million and is responsible for coordinating the Road Maintenance Performance Contract (RMPC), and has taken on the role of Project Engineer for the major road construction for culvert replacement projects and is involved in planning, scoping, safety, cost, design, quality environmental and project performance. Haydn displays excellent technical knowledge, is a collaborative team member and an excellent example of a leading young engineer.

President’s Award Winner: John Derbyshire John Derbyshire has been a member and Fellow of IPWEAQ for more than 40 years! His passion for our sector and for the Institute brought him back into service after a period of attempted retirement in 2016 to contribute to the review of Complete Streets and Queensland Streets. John delivered a comprehensive 45-page discussion paper which highlighted his unique combination of planning and engineering experience. This substantive report was critical in guiding the Institute towards the development of the new Street Planning and Design Manual which promises to be the most comprehensive contemporary manual for the planning and design of streets in Australia. He has since delivered a 189-page report having surveyed the available literature on street design in Australia and overseas including what is in the pipeline.

We sincerely thank John for his tireless work and ongoing contributions to the sector.

Woman in Engineering Winner: Natasha Murray A worthy recipient of this award, Natasha is a dedicated engineer who seeks to further the awareness and standing of public works engineering.

She actively promotes the field within the community including encouraging young people to take up engineering as a career.

Natasha is held in high regard in the difficult field of engineering in LG of Transport and Traffic. She displays strong leadership skills and is very proactive in promoting engineering as a profession for women.

Engineer of the Year Winner: Alton Twine Find out more about Alton in our interview overleaf.

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engineer of the year

Alton Twine

MEMBER PROFILE

Alton Twine is the Director of Transport and Infrastructure for the City of Gold Coast, where he oversees the portfolios of transport and traffic, City assets including beaches foreshores and drainage, City maintenance as well as the City’s infrastructure delivery arm and major projects.

During the recent Commonwealth Games he was Director of the City Operations Centre, responsible for delivery of critical city systems. He is also the City’s Local Disaster Coordinator. Alton has had a key role in delivering the light rail system for the City and has been responsible for the City’s Transport Strategy and underlying modal plans, as well as the delivery of the City’s unique Ocean Beaches Strategy and Surf Management Plan.

Alton was named Engineer of the Year at the 2018 IPWEAQ Excellence Awards and recently spoke to Engineering for Public Works (EPW) about his experience as a public works engineer.

Alton receives his Engineer of the Year award from Michael Kemp of Wagners.

EPW: Please tell us about yourself: where are you from, what are your interests, what makes you tick?

AT: I was born in Townsville, North Queensland, where I spent a lot of time enjoying the tropical heat and mosquitos and dodging tropical cyclones in summer whilst also enjoying the best winter weather Australia has to offer. I did two degrees at James Cook University and also learnt sound engineering which came in very useful as I developed a growing interest in music in general, and guitar in particular.

EPW: Please summarise your career to date in your own words.

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AT: Diversity would be a hallmark of my career, together with a compelling interest in transport.

After initial exposure at university to coastal management, this has manifest itself again in my current role at the Gold Coast, where I have been fortunate to draw upon these studies as well as those around disaster management.

I spent some time in the State working initially in Education Queensland in a variety of roles including building of new schools and asset management.

Eventually I aligned my real interests in the Department of Transport in the Rail, Ports and Aviation (later, Freight) area.

Luckily for me I was able to

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indulge one of my enduring interests, that of railways, among other things working with heritage lines as well as developing management regimes for closed lines.

After a couple of years working in the private sector in the UK, I returned to Queensland Transport in the emerging area of travel demand management, before a move of several years to Brisbane City Council’s transport and traffic team. Initially my focus was on active transport, however this grew to encompass road user management and strategic transport planning. I arrived at the Gold Coast in 2010 after a couple of years in Main Roads/TMR into the role of Manager of Transport and Traffic before landing the role of Director of Engineering Services, now known as Transport and Infrastructure.

EPW: What’s been your most significant career highlight to date?

AT: I have been very fortunate in having a number of career highlights but undoubtedly the Commonwealth Games on the Gold Coast has been a significant event in which I have been proud to be part of a great multi-agency team. The Games has brought a real focus to the City, not just from a community point of view with awesome legacy outcomes but it has sharpened our delivery focus in Council and with our partner agencies, resulting in a far more mature organizational framework and stakeholder relationships.

EPW: What do you find most satisfying about working as an engineer in public works?

AT: Its definitely having the ability to work with great people who are

Proud to have been involved in 2018 Commonwealth Games as Director of the City Operations Centre, responsible for delivery of critical city systems.

dedicated to their jobs and have a passion for delivering the very best they can for their community. It sounds like rhetoric, but we really do have a strong commitment as a team to plan, build and maintain great infrastructure for one of the best places to live in the world.

The Gold Coast really is a very special place but we have plenty of challenges, particularly in the linear nature of the City. But where else can you be dealing with a rapidly growing population and all the transport issues that provides (with excellent solutions like our light rail system), and at the same time be dealing with coastal management issues for our 52 km of pristine beaches, and managing waterways and a hinterland that are iconic on an international scale.

EPW: Tell us a little bit about your experience winning IWPEAQ’s 2018 Engineer of the Year.

AT: For once in my life I was stuck for words when receiving the

award and totally unprepared for this honour. My thoughts did go very much towards the tables occupied by many of my Council colleagues to whom I dedicated this award. This award really has very little to do with me and absolutely everything to do with the day to day challenges faced by the engineers working across the range of our operations.

Coming up with clever designs for an old rail bridge, giving it a new purpose in life as an active transport link, such as the Sarawak Avenue bridge that received recognition from the Institute at last year’s awards. Designing innovative coastal engineering to protect our beaches through sand replenishment and artificial reef structures. Working out how to provide innovative and costeffective road engineering to cope with our growing congestion.

Or just undertaking any of the myriad day-to-day tasks like bridge inspections, roadworks and stormwater engineering. These

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are the folks who deserve the recognition for their on-going efforts. My role in all of this is to bring it all together, apply a critical lens and sharpen the value engineering, as well as be the primary conduit with the Mayor and Councillors. I’m proud of the reforms I have introduced that have been successful in achieving capital works delivery and instituting a robust governance framework around our business activities, including tangible improvements in our workplace health and safety culture and results.

EPW: How did it feel receiving the award and entertaining crowds with the Waves at the gala dinner?

AT: I was left speechless at the award and it was all a bit of a blur.

The CEO was in the audience and he told me as I got up to receive the award that I have to thank my wife, which I totally forgot so I’m doing that now! He’s also the drummer in our band, the Waves, which mostly Council staff from across the organization, with Councillor Bob La Castra out front.

It was good fun playing to all our colleagues and when we’re in gigmode we are all very focussed on what we do. I reckon we did ok to keep the dance floor going, as engineers aren’t the easiest crowd to please!

EPW: What do you appreciate most about your involvement with IPWEAQ? AT: I really do appreciate the focus that the IPWEAQ gives to local government and the context in which we work. It does really well to bring us together in the various ways it does and promotes the ability for us to learn from what we are doing both collectively and

Alton and City of Gold Coast band, ‘The Waves’, keep the crowd entertained.

The Gold Coast Light Rail system an excellent transport solution to service a rapidly growing population.

individually. In my opinion, there needs to be a ‘touch stone’ for engineers involved in public works and IPWEAQ is it.

EPW: What would be the one piece of advice you would give to others early in their career?

AT: Get as much experience as you can in diverse fields but try and work out what really interests you and keep edging towards that.

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Travel is a great tutor – there are so many different ways of doing things and exposure to this not only broadens your outlook but will offer you opportunities.

EPW: Any other comments/ thoughts/wisdom to share?

AT: “Engineering” is a broad church and it’s getting broader. Keep an open mind.

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RPEQs critical to the delivery of local government infrastructure Local government is responsible for the planning, design, construction, operation and maintenance of critical engineering infrastructure used by the public every day. Infrastructure that usually can only be properly and safely planned, designed, built, operated and maintained by a qualified and competent professional engineer.

In Queensland, professional engineers are distinguished by the RPEQ mark. This shows that they are qualified, competent and experienced professionals.

Many councils do not employ RPEQs. Assuming these councils procure professional engineering services from firms who do employ RPEQs, then there is no concern. However, by not employing an in-house RPEQ, councils hamper their operations

and services by not having the lawful capacity and expertise to be making engineering judgements and decisions.

As a former local government engineer I believe that councils should employ RPEQs in-house.

Failing that, professional engineering services should always be procured from reputable engineering firms who do employ RPEQs. Councillors and senior managers at council have the obligation to ensure that they have and continue to employ RPEQs, either internally or externally.

DAWSON WILKIE Chairperson The Board of Professional Engineers of Queensland

RPEQ

QUALIFIED COMPETENT EXPERIENCED

Contact BPEQ to START YOUR RPEQ APPLICATION

�

www.bpeq.qld.gov.au



(07) 3210 3100

 admin@bpeq.qld.gov.au

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data collection approaches for underground infrastructure condition assessment

#IPWEAQ18 PAPER

Irmana Garcia Sampedro Christchurch City Council, Christchurch

Matthew W. Hughes University of Canterbury, Christchurch How to plan for an earthquake event: Essential data collection approaches for underground infrastructure condition assessment

Drawing on lessons from the 2010-2011 Canterbury and 2016 Kaikōura earthquakes, we provide guidance on how to make small differences in how your organisation currently collects and stores the necessary condition data to prepare for emergencies, especially for small- and mediumsize councils without sophisticated asset management systems. Key questions to address include: Are you receiving condition assessment data in electronic format? Are your contractors providing XY coordinates when repairs are undertaken, or when providing photographs as part of visual assessment? Do you have an asset management system able to prioritise critically damaged underground infrastructure? Do you have easy access to your current network condition for insurance purposes? Simple business-asusual improvements will provide enhanced preparedness and resilience capability in the event of an earthquake. In addition, we provide a framework for future data collection processes.

Keywords: Condition Assessment, CCTV, Emergency Management, Data Collection, GIS, Earthquake

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Introduction Timely and accurate condition assessment data for underground infrastructure play a key role in preparing for, responding to and recovering from the impacts of natural hazard-caused disasters.

After earthquakes, large datasets can be produced during asset condition assessments, requiring processes and systems to best manage these data to inform sound decision making in the response and recovery phases.

This paper summarises challenges faced in data management for underground infrastructure condition assessment, focusing on waste water systems but of relevance to potable water supply and storm water, through two significant earthquake events - the 2010-2011 Canterbury and 2016 Kaikōura earthquakes. Based on these experiences, we provide recommendations for changing business as usual (BAU) processes for improved disaster response and recovery, with the overall aim of increased infrastructure and wider societal resilience.

The advent of new geospatial approaches in post-disaster reconnaissance and infrastructure lifeline assessment provides opportunities to streamline conventional data collection.

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Here we provide a framework for future data collection processes applicable during BAU, to make post-disaster assessments more efficient and able to be better integrated into response and recovery. Finally, we provide an overview of future data management challenges.

A tale of two events - the 20102011 Canterbury and 2016 Kaikōura earthquakes The 2010-2011 Canterbury Earthquake Sequence (CES) commenced on 4th September 2010 with the moment magnitude (Mw) 7.1 Darfield Earthquake, which generated seismically-induced soil liquefaction in areas across urban Christchurch, with localised damage to the built environment.

This was followed by the Mw 6.2 Christchurch Earthquake on 22nd February 2011. The proximity of the causative faults and resultant high levels of ground shaking caused widespread and severe liquefaction-induced ground deformation (Hughes et al., 2015; Quigley et al., 2016), which strongly controlled the locations and severity of damage to infrastructure lifelines including underground services; older brittle pipes performed worse than more modern ductile materials (Cubrinovski et al., 2011, 2014a, 2014b, 2015; O’Rourke et al., 2014; Bouziou and O’Rourke, 2017). Further major earthquakes occurred in June and December 2011, with Christchurch city experiencing thousands of aftershocks throughout subsequent years. In response to the unprecedented scale of the CES with respect to urban recovery, the Stronger Christchurch Infrastructure Rebuild Team (SCIRT) alliance between asset owners and major contractors was formed

in early 2011 for assessment and rebuild of the three waters and roads (Cantillon et al., n.d.; Cusack, n.d.; Moore, n.d.). Crucial to this was development of integrated geospatial data and asset assessment systems (Heiler et al., 2012), ultimately leading to an advanced data analysis system that was handed over to the Christchurch City Council (CCC) to inform evidence-based investment decisions.

The Mw 7.8 Kaikōura Earthquake occurred on 14th November 2016 and impacted the Marlborough and Wellington regions: Marlborough in particular experienced severe shaking, ground surface fault rupture, some liquefaction and widespread land sliding; Wellington experienced severe shaking, occurrences of liquefaction and slope failures (Wotherspoon et al., 2017).

Shaking and localised liquefaction were the main causes of damage to potable and waste water systems in Wellington and Blenheim; in Kaikōura township itself, its potable and waste water systems were severely damaged resulting in total loss of services, due to electricity outages and physical damage to the infrastructure (Hughes et al., 2017). Within a week, a range of support personnel from Christchurch and across New Zealand arrived in Kaikōura to assist with underground infrastructure assessments. This programme involved adapting CCC waste water CCTV assessment processes, inherited from SCIRT, to suit Kaikōura’s specific context (Figure 1).

The 2010-2011 CES impacts on Christchurch and the 2016 event’s impacts on Kaikōura provide valuable lessons for waste water

system assessment and data management. These population centres represent extreme end members on a spectrum of population size (Christchurch’s population in 2010 was ~370,000; Kaikoura’s in 2016 was ~3,500) and therefore ratings base and resources. Although these population centres differed in size, infrastructure network complexity (e.g. Christchurch and Kaikōura have ~1655 km and ~30 km of gravity waste water pipes, respectively), and spatial and temporal scales in response and recovery, both required their pre-disaster asset assessment and data management approaches to be significantly altered. Below we summarise major challenges and issues encountered with a focus on waste water systems, and we present recommendations that will help buried infrastructure managers in city and district councils prepare for and respond to disaster impacts, regardless of the size and complexity of their systems.

Key reticulation condition assessment datasets Geographic Information System data Within Geographic Information System (GIS) databases, missing unique identifiers (ID) in the existing reticulation network made it difficult to assign condition assessment results to individual assets. There were instances where the waste water pipe ID was missing, or a pipe ID covered more than one manhole to manhole length. Because Closed Circuit Television (CCTV) assessment crews are instructed to undertake inspections from (manhole to manhole), if a CCTV inspection finds a node in a given pipe the inspection must

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end at that point. Geospatially, before these inspection data can be linked to the pipe ID the original pipe feature must be split in two, a time-consuming and inefficient process. Another issue is that often GIS data lack key attributes to verify the correct asset is being inspected and to identify discrepancies between the GIS data and condition assessment results; key attributes for asset verification include pipe operational status, length, material, and diameter.

It is recommended that the following be done to improve network datasets: • Assign a Unique Asset Identifier (ID) to all main components of the reticulation network; • Apply consistent naming conventions within the three waters networks – this facilitates standardisation processes; • Ensure to populate in GIS the key attributes to identify the asset to be inspected in the field; • Be able to generate map sheets in pdf format suitable for printing hard copies for various uses including field activities. Maps must show street addresses, manholes and pipe IDs; • Ensure network and assessment data are able to be visualised and updated via online geospatial platforms (e.g. ArcGIS Online) for BAU and emergency response purposes.

Visual condition assessment manholes In the disruption of emergency situations and with the urgency of service restoration, multiple teams go into the field to undertake visual condition assessment of

network components, in particular manholes. Inspection teams return to the Emergency Operations Centre (EOC) with information in varying and inconsistent formats including photographs on memory sticks and paper forms. Inconsistent data collection processes make it difficult for the EOC Intelligence and Planning team to collate and store the information in a manner that facilitates decision-making and resource prioritisation.

• If paper forms are to be used, data should be transferred into an electronic template, such as a Microsoft Excel spreadsheet or Access database, and uploaded into GIS;

It is recommended that the following be done to improve manhole visual condition assessment:

Closed Circuit Television data In Christchurch before the CES, contractors provided CCTV data in pdf documents extracted from the CCTV software, or electronic scanned documents of handwritten log sheets. These data were entered manually into the CCC asset management system (AMS). As a result of assessment and data management processes developed at SCIRT, Christchurch currently has a robust CCTV process, as do other major New Zealand cities (Figure 1a).

However, other smaller councils still process these by importing the data manually into a database or storing it in physical folders. For those Councils managing relatively small networks this process may be manageable for BAU, but is likely to be insufficient to digest the volume of assessment data required after an earthquake.

• Create a manhole inspection layer in ArgGIS Online, where visual condition assessments from the BAU programme are stored. BAU field data collection should be done using the electronic form applications Survey123 or Collector on mobile devices; field data will automatically update the centralised GIS datasets. This process will be utilised in an emergency response; • Information captured in the forms should be clear and simple to allow consistency between assessors; this is enabled in Survey123 and Collector by specifying drop-downs and check lists. Examples of information to include are: • Manhole ID • Date of Inspection •M anhole Top Lid – Vertical Displacement (Up/Level/Down) •R iser - Alignment Skewed – Yes/No • Structure Cracking – Yes/No • Base Cracking Yes – Yes/No • Joints and Seals Intact – Yes/No • Infiltration – Yes/No;

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• It is important that any photographs taken with mobile devices are georeferenced i.e. the Global Positioning System (GPS) function is turned on.

Alternatively, GPS-enable digital cameras should be used.

It is recommended that the following be done to improve CCTV assessment processes in preparation for an earthquake: • CCTV inspection header information, video reference, pipe defects code and severity must be compiled and provided by the CCTV contractor in electronic format. Contractors should be able to export the data

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from the CCTV software; • These data can be uploaded easily to an AMS such as InfoNet or as a GIS feature layer within, for example, ESRI’s ArcGIS Desktop or ArcGIS Online or the ESRI application CCTV Processor (this requires modification for New Zealand standards).

Mapping CCTV results allows organisations to visualise their network status, and utilise data efficiently to prioritise the works programme based on condition assessment results; • Consideration should be given to developing a BAU electronic data flow of quality-assured field inspections into an online platform, as proposed above for manhole inspections and for wider emergency response; Data storage External resources may be necessary to review, analyse, upload and download data, potentially from other locations in New Zealand or across Australasia.

After the Kaikōura earthquake a CCTV crew from Christchurch was continuously filming in Kaikōura, and a dedicated team

of experienced reviewers based in Christchurch was coding the pipe observations. Support from external consultants may be needed during the emergency response and recovery. The need for a Cloud-based solution to share data was identified in the Kaikōura EOC as essential for postevent data management.

The following data storage approaches are recommended: • A Cloud-based storage solution is where organisations should be moving to; • For small organisations with budget restrictions, Dropbox offers an enterprise account for a reasonable cost; • A link to the cloud location can be populated on ArcGIS online; this enables wide access to all the data, anywhere on any device.

Repair records After a disaster when the main objective is to return networks back to service recording of emergency repairs is usually problematic. It is common for contractors to not record basic attributes such as location

coordinates, repair date, repair length, damage cause, repair type, material, manufacturer, and details of the contractor themselves. If this information is not collected at the time of the repair it is difficult, if not impossible, to identify postrepair network damage locations.

From an operational perspective, if repairs are undertaken after CCTV inspection the lack of records may cause scheduling of repairs already undertaken; from an asset management perspective, these data are crucial for updating pipe condition and estimating remaining useful asset lifetime.

From a research perspective these data are essential for establishing relationships between seismic and ground deformation parameters and network performance, and assessing network resilience in future earthquakes.

The following are recommended to improve repair documentation: • Information captured in electronic forms should clear and simple to allow consistency between assessors; this is enabled in Survey123 and Collector by specifying dropdowns and check lists.

Figure 1 CCTV data process for Christchurch City developed after the 2010-2011 CES (a), and modified process for Kaikōura (b).

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• This approach should be introduced during BAU to ensure maintenance contractors have appropriate tools and training, and to ensure integration of data in the organisation’s AMS; • Create a ‘Repairs’ GIS layer with which you can identify if repairs were undertaken after CCTV inspection, and therefore evaluate if another inspection is required before further action.

This will also be valuable for BAU. Access to current infrastructure asset condition for insurance purposes Post-disaster, organisations need to prove to their insurers the asset condition before the event, and be able to demonstrate that damage is due to the earthquake and not to normal deterioration.

The ability to retrieve, analyse and present this information depends on how condition assessments have been stored and processed.

Use of hard-copy files (possibly inaccessible after a major disaster), scanned documents, and incomplete GIS asset attribute data can cause difficult and timeconsuming information collation efforts. Linking documentation to individual assets in the absence of IDs can be problematic, and poor quality of pre-event data may make pre- and postevent comparisons difficult or impossible. Another consideration is to prioritise proactive CCTV condition assessments before an earthquake occurs; obtaining assessments reactively post-event may show an overly pessimistic picture of what is assumed to be pre-event network condition.

The following are recommended for insurance purposes: • If budgets allow, digitise hardcopy

and scanned spatial records, and subject them to rigorous Quality Assurance scrutiny. This will allow organisations to respond efficiently to questions of: what and how much is damaged, and how much will reinstatement cost?; • Insurance companies do not expect organisations to have their total network assessed preevent. However, organisations should be able to present a sample sufficient to extrapolate data across the network to justify differences between earthquake damage and deterioration. When selecting pipe candidates for the CCTV condition programme, ensure that different materials from different installation periods and different ground conditions are assessed.

Towards better integration of post-disaster asset assessment with geospatial platforms Above we addressed key issues and recommendations for underground infrastructure assessments and data management in preparation for and subsequent to earthquakes.

We have alluded to the use of online geospatial platforms for data storage and sharing, and the use of mobile data capture technologies. Seamless asset assessment data from the field would streamline decision making both in BAU and during post-disaster assessment – BAU implementation should be prioritised to ensure postdisaster data capture is based on approaches and technologies that organisations’ staff and contractors are familiar with.

The recent establishment of New Zealand Geographic Information Systems for

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Emergency Management (NZGIS4EM) provides a platform for ensuring post-disaster spatial reconnaissance data, including infrastructure lifeless assessments, are reliably captured and quickly disseminated to decision-makers in local and regional Civil Defence and Emergency Management groups, and to Central Government agencies. In New Zealand there is a strong push to use widely available technology (ESRI’s ArcGIS Online platform), used by most local governments, to enable this. It should be emphasised that if managers of underground infrastructure organise their data consistently across territories, these data can be efficiently disseminated and mapped regardless of the organisation’s particular asset management software. There are currently ongoing initiatives to develop spatial data capture approaches, metadata standards (Land Information New Zealand, n.d.) and national infrastructure databases, which will facilitate and be facilitated by the approaches outlined in this paper.

Asset management in the era of accelerating urbanisation and big data Kurzweil (2003) observed: “We’re entering an age of acceleration. The models underlying society at every level, which are largely based on a linear model of change, are going to have to be redefined.

Because of the explosive power of exponential growth, the 21st century will be equivalent to 20,000 years of progress at today’s rate of progress; organisations have to be able to redefine themselves at a faster and faster pace.”

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Many aspects of our civilisation are now undergoing superexponential growth, with accelerating changes in population, urbanisation and technology; new cycles of innovation have in the past supported such growth, and will be essential for future sustainable human development (West, 2017).

Our current information age is awash with data which, although posing challenges for analysis and deriving meaning, presents opportunities for improved management of infrastructure systems: initiatives such as the Christchurch Smart Cities programme are taking advantage of these innovations. The increasing availability and lowering costs of sensor technologies mean that smart infrastructure systems will become a reality across New Zealand in the near future.

As the lessons in this paper show, we are still in a transition phase from asset management based on traditional paper forms and manual processes to the age of big data and smart infrastructure systems. The impacts of disasters such as earthquakes highlight the need to prioritise this transition to comprehensive data capture and analytics. Many of these technological developments can

be based on existing software platforms already in use, with low- or no-cost options available for organisations with limited budgets. Our communities are expecting infrastructure managers to provide live information and smart decision making based on advanced asset management.

Case of Study - What is CCC doing to accelerate the transition to the era of the big data?

Asset Assessment Intervention Framework. The methodology to prioritise asset repair must be developed before an emergency occurs, and should be integrated into BAU. An approach currently being developed by CCC is the “AAIF 3 Waters Reticulation�

Project; AAIF stands for Asset Assessment Intervention Framework. This project is looking to move the Three Waters (3W; potable, waste and storm water) Asset management team away from its use of Microsoft Excel spreadsheets to a more structured and formalised platform specifically designed for asset identification, prioritisation and intervention of the 3W asset renewal programme, while enhancing the exchange of data between the asset systems. This

project will drive and manage the delivery of key changes for introducing the AAIF. The project is going to establish a multi-criteria assessment, as well as the weighting and scoring of assets within the 3W pipe reticulation portfolio, in line with New Zealand Metadata Standard Volume 2 – Asset Management and Performance. The first five assessment criteria to be developed are condition, criticality, vulnerability, risk and repairs, operations and maintenance.

Considering their importance in prioritising repairs in an emergency, the condition and criticality schemas are describe in more detail below.

AAIF Condition schema. Current pipe grading using weightings and thresholds proposed in the New Zealand Pipe Inspection Manual (currently under revision; New Zealand Water and Wastes Association, 2006) do not reflect actual pipe condition with respect to likelihood of failure when assessed by experienced engineers.

The approach that AAIF is following to calculate pipe condition grade aligns with the Pipeline Assessment and

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Certification Program (PACP) rating system, which was developed by the National Association of Sewer Service Companies (NASSCO).

Each structural defect code is assigned a grade of 1 to 5, with 1 being the least severe and 5 being the most severe defect category.

Overall pipe condition is equal to the highest defect score over the pipe length.

The CCC has also introduced the concept of PCAP Quick Rating.

This method expresses the number of occurrences for defects of the two highest condition grade levels.

The quick grading system uses four numerical characters: 1. The first number is the highest severity grade occurring along the entire pipe length.

2. The second number is the total number of times that the highest severity grade was noted in all of the defects along the pipe length. This character may be one or more digits.

3. The third number is the next highest severity grade occurring along the pipe length.

4. The fourth number is the total number of the second highest severity grade occurrences, which is formatted the same way as the second character.

This character may be one or more digits.

For example, a code of 3_2_2_4 would mean that the pipe’s worst severity grade for any defect was 3 (moderate defect) and that there were two defects identified with a severity of grade 3, and four grade 2 defects were identified in the pipe segment. This code also shows that no grade 4 or 5 defects were found. The quick grading system allows the pipe defects to be summarised in an

efficient manner. This type of coding system provides a quick summary that helps in our efforts to prioritise information and understand the overall condition and, importantly, the application of this schema is possible because CCC has the CCTV data in electronic format.

AAIF Criticality Schema.

The New Zealand Metadata Standards define criticality as “the significance of the removal of any individual component or asset to the ability of a network or facility to deliver the service it was designed to perform”. The criticality schema consider the following elements in determining a criticality grade: 1. Facility importance rating: The importance of facilities based on the role they play in enabling the community to function, including lifeline facilities.

2. Residential population rating: the number of people affected by the removal of the asset.

The highest grade from the above two elements is used as the ‘Criticality Rating’. Data from both Condition and Criticality schemas are populated through Microsoft SQL Server and FME (Feature Manipulation Engine) into the CCC Spatial self-service portal.

Applying spatial data platforms for urban development and disaster preparedness. In 2018 CCC entirely transformed its approach to using spatial data in its work, and upgraded its spatial environment to enable staff to create and share their own spatial applications and data. The data portal that has been developed provides maps and tools that staff can tailor to their own needs, and

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staff can innovate and test ideas, with instant access to the full range of available data.

Transforming Christchurch into a city people love living in requires a modern, mobile and resilient platform that allows council to successfully deliver outcomes for our communities. This also align with the “Understanding” goal of the Greater Christchurch resilience implementation plan – Embed Risk literacy in Asset management.

This project includes a spatial view of all assets, and information on infrastructure condition and criticality to improve the quality in asset management programming through improved risk literacy.

This can be expanded to other Councils or businesses in Greater Christchurch.

The final goal will be to embed data currently available in the CCC GIS portal into the Forward Work Viewer (FWV), which displays forward works programme details on a geospatial platform. These work programmes are published by various agencies including CCC, the New Zealand Transport Agency (NZTA), utility contactors and private developers. The data can be accessed by anyone who has a role in coordinating works activity within the city. The tool identifies clashes and opportunities between work programmes, allows for improved coordination and protection of completed works. For CCC, the FWV is now a business-critical tool to coordinate physical works projects within the city, and CCC operational teams (Asset Protection and Christchurch Transport Operations Centre) have mandated the use of the FWV tool as a prerequisite for obtaining works access permits and traffic management plan approval.

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The FWV platform is a new approach to collaborative infrastructure planning and delivery across a city. The platform is a uniquely Christchurch story – conceived during the CES recovery phase to aid coordination across agencies and programmes, and is unprecedented in a national and international context. It has been adopted by others including Auckland Transport, NZTA and for the rebuild of State Highway 1 and the alternate state highway route following the 2016 Kaikōura earthquake. The FWV’s continued use and wider adoption will support more efficient planning for urban development, coordination of diverse and complex activities, and the identification of new opportunities. Crucially, its use in BAU operations will enable its continued, seamless application in responding to emergencies and disaster events to support effective response and recovery.

Conclusions Improvements in underground infrastructure data collection should be implemented and tested during BAU, before disasters strike.

Reasons to move in this direction include: • Improved efficiency in current BAU processes – moving from paper forms and maps to electronic situation reports, with all relevant detail captured live in the field; • Geospatial condition assessments enable improved decision-making, and facilitate coordination of multiple infrastructure repair activities occurring in the same locations at the same times; such applications were implemented in the Forward Works Viewer in Christchurch post-CES;

• Comprehensive and detailed data collected in response are key for disaster recovery, and will help engineers make better decisions about repair strategies; • Provision of detailed system performance data is crucial for post-event research – this will enable detailed analysis of system strengths and vulnerabilities, and testing of resilience modelling relevant to infrastructure systems across New Zealand and elsewhere.

References

• Bouziou, D. and O’Rourke, T.D. (2017).

“Response of the Christchurch water distribution system to the 22 February 2011 earthquake”, Soil Dynamics and Earthquake Engineering, 97, 14-24.

• Cantillon, P., Scott, C. and Livermore, A. (n.d.). “SCIRT asset assessment request process”, SCIRT Learning Legacy.

• Cusack, M. (n.d.). “Real asset in innovative damage assessment”, SCIRT Learning Legacy.

• Cubrinovski, M., Hughes, M.W., Bradley, B., McCahon, I., McDonald, Y., Simpson, H., Cameron, R., Christison, M., Henderson, B., Orense, R. and O’Rourke, T. (2011).

Liquefaction impacts on pipe networks.

Short Term Recovery Project No. 6, Natural Hazards Research Platform, Civil & Natural Resources Engineering Research Report 2011-04. University of Canterbury, December 2011. ISSN 1172-9511.

• Cubrinovski, M., Hughes, M.W., Bradley, B., Noonan, J., Hopkins, R., McNeill, S. and English, G. (2014a). Performance of Horizontal Infrastructure in Christchurch City through the 2010-2011 Canterbury Earthquake Sequence. Civil & Natural Resources Engineering Research Report 2014–02. University of Canterbury, March 2014. ISSN 1172-9511.

Cubrinovski, M., Hughes, M.W. and O’Rourke, T.D. (2014b). “Impacts of liquefaction on the potable water system of Christchurch in the 2010-2011 Canterbury (NZ) earthquakes”, Journal of Water Supply: Research and Technology – AQUA 63,2, 95-105.

• Cubrinovski, M., Hughes, M.W., Bradley, B., Noonan, J., McNeill, S., English, G. and Garcia Sampedro, I. (2015). Horizontal Infrastructure Performance and Application of the Liquefaction Resistance Index in Christchurch City through the 2010-2011

Canterbury Earthquake Sequence. Civil & Natural Resources Engineering Research Report 2015–05. University of Canterbury, September 2015. ISSN 1172-9511.

• Heiler, D., Moore, J. and Gibson, A. (2012).

“Asset assessment using GIS and InfoNet”, Water New Zealand Annual Conference and Expo, Rotorua, 26-28 September 2012.

SCIRT Learning Legacy.

• Hughes, M.W., Quigley. M.C., van Ballegooy, S., Deam, B.L., Bradley, B.A., Hart, D.E. and Measures, R. (2015). “The sinking city: Earthquakes increase flood hazard in Christchurch, New Zealand”, GSA Today 25(3-4), 4-10.

• Hughes, M.W., Nayyerloo, M., Bellagamba, X., Morris, J., Brabhaharan, P., Rooney, S., Hobbs, E. and Wooley, K. (2017). “Impacts of the 14th November 2016 Kaikōura Earthquake on three waters systems in Wellington, Marlborough and Kaikōura, New Zealand: Preliminary observations”, New Zealand Society for Earthquake Engineering Bulletin, 50,2, 306-317.

• Kurzweil, R. (2003). “Understanding the Accelerating Rate of Change”, Kurzweil Accelerating Intelligence.

• Land Information New Zealand (n.d.).

“Metadata (shared data) standards project”.

• Moore, J. (n.d.). “Christchurch Natural Disaster Response and Recovery”, presentation to Water Services Association of Australia conference. SCIRT Learning Legacy.

• New Zealand Water and Wastes Association (2006). New Zealand Pipe Inspection Manual, 3rd Edition.

• O’Rourke, T.D., Jeon, S.S., Toprak, S., Cubrinovski, M., Hughes, M.W., van Ballegooy, S. and Bouziou, D. (2014).

“Earthquake response of underground pipeline networks in Christchurch, NZ”, Earthquake Spectra 30,1, 183-204.

• Quigley, M.C., Hughes, M.W., Bradley, B.A., van Ballegooy S., Reid, C.M, Morgenroth, J., Horton, T.W., Duffy, B. and Pettinga, J.R. (2016). “The 2010-2011 Canterbury Earthquake Sequence: Environmental effects, seismic triggering thresholds and geologic legacy”, Tectonophysics 672–673, 228-274.

• West, G. (2017). Scale: The Universal Laws of Growth, Innovation, Sustainability, and the Pace of Life in Organisms, Cities, Economies, and Companies, Penguin Press, New York, 479 p.

• Wotherspoon, L.M., Palermo, A. and Holden, C. (2017). “The 2016 Mw7.8 Kaikōura Earthquake: An introduction”, New Zealand Society for Earthquake Engineering Bulletin, 50,2, i-iv.

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It is with the utmost sincerity that we say

Thank you to all our supporters

To our partners, sponsors and exhibitors thank you for being part of #IPWEAQ18. Without your continuing support and participation in our regional and annual we could not possibly run Queensland’s premier public works event. Thanks for being part of it and we hope to see you all in Brisbane for #IPWEAQ19. (FYI: we’re taking sponsorship and exhibitor bookings now – get in early!)

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We are so thankful to our friends at Komatsu Australia for their ongoing support as a Principal Partner and we appreciate the contributions they make as part of the IPWEAQ community.

This year the PC18mr-3 took pride of place at the Marriott entry throughout the conference, drawing interest from our conference delegates and a variety of hotel guests as well. Komatsu also sponsored the Environment & Sustainability Excellence Award which was won by QCoast2100, Local Government Association of Queensland (LGAQ) project.

Thank you for joining us and bringing your expertise in earthmoving equipment and your good humour John Tannahill, Matt Watton and Simon Donaldson.

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the great debate

#IPWEAQ18 FEATURE

One of the highlights of the IPWEAQ Annual Conferences is always The Great Debate, which closes the final day. After three days of intensive learning and information sharing, this session offers a light-hearted finale to the conference by discussing a serious issue, tempered with humour and good-natured ribbing between the opposing teams.

The Great Debate is conducted in the traditional debate format with three speakers form each side allowed five minutes each to make their case. Past conferences have debated questions such as who makes the better engineers, women or men; or just how smart ‘smart cities’ really are. This year’s debate topic was “There is no place for tradition in the modern workplace”.

I was lucky enough to take part in the debate this year, and with Kym Murphy and Matthew Brennan made up the negative team arguing that there was indeed still a place for tradition in the contemporary work space. Our opponents in the affirmative team were a formidable bunch. To spice up a debate on tradition we had Ged Brennan, Matthew’s father on the other side, along with Jimmy Scott and Cate Fennell who was attending the conference as a representative from our IPWEA New South Wales division. The debate was moderated by the conference MC, Michael Pascoe, who managed to draw a lot of

laughter from the audience with his famous quick wit.

There were very strong arguments from both sides, as we traded blow for blow. On stage, it felt like a very close contest that could have gone either way. At the end of the day though, there can only be one winner. I’d never want to

be accused of being a spoiler, so you’ll just have to hop on to the knowledge centre to discover how it all panned out. The only hint I’ll give about the outcome is that it would be fair to say the best team won.

Mark Lamont IPWEAQ Information Resources Manager

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mayor's message

Mayor Michael Yam Kowanyama Aboriginal Shire Council Kowanyama means “place of many waters” in the Yir Yoront language. The community includes the Kokoberra, Yir Yoront [or Kokomenjen] and Kunjen clans, who each have language and other cultural differences.

Kowanyama Aboriginal Shire consists of beautiful and unique wetlands and delta mangroves in the north, extending to forest country of the central peninsula. Kowanyama is a remote indigenous community lying over 600kms northwest of Cairns. Road access is only available 4-5 months of the year during the dry season, at other times the community is only accessible by air. The community has a population of approximately 1,200 people of which over 95% identified as Indigenous and has a median age range of 26 years.

The community which is classified as being significantly disadvantaged, is ranked in the first decile of the Socio-Economic Indexes for Areas (SEIFA) and

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has an unemployment rate of 11.9%, way above the Queensland average.

Kowanyama has had to cope with a large number of deaths, including suicides and a number of disasters in recent years, one was in 2016, which was a year of extreme sadness for our community and one we would gladly like to put behind us, with the very sad instance of a vehicle being driven through a funeral gathering, killing and maiming a number of community members.

The Kowanyama community has had a history of youth crime, school truancy, youth suicide and general disengagement of acceptable community standards.

In our attempt to save our young

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Receiving the Excellence Award with Deputy Mayor Territa Dick and Jacqui Cresswell.

Proud to represent the community, receiving the IPWEAQ Excellence Award.

from themselves we had to come up with a plan to keep them occupied. The nominated social precinct project gives social activities to all age groups within the community.

Ride Safe Bike Path plan.

Kowanyama are continually striving to ensure all infrastructure projects are beneficial to the community. Currently we are in the process of developing Stage 1 of an airport terminal. Currently Kowanyama airport consists of a toilet block with no-where to sit out of the elements whilst waiting for your plane. Everyone knows, airports are a great networking spot. We are also in the process of developing a mens shed, womens meeting place and an arts and culture centre to enable community members to develop and display their artworks.

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TIMBER CREEK NATIVE TITLE

#IPWEAQ18 FEATURE

A highlight of #IPWEAQ was the session of the Timber Creek native title case. Barrister Josh Creamer, along with Cassie Lang and Kylie Aldridge from Marrawah Law, presented an outline of this case from the Northern Territory which involves the first native title compensation decision, handed down by Justice Mansfield of the High Court of Australia.

The court awarded the Ngaliwurru and Nungali peoples $3.3 million for the loss of their native title rights. That decision is now under appeal but has set a precedent for future claims by Aboriginal and Torres Strait Islander peoples whose rights have been contravened. The Timber Creek compensation was awarded for acts done by the Northern Territory government, including the building of infrastructure and public works that were deemed to extinguish native title rights.

The presentation was divided into three parts representing the three central elements of the case: • the evidence offered by both parties in pursuing and defending the claim, • the detail of the original decision, and • the compensation awarded and how that figure was calculated.

All the details of these three elements are available in video and PowerPoint formats on Knowledge Centre, but a couple of

important lessons were repeatedly emphasised throughout.

One is the need for councils and infrastructure providers to undertake a native title assessment at the outset and make it an essential part of the project design process. If the validity in law of any project is not established early, there is every chance that the proponents of the project will become liable down the track if native title rights are contravened or impinged upon. Public works providers need to ensure that they follow a step-by-step process whereby they subject their projects to scrutiny around native title law so that they can proceed, knowing they have asked and answered the right questions.

The other point that was underlined by the moot court presentation was the very real need to document that process.

Councils need to keep rigorous records of their native title (and cultural heritage) assessments with comprehensive supporting documentation so that any legal ramifications can be answered.

As Cassie Lang made clear, Indigenous bodies intend to undertake audits of all areas where native title has been extinguished to determine if they have valid compensation claims. They and their legal representatives will be asking local councils for records of when public works were built and will require evidence of the exact date and locations of any

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Many thanks to Barrister Josh Creamer and Cassie Lang and Kylie Aldridge from Marrawah Law for sharing their expertise.

work undertaken and a clear record of the process that was followed. Lang suggested that if people took one thing away from the presentation it is the need for council to record everything to the best of its ability.

IPWEAQ is developing a NTCH portal to assist councils in achieving these aims.

It is this need that led IPWEAQ to develop a native title and cultural heritage portal demonstrated at #IPWEAQ18 to assist councils is establishing if their projects are valid. More information on the portal can be found on page 51.

Full conference presentations can also be found on the Knowledge Centre in the conference collections.

For any queries please contact Mark.Lamont@ipweaq.com.

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native title portal

#IPWEAQ18 FEATURE

Mark Lamont demonstrated a prototype of IPWEAQ's portals for native title and cultural heritage to assist those delivering projects - not just public works - that may inadvertently infringe on these titles. There is separate legislation governing these two areas and as a result, the portals offer two separate assessment processes covering compliance requirements under each law.

The central work of the native title section is to assist councils in establishing if the project being assessed constitutes a ‘valid future act’. A ‘future act’ is any activity that impacts upon native title.

This applies to physical acts such as the laying of a pipeline or the building of a road, or non-physical activity such as the issuing of a lease or permit by council which could impact upon the legal rights of a native title party. Any future act must be assessed as valid if it is to go ahead without being in contravention of native title law.

The cultural heritage section provides detailed assistance in helping councils ensure no harm is done to Aboriginal cultural heritage through the work projects they undertake. Among other things, the portal offers a step-bystep process to: • Assessing possible levels of harm • Providing a guide to duty of care obligations • Developing cultural heritage management plans

• Linking to resources that enable council to identify and negotiate with the relevant indigenous party.

The law around native title and cultural heritage is enormously complex. It has proven to be an area of considerable difficulty for councils and other public works sector organisations for a number of reasons. One is that the acts themselves are substantial, comprising about 600 and 100 pages of legislation respectively.

Any council officer tasked with establishing if a specific project contravenes the laws contained within those acts, needs to sift through a great deal of information to find what is relevant to their particular purposes. The other major stumbling block has been the fact that the resources required to undertake a self-assessment for native title and cultural heritage for any project are contained in a wide variety of sources, all of which need to be accessed at some point along the process.

The tool IPWEAQ is developing does the work of refining the area of the acts relevant to your particular project, and gathers all the required resources in one place, so assessment can be done without the need to link to any other sites. The portal is designed around a series of consecutive ‘yes/no’ questions that establish the nature of the project and send the user to the appropriate areas of the law, providing the necessary

Mark Lamont demonstrates the IPWEAQ Native Title and Aboriginal Cultural Heritage portal.

resources to answer each question accurately along the way. The aim is to work through these questions, utilising the resources provided on the same page until you can confidently assess the project as valid.

This is a general overview and more detail is available from the conference presentation which can be viewed at: https://webcast.gigtv.com.au/ Mediasite/Play/c95747382cca4f8 b9dc6537a0ce1bef31d A number of councils at the conference, volunteered to be part of the final trial process. t is envisaged that we’ll have the tool ready to test in the field very early in 2019.

If you would like to be part of the IPWEAQ native title and cultural heritage discussion group, please send your contact details to: Mark.Lamont@ipweaw.com.

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Extended Stockpile Working Times: Plant Mix Foam Bitumen

#IPWEAQ18 PAPER To achieve the objectives, it was hypothesised that the foam bitumen could meet the requirements of the Council after being stockpiled for a much longer period than the current version of MRTS09 allows.

Rex Carruthers Hiway Stabilizers

Paul Rhoden Hiway Stabilizers The Scenic Rim Regional Council in Southern Queensland needed to repair small isolated sections of failed pavement throughout their road network. The use of foam bitumen pavement was considered to provide resilience in any future flood events. Due to the isolation and the reality of repair work on functioning roads the council only requires approximately 100-150t a day. The work was also to be performed over a month when the construction resources were available for council use.

Using a KMA 220, 1500t of foam bitumen was produced with 2.9% C170 Bitumen and 1% Hydrated Lime binders and 20 tonnes was stockpiled to one side. Samples of the foam bitumen produced were taken for the testing required

by MRTS09 for 3, 7 and 14-day modulus testing. The rest of the test stockpile was covered by tarpaulins and sampled again for the modulus testing at 3, 7, 14, 21 and 28 days.

The tests show that the material can be stockpiled for up to 28 days and still fulfil the design intent of the council for their repair work with a 14-day soaked modulus of 1941 MPa and 65% retained modulus. Being able to produce a month’s worth of foam bitumen in 1 day and stockpile it for when it is required allows HSA to more efficiently produce the material and reduce the cost. This also allows the Council to access the material when they require it and reduces the possibility of a break down holding up production while gaining from the unquestioned quality and process benefits of larger PMFB runs.

Keywords: Plant-mixed, foam, bitumen, pavement, flood resilience

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Introduction The Scenic Rim Regional Council in Southern Queensland needed to repair small isolated sections of failed pavement throughout their road network. Much of the repair work was caused by flood damage or was upgraded as part of the QRA betterment program. The use of foam bitumen pavement was considered to provide resilience in any future flood events. Due to the isolation and the reality of repair work on functioning roads the council only requires approximately 100-150t a day.

To allow for the excavation of the failed road and placement of the foam bitumen stabilised material and compaction. All under traffic control. The work was also to be performed over a month when the construction resources were available for the council.

The current version of MRTS08 March 2018 states that the working time (time from production to compaction and trimming) shall not exceed 8 hours unless approved by the Administrator in the Annexure MRTS09.1. The working time can also be increased by performing Test Method Q136B which can be used to prove that the working time can be extended to 16 hours.

Small production runs are costly and can prohibit the use of Plant Mix Foam Bitumen (PMFB) being a viable solution.

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Image 1-3: Sampling of stockpiled foam bitumen

Aims Produce a quality PMFB product that fulfils the design intent of the Scenic Rim Regional Council in their repair works. The design requirement is an equal or greater than 50% retained modulus and greater than 1200 MPa soaked resilient modulus.

Provide a cost-effective solution to the council for ongoing requirements.

To achieve the aim, it was hypothesised that the foam bitumen could meet the requirements of the Council after being stockpiled for a much longer period.

Method To produce the PMFB a KMA 220 purpose-built exsitu PMFB batch plant was mobilised to Bromelton Quarry in Josephville. PMFB had already been produced by the plant under MRTS09 previously by Hiway Stabilizers Australia (HSA) using the Bromelton Quarry road base. With an average 14 daysoaked moduli of 4945 MPa and retained modulus of 69% supplied to other projects.

Using a KMA 220, 1500t of foam

bitumen was produced with 2.9% C170 Bitumen and 1% Hydrated Lime binders and 20 tonnes was stockpiled to one side. Samples of the foam bitumen produced were taken for the testing required

by MRTS09 for 3, 7 and 14-day modulus testing. The rest of the test stockpile was covered by tarpaulins and sampled again for the modulus testing at 3, 7, 14, 21 and 28 days. Due to the moisture lost while in the stockpile the foam bitumen’s moisture content was tested using Q102A and water added to bring the product up to 60-80% Relative Moisture Ratio (RMR) when compared to the optimum moisture content tested on the day of production.

Test blocks (i.e. pats) were then produced and tested as per the TMR specification and testing manual.

Results The results of the stockpile testing can be seen in the following graphs 1, 2 and 3: The tested soaked modulus started at 4883 MPa at 14 days curing sampled straight out of the KMA and pats made within the allowable working time. When sampled at 3 days out of the

stockpile the 14-day modulus dropped by approximately 40% but was still at 2822 MPa which is still much greater than the 1800 MPa required by TN179 and the 1200 MPa required by the council set out in the project objectives.

The soaked modulus then steadily decreased with increasing stockpile storage before sample preparation until it reached 1941 MPa at 28 days sitting in the stockpile - a result that is 39.75% of the initial result but again above the required limits.

The retained modulus remained consistently at approximately 65% throughout the testing except for the outlying 83% result at 3 days which may have been caused by sampling resulting in grading and/ or binder variation or a deviation in strict following of the test method, but regardless it is an unexpected superior result relative to typical rather than a problem.

The third graph shows the rate of increase in the soaked modulus over the 14 days cured. The PMFB that has been stockpiled follows the same trend over time as the material sampled on the day of production but to a lesser extent with the increase in modulus being reduced over time while being

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cured. This is consistent across all the stockpiled PMFB with the starting point at 3 days cured less with greater time in stockpile.

The test reports for the pats made on the day of production and 28 days stockpiled PMFB can be found in the appendix.

Graph 1: Days in stockpile vs 14 day-soaked modulus

Graph 2: Days in stockpile vs 14 day retained modulus

Graph 3: Days cured modulus gain

Engineering for Public Works | December 2018

Discussion The tests show that the material can be stockpiled for up to 28 days and still fulfil the design intent of the council for their repair work.

Being able to produce a month’s worth of foam bitumen in 1 day and stockpile it for when it is required allows Hiway Stabilizers to more efficiently produce the material and reduce the cost to the Client of the ex-bin material. This also allows the client to access the material when they require it and reduces the possibility of a break down holding up production while gaining from the unquestioned quality and process benefits of larger PMFB runs.

These results are possible due to the processing knowledge working together with the Bromelton Quarry Management Team and HAS collaboratively working together combined with the high-quality road base sourced from Bromelton Quarry which is extremely suited to the incorporation of hydrated lime and foam bitumen. To note the Smectite percentage from the petrographic samples is ≤1%.

While the results achieved after sustained stockpile storage prior to utilisation are remarkably good for this project, further testing would be required to expand any assessment to other quarries and material sources.

Conclusion Stockpiling of ex-situ PMFB for up

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to 28 days allows HSA to produce the product efficiently providing an attractive cost point. This allows us to pass the savings on to the client facilitating them to be able to repair more of their road network, for reduced cost.

INFORMS. CONNECTS. REPRESENTS. LEADS.

The results are currently only specific to Bromelton Quarry work undertaken for Scenic Rim Council and are contingent on process methodologies, materials and stockpile management.

The grading specified was a minimum Mod C under MRTS 05 TMR Specifications.

UM1 Feed stockpile moistures were kept below the minimum specification requirement.

The value proposition for SRC and TMR is worth noting for future projects in the area that is geographically economical for the PMFB operation in the quarry to serve.

Acknowledgements John Byrnes Program Flood Restoration Technical Manager Scenic Rim Regional Council Christopher Gray Acting Director Works Scenic Rim Regional Council Tim Schluter Works Engineer Scenic Rim Regional Council Cameron Summerville Flood Restoration Superintendent Representative Scenic Rim Regional Council Mark Jackman Director QCTS Blake Ardrey General Manager Bromelton Quarry References

• Department of Transport and Main Roads.

2018. MRTS09 Plant-Mixed Pavement Layers Stabilised using Foam Bitumen. March 2018

ASSET DESIGN AS CONSTRUCTED

TRANSFORMS BUSINESS

Consortium Members: • Brisbane City Council • Bundaberg Regional Council • City of Charles Sturt • City of Gold Coast • Gladstone Regional Council • Lockyer Valley Regional Council • Logan City Council • Mackay Regional Council • Moreton Bay Regional Council

GETTING IT RIGHT THE FIRST TIME WITH CONSISTENT DATA • Queensland Urban Utilities • Port Macquarie-Hastings Council • Redland City Council • Rockhampton Regional Council • SA Water • Sunshine Coast Council • Toowoomba Regional Council • Tweed Shire Council • Unity Water • Whitsunday Regional Council

ADAC Vendors

ADAC Implementation Partners

• 12d Solutions • Keays Software •S ofoco Pty Ltd plus Duprez Construction Services Pty Ltd (ADACX)

• Lion Systems • Door 3 Consulting

ADAC (Asset Design as Constructed) is a non-proprietary data specification and transport format (XML) for the description and transmission of asset design and as constructed data.

Incorrect, missing or redundant data can cause your organisation significant time delays and money. ADAC is a strategic solution through quality data capture and management for government and utilities.

ADAC is available for asset owners at no cost, however we encourage you to become a member of the ADAC consortium. Benefits of membership include the ability to influence the ongoing development, governance and expansion of the specification. Consortium members also receive access to documents, tools and materials developed to support ADAC implementation and an opportunity to shape the strategic direction of ADAC in conjunction with BIM. We have a panel of ADAC vendors and implementation partners which have been screened to ensure they possess the capabilities required to implement ADAC and to assist you with ongoing support.

Contact: Craig Moss Craig.Moss@ipweaq.com | Phone: 3632 6804

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futures CHALLENGE

#IPWEAQ18 FEATURE

Next Gen Find Their Voice as part of the IPWEAQ Futures Challenge The Futures Challenge invites final year students studying engineering and related disciplines to present their thesis or research project at the IPWEAQ annual conference. Students are asked to prepare an A1 poster board which clearly outlines the key elements of their thesis or research project and present their conclusions, recommendations and outcomes to conference delegates.

The Future Challenge winner is then chosen by a panel of judges.

In addition to the opportunity to meet a wide range of industry leaders and build their personal profile, the winner also receives a complimentary registration to the next IPWEAQ annual conference valued at over $2,000.

This year we had three very impressive candidates vying for the Futures Challenge award and we asked them to report back on their #IPWEAQ18 conference experience.

Maddy Stahlhut Potential for energy generation using pumped storage hydropower in the Toowoomba Water Supply Before attending the 2018 IPWEAQ conference, I had never attended such an event. To say the least the experience was extremely valuable to me in this formative stage of my career. I attended the conference

as a participant in the Futures Challenge and presented my undergraduate thesis on ‘Potential for energy generation using pumped storage hydropower in the Toowoomba Water Supply.’

The following is a summary of my experience.

The first day of the conference kicked off for me having a nice drive from Toowoomba down to the beautiful Gold Coast for the 2018 IPWEAQ conference. My conference started with the Young Professionals lunch right next to the pool which was a lovely, calming setting to begin what would be a jam-packed conference.

Next was the tech tours. I was on the Gold Coast Light Rail tour where we caught the tram from Surfers Paradise to Helensvale where the newly constructed line terminated. It was interesting to hear about how the City of Gold Coast had planned the new line not only for the Commonwealth Games but to integrate into the train network and future development.

We also stopped off at the depot and it was fascinating to see how the trams are monitored day and night, as well as hearing about all the stats related to the operation of the network.

The welcome function on Wednesday night was also really fun, and a highlight for me was winning the bingo! The welcome function was also valuable in terms of networking, where I made lots of new contacts.

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Maddy Stahlhut University of Southern Queensland, Bachelor of Civil Engineering (Honours) & Bachelor of Business and Commerce.

The second day started off nice and early considering I am still a uni student who schedules their first class at 10am. The first keynote speaker, Michael McQueen was really engaging, and his topic about future trends and changes in the technological world was fascinating to me. I had never thought how much potential there is for the world to change so significantly in such a short space of time, and how engineers, particularly public works engineers will have a key role in ensuring a smooth transition.

After lunch, I really enjoyed being able to choose which break out session presenters I was able to listen to and found all four sessions I attended very interesting.

The Futures Challenge time slot was Thursday afternoon, and somehow my presentation ended

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up being the first one. Although I was nervous, the experience of presenting in front of a professional audience was extremely beneficial.

My 10-minute-long presentation focused on investigating site suitability, electricity generation, capital costs and potential revenue for different configurations of a pumped storage hydropower system to be implemented in the Toowoomba region. I also enjoyed listening to my fellow Futures Challenge participants Lindsay and Matt.

everyone had a good time.

After the Futures Challenge it was a quick outfit change for the Gala Awards Dinner. I was lucky enough to sit with colleagues from Toowoomba Regional Council, and a few other delegates from other councils and private industry. At the dinner I was extremely proud and humbled to be announced the winner of the Futures Challenge, and the moment that stands out is my ‘speech’ (if you can call it that) being really short. Overall, the night was really fun, and it was great to see all the amazing projects being delivered across Queensland.

Read more about Maddy's Future Challenge project overleaf.

It was a bit of a struggle getting up on Friday morning, but nonetheless the keynote speakers on Friday morning from Orange Sky Laundry were very inspiring to achieve what they have at their young age. It was on Friday that I was able to take a look at the exhibitors attending the conference which was a great experience. The highlight for me however, was the Great Debate. The topic was tricky for a debate, but I believe that both sides delivered strong arguments in an engaging and fun manner, and it was a great way to end the conference.

Unfortunately, I was unable to attend the closing ceremony but from the photos it looked like

Overall, my experience at the 2018 IPWEAQ annual conference was extremely positive and I am really looking forward to 2019’s conference which I will be attending as a part of winning this year’s Futures Challenge. I would like to thank the IPWEAQ team for organising the Futures Challenge; the experience which it has provided me has been invaluable and I have grown professionally as a result.

Matthew Soldatenko Reinforced Concrete Wall Performance Under Earthquake Loading When my thesis supervisor approached me about attending the IPWEAQ conference on the Gold Coast to present my thesis, I was naturally humbled but also a little hesitant. In the weeks leading up to the conference I was so busy working to finish off my thesis, that I didn’t really have the chance to stop and think about what I had agreed to do. That is to say, I had no idea what to expect really. Luckily, I had the fortune of having access to last year’s Futures Challenge winner (Matthew Tiller), who I spoke to about what to expect from the conference. I had some preconceptions in my mind as to what an engineering conference would be like and what I could expect, the truth is, it far exceeded my expectations.

On the first day arriving at the Marriott I was, as you would probably expect, a little nervous.

However, IPWEAQ had organised a casual welcome lunch by the pool for young engineers to meet one another and for the futures

Matthew Soldatenko, QUT

challenge students like myself to be paired with our ‘buddy’ for the conference. This welcome lunch was a great way to start off the conference both as an ice-breaker and as an opportunity for me to start asking questions and learning about what a career in public works and more generally, what the start of my career in a civil engineering role might look like.

It was at this lunch that I met and was ‘paired’ with Craig Murrell. The ‘buddy’ system is a great initiative, which worked out especially well for me, as Craig and I had several conversations over the duration of the conference where I picked his brain and sought his advice and wisdom on starting out as a young engineer, choosing a rewarding career path that provides growth opportunities and tips on my professional development as a young engineer.

I attended the Gold Coast Light Rail Technical Tour on day 1, which I found to be interesting and informative. I was surprised to find that I was particularly interested in the process of land reclamation and the business case/feasibility study side of the project. The way the council engineers (and

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their teams) made the light rail integrate so seamlessly with the built environment around, is a real testament to those involved in the project. It was again a great chance and opportunity to meet and chat with senior and junior engineers about their experiences and garner any advice they had for me.

The keynote speeches from Michael McQueen (on the topic of being prepared for ‘disruption’) and the founders of Orange Sky (a mobile laundry service for the homeless) were a real highlight.

I was enthralled in the content of Michaels speech and how he managed to apply the idea of being prepared for the next technological or innovative disruption, whether it be from a competitor or a new technology, to an audience mostly comprised of council engineers. Michael highlighted the example of Uber Air cutting commute times across major cities and the challenge policy makers and engineers would face in adapting to this likely inevitable disruption.

The presentation by Nic and Luke from Orange Sky, was quite frankly, inspirational and often moving. It made me think about what I was doing when I was 20, but I guess more importantly it made me think about what I could do now in my life moving forward to help those less fortunate than myself.

I attended several of the technical presentations throughout Day 2 and 3 which were all quite interesting. I’d highlight two that I found particularly interesting – i) The Use of Geopolymer Concrete

by Michael Kemp and ii) Regional Pavement Airport Challenges by Dr Greg White.

It probably comes as no surprise that the Gala Dinner on the second night was an absolute treat. I thoroughly enjoyed it, let’s be honest, who wouldn’t! The food, drink and Gold Coast council band was fantastic but more importantly it was a good opportunity for me to get an insight into the kinds of projects that councils around Queensland are involved in. I was really impressed with all of them.

I think all who attended the Gala would agree though, that artist Col Chandler stole the show with his seemingly off-the-cuff speech about living with MS. His speech was insightful, inspiring and quite frankly, very funny.

Although I was nervous when I presented my thesis, I am honestly very thankful for that opportunity.

I found that after presenting, the presentation opened up a wider array of conversation and I had interested delegates coming up to me asking questions and discussing my thesis topic with me. That in itself was a great opportunity to really test myself on how well I could explain things and answer questions but also show myself and others just how well I knew the topic.

In conclusion I would just like to say thank you to IPWEAQ for the opportunity to attend the conference and present my thesis.

It really was a great opportunity as a young engineering undergraduate to network and get outside my comfort zone. I hope that the Futures Challenge continues to be a part of conference proceedings for years to come.

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Lindsay Stafford, Central Queensland University (Engineering Graduate).

Lindsay Stafford Controlling and Monitoring Algae Blooms in Effluent Storage Ponds In October 2018, as a recent graduate from Central Queensland University, I had the pleasure of attending IPWEAQ Annual Conference to present my thesis for the 2018 Futures Challenge.

Having attended an IPWEAQ conference in early 2017, I completely understand the value of these such events for my career, personal development and networking.

The IPWEAQ Futures Challenge was an exceptional opportunity to present the results of my final year project, receive invaluable feedback on my work and further develop my public speaking ability. My presentation explored the planning and implementation phases and discussed the results and outcomes of my project.

The aim of the project was to control and monitor algal blooms in Gladstone Regional Council (GRC) effluent ponds that store treated effluent for various reuse schemes, to fulfil discharge requirements under the

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environmental authority (licence).

Council, through its association with the Central Queensland University Co-Operative Engineering program, offered an opportunity to investigate and trial the various processes to control and monitor algae blooms in effluent ponds. This project was completed under the supervision of Anna Scott, General Manager Strategic Asset Performance (GRC) and Raj Sharma, Lecturer in Civil Engineering (CQU). I would like to sincerely thank both Anna and Raj for their tireless contributions to the project. I would also like to take this opportunity to congratulate fellow Futures Challenge participants, Madison and Matthew on the calibre of their presentations and would like to wish them the best for their future endeavours.

In addition to presenting at the Futures Challenge, as a challenge participant I received a complimentary registration to attend the entire conference and an opportunity to meet conference delegates and (potential) future employers. Without this generous scholarship, I would not have been able to attend the conference, in saying this; I would like to sincerely thank the IPWEAQ organising committee and the generous sponsors for their support.

They first keynote presentation, delivered by Michael McQueen, will forever remain in my memory.

The exceptional delivery made it very easy for all audience members to participate and be absorbed in the discussion. Michael discussed the topic ‘preparing for what happens next’ breaking his keynote down into four key topics; the potential for widescale automation, unconventional competition, empowered

marketplaces and emerging generations. During the discussion on widescale automation, I was surprised to learn that 47% of our current careers will be nonexistent in the future and that cars are anticipated to experience level four automation by 2027. Three key messages that I will take away from Michael’s presentation are to ‘dig the well before you get thirsty, think revolution, not evolution and to focus on friction’.

Being a young, (female) engineer, I resonated with IPWEA NSW Young Ambassador, Cate Fennell and her presentation which detailed the challenges associated with choosing a career in Engineering. “For those not from an engineering background, the word itself holds little meaning.

Schools generally struggle to provide actual explanations and role models of real-world engineers and what they do.

This can make choosing to study engineering a scary prospect. (Cate Fennell)” I may be a little bias in saying so, but, young engineers are the future for (public works) engineering. The importance in providing real world role models and engineers showcasing the amazing career of engineering is unparalleled.

Currently working within the water and waste sector, I was particularly interested in the breakout session delivered by Rodney Betts and Mark Page on the Community Driven Flood Risk Management Planning for Rural Toowoomba Townships. The emphasis of the presentation remained on the importance of community consultation and community driven flood risk management.

Stretched out over several years, the key message throughout all project stages was centred around

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community engagement. Rodney, Mark and their team demonstrated exceptional communication skills throughout the duration of this project and have been award the 2018 Flood Risk Management Project of the Year, which is a great indication of their commitment the community.

The opportunity to network with industry professionals on a relaxed level at social events like the welcome function, gala dinner and closing ceremony were another added benefit of this conference. As a young professional, the opportunity to engage in discussions with industry professionals is invaluable to the early growth and success of my career.

In summary, the #IPWEAQ18 was a remarkable opportunity for a young graduate, like myself to develop invaluable skills, obtain vast knowledge from public works professionals and build relationships and network with industry professionals. I would like to take this opportunity to sincerely thank IPWEAQ for allowing students the opportunity to attend the conference and for organising such a successful event, one which is invaluable to the future of the public works sector for our local councils, state government and further beyond.

I hope that these opportunities are continued to be available for students in years to come.

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INFORMS. CONNECTS. REPRESENTS. LEADS.

Young IPWEAQ Career Pathways

Contact our Director, Professional & Career Development, Craig Moss to design a pathway to your career destination including cadetships and RPEQ.

Discounts

Young IPWEAQ members receive a 40% discount on their membership subscription and 20% discount on the IPWEAQ annual conference registration and 50% discount on branch conference registrations.

Dream Big Project

Jessica Kahl’s award-winning project to encourage high school girls in Years 10-12 to consider a career in engineering.

Young Engineer of the Year

At our annual excellence awards ceremony, we acknowledge a young engineer who has achieved excellence.

Futures Challenge

Final year students studying engineering and related disciplines are invited to present their thesis or research project at the IPWEAQ annual conference. Read more about the Futures Challenge.

Emerging Leaders

We recognise four emerging leaders in public works each year. See our journal, Engineering for Public Works.

Conference Program

Members under 35 years of age (YIPWEAQ) are encouraged to submit an abstract for inclusion in IPWEAQ’s annual conference. If successful, their conference registration is complimentary (value $1,500)

Welcome Function

Join us for a special conference welcome for our Young IPWEAQ members at the IPWEAQ annual conference - Gold Coast, 10-12 October 2018.

Buddy Program

Our senior members accompany a Young IPWEAQ at the annual conference introducing them to colleagues and guiding them with decisions on what sessions and streams to attend for their particular career path and interests.

YIPWEAQ Ambassadors: Jessica Kahl and Joshua Flanders

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www.ipweaq.com

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NEXT GENERATION:

maddy stahlhut

MEMBER PROFILE

Maddy Stahlhut, Futures Challenge Winner EPW: Please tell us about yourself: where are you from, what are your interests, what makes you tick?

MS: I was born in Toowoomba but spent a couple of my younger years in Dalby and Hervey Bay, eventually moving back to the Toowoomba area when I was seven, which is also where I completed high school. I turned 21 earlier in the year and I have been studying a Bachelor of Civil Engineering (Honours) and Bachelor of Business and Commerce at the University of Southern Queensland in Toowoomba for the past four years. I have just recently finished my last engineering exam, with only business courses remaining in my final year in 2019.

I have been taking dance lessons since I was five years old in ballet, tap and jazz. I have also been teaching ballet and tap to children

aged three to eight since I finished high school. I am also a keen netballer, but only play socially since finishing school.

EPW: Please provide us with a short professional biography to date.

MS: I went to an all-girls high school in Toowoomba and it was here that I found out that I enjoyed mathematics and science, as well as graphics. As a result, I was in about grade ten when I decided that I was going to study something maths related, and civil engineering was suggested to me by my dad. After finishing school with an OP2, I was lucky enough to receive a scholarship

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with Toowoomba Regional Council (TRC) which supported my study and allowed me to gain valuable work experience at the same time.

I have been working as an intern with TRC since 2015 and have had the opportunity to work in difference areas such as project management, construction and maintenance. In 2019, I will be moving into a new position as a graduate engineer with GHD in Toowoomba.

EPW: Why or how did you choose a career as an engineer in public works?

MS: Working in the public works sector appealed to me as it allows me to contribute to something the

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Women of IPWEAQ at the Welcome Function.

entire community can utilise and benefit from. Before I worked at TRC I had little idea on the amount of effort and planning it takes for the day to day operation of a local council and the infrastructure it constructs and maintains. I can confidently say that my time at TRC has provided me with the satisfaction of providing my local community with better infrastructure which they can utilise in their daily life.

EPW: Please tell us about your experience at the IPWEAQ annual conference.

MS: My experience at the recent IPWEAQ annual conference at the Gold Coast was extremely positive. It was my first professional conference and I didn’t quite know what to expect, and was also a little nervous, but everyone I met was extremely kind and welcoming to share their experience and advice. The highlights for me included Cate Fennell’s talk on ‘What makes an engineer today?’ and of course the Excellence Awards Gala Dinner. The conference confirmed to me the importance of public

works engineering in Queensland and Australia, and how these professionals are always working to improve public infrastructure to be the best it can be for the people it serves. Overall, I could say that the experience of attending the conference was extremely positive and valuable for my professional development.

EPW: Please tell us a little bit about your participation in the IWPEAQ ‘Futures Challenge’.

MS: I heard about the Futures Challenge from one of my previous supervisors at TRC, Ashlee Jesshope, and she encouraged me to apply. I was a bit hesitant at first, as when the application was due, I hadn’t completed much work on my thesis but convinced myself that it was too good an opportunity to miss.

The Futures Challenge required me and other undergraduate students to present their thesis topic to the conference delegates on the Thursday afternoon of the conference, as well as showcasing a poster throughout over the three days. The topic of my thesis was investigating the potential for

a pumped storage hydropower system to be implemented in the Toowoomba water supply, specifically utilising two of the three major water supply dams in the region. The research focused on the feasibility of different configurations based on site suitability, electricity generation, capital costs and potential revenue. The experience of presenting my research topic in front of a professional audience was nerve wracking but also invaluable, and I am very grateful for the feedback I received from conference delegates. Listening to the other participants Lindsay Stafford and Matt Soldatenko, also provided me an insight into my peer’s research and how the public engineering world can be so varied.

When I was announced the winner, I was extremely proud and a bit shocked. It was a nice bonus to the whole experience, as I was there for the experience and not necessarily to win the award. I would highly recommend to any engineering student who has the opportunity to participate in the Futures Challenge in the years to come to do so and would like to thank IPWEAQ for including it in the conference program this year.

EPW: What do you appreciate most about your involvement with IPWEAQ? MS: The most I appreciate about my involvement with IPWEAQ is the support that the organisation provides to its members. I have only been a member of IPWEAQ for a limited time, however I have already witnessed and experienced the amazing support in the form of training, professional development and networking which IPWEAQ provides. I hope to further become

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Receiving the Futures Challenge award from last year's Future Challenge winner, Matthew Tiller.

involved with IPWEAQ in these areas in the future.

EPW: What do you hope to achieve in your role as IPWEAQ Ambassador?

MS: I was really inspired by IPWEA NSW Young Ambassador Cate Fennell’s presentation on ‘What makes an engineer today?’ on the second afternoon of the conference. I could particularly relate to the points she made about getting more young women involved in engineering related careers, and how this needs to be addressed before senior high school years. As an IPWEAQ Ambassador I would like to motivate both young women and men to become involved engineering and showcase the benefits of what an engineering career can provide to young people, whether it be in public works or not. I would also like

Ashlee Jesshope (TRC), Craig Moss (IPWEAQ) and Maddy Stahlhut at the Gala Dinner.

to build on the already great work IPWEAQ does for young professionals. I am very humbled and excited to be asked to be an IPWEAQ Ambassador and look forward to working with IPWEAQ in the future.

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You can see more on Maddy’s submission for the Futures Challenge on the potential for a pumped storage hydropower system to be implemented in the Toowoomba water supply on page 61.

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We are so appreciative for our special partnership with EJ. As family owned business with a focus on customer-oriented solutions that improve access to infrastructure, we share many of the same values, goals and stakeholders with EJ. That’s why it was such a pleasure to work with our friends at EJ on the #IPWEAQ18 Closing Function, bringing together our diverse conference participants one final time to further cement those connections. We look forward to working with you over the next 12 months – especially in the run up to #IPWEAQ19! Thanks for being part of our community, Simon Bottomley, Ian Maddocks and Marty De-witt. And thank you, EJ!

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Importance of Adequate Development Compliance from an Asset Managers Perspective

Shannen Pretlove Sunshine Coast Council

Yasmin Beavis Sunshine Coast Council

Anton Dreyer Sunshine Coast Council

#IPWEAQ18 PAPER Councils have a responsibility to ensure that development within their region is provided to an acceptable standard. In addition to the expected quality of service, development should also be socially sound, financially sustainable, and environmentally responsible. The majority of development work is assessed and approved under the Sustainable Planning Act 2009 by local governments. This provides a consistent and rigorous process, which ensures that the planning approvals meet community expectations.

record keeping, the importance of accurate as-constructed plans and asset hand-over processes, as well as the value in conducting a thorough review of archived development files. The case study also demonstrates that having appropriately trained officers, who have the skills and knowledge to be able to understand historical development conditions, can reduce community complaints and capital expenditure on unnecessary works.

This paper outlines a case study

by Sunshine Coast Council’s stormwater asset managers, and highlights the lessons learnt from investigating community concerns raised over a prior subdivision.

These particular concerns had been ongoing since development handover and were investigated by various council officers over a number of years. By referencing the original development conditions set by council, it was possible to identify that there had been an issue with the compliance of those conditions, and ultimately the problems were able to be better understood and appropriate resolution actions undertaken.

1.0 Introduction The Sunshine Coast is one of the largest and fastest growing regional economies in Australia. Along with the ever-increasing population, is a need for accelerated development to provide suitable built infrastructure to meet the needs of the growing community. Sunshine Coast Council’s Development Branch is assessing an increasing number of applications, and asset managers are subsequently receiving a greater number of contributed assets resulting from infrastructure agreements. With contributed council assets reaching an all-time high, asset managers at Sunshine Coast Council are stressing the importance of adequate planning and compliance of development

Lessons learnt from this example include the significance of adequate

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Keywords: Council; Development; Community; Stormwater; Compliance

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sites to ensure the accuracy of asbuilt data and records to minimise the number of subsequent post development remedial works.

Councils have a responsibility to ensure that development within their region is provided to an acceptable standard. In addition to the expected quality of service, development should also be socially sound, financially sustainable, and environmentally responsible. The majority of development work is assessed and approved under the Sustainable Planning Act 2009 by local governments. This provides a consistent and rigorous process, which is intended to ensure that the planning approvals meet both statutory and community expectations.

A high level of scrutiny is required for both the planning phase and overseeing the operational works to ensure the development is compliant with the local Planning Scheme and overarching Planning Act. Requirements and specifications can vary significantly between regions and can be open to interpretation by the assessing officer. This can frequently lead to the completed built infrastructure being very different, and unfortunately usually of a lower standard, than what was envisaged at the time of planning approval. In addition to premature asset failure, the reduction in the projected level of service can also lead to community dissatisfaction, and in certain cases, neighbourhood disputes. The role of the development/compliance officer is therefore critical to ensure that comprehensive and accurate records are kept; compliance is completed to the prevailing standards; and variations are agreed by the

respective asset custodian prior to completion of works.

Council’s asset managers are dependent on the need for accurate, complete, and accessible asset data, in order to ensure continued delivery of that service to the community. It is imperative that this asset data is reliable for the conducting of both operational maintenance, and the future financial and renewal modelling which will need to be undertaken.

A number of important points were identified during the investigation, and these are detailed as lessons learnt further in this document. These also subsequently led to a number of process improvements being implemented in both the record keeping and data management areas, to ensure that future cases can be finalised sooner, and with greater confidence in a satisfactory outcome for the relevant asset managers.

2.0 Case Study Council has a responsibility to investigate all enquiries, from maintenance to requests for increased infrastructure to mitigate flooding or potential damage caused during rainfall periods.

This includes enquires about the adequacy of drainage as well as concerns about development compliance.

The case study outlined in this document is focused on a request from a Sunshine Coast property owner, who raised concerns with council about stormwater entering their property via their driveway, causing damage to their infrastructure. All names and property information have been excluded from this paper for privacy reasons.

2.1 Site Description The property is situated on a mountain that is subject to rock subsurface, ground movement and ground water. The 53,310 sqm lot is heavily vegetated and located on the northern slopes of the mountain. The local street has a grade of 11.5% over 150m with a 90° bend that ends at a cul-de-sac.

The property in question is located on the lowest side of the street with 93m of road reserve frontage.

Figure 1 shows the location of the property in relation to the road and grade.

2.2 Situation On December 9, 2017 approximately 60 mm of rain fell over the area within an hour after the region experienced constant rainfall for several days, leaving grounds saturated. As a result, council received an above average number of enquiries relating to stormwater infrastructure within this suburb, for the remainder of the month of December.

This customer contacted Sunshine Coast Council, requesting more stormwater infrastructure to be installed in their street to prevent stormwater entering their property during heavy downpours.

They stated that the existing infrastructure was undersized and that they had tried to raise this concern with council previously.

As shown in Figure 2, there is little stormwater infrastructure located in the street; the council network consists of a single gully pit at the end of the cul-de-sac that connects to a 450 mm dia. pipe, discharging into a pre-existing drainage line located within the customer’s property. There is also a 1050 mm dia. pipe that conveys the overflow from an upstream

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as water overflowed from the road onto their property via their driveway.

• The customer is the grantor of a shared access driveway for three other properties. This is separate to their primary access driveway. They believed that the shared driveway had received substantial damage due to the rain events that had caused it to crack and deform.

• The inter-allotment drainage from the properties that had been subdivided previously connect to pits located on the shared access driveway, and these pits were blocked.

Figure 1: Locality (Sunshine Coast Council, 2018)

pond that discharges into the same easement. There is also private inter-allotment drainage provided within easements throughout the surrounding properties that discharges into the customer’s property through drainage easements. These private assets however, at the time of investigation, remained unidentified according to council’s available mapping.

2.3 Investigation When investigating customer requests relating to stormwater matters, council officers review a range of information that may be available. To determine whether there was an issue with the original design of the stormwater infrastructure, a site investigation was undertaken in addition to a desktop and development review.

2.3.1 Site Investigation An engineering officer from council’s Stormwater Services

team met with the resident at their property. The site investigation was a crucial part in responding to the customers’ enquiries to ensure that the true concern was identified.

The aim of a site investigation is to gain a full understanding of the situation, determine the customer’s primary concerns and identify if there are any contributing factors that may only be apparent by visual inspection. Several site visits were undertaken to grasp the situation, including two meetings with the residents, and easement inspections in surrounding properties.

During the initial visit, the main concerns identified by the customer included: • Only one gully pit existed at the end of the cul-de-sac and no associated drainage pipes along 215m of the road.

• The customer believed that the road drainage was insufficient and was not designed properly

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The following information was gathered by the engineering council officer during the various site visits: • The customer’s gravel driveway had been washed out and had minimal freeboard, indicating that it was substandard for a residential driveway.

• The road profile did not allow water to take the 90° bend, causing water to travel down the customer’s driveway in the eastern corner of their property.

• Once the gully pit at the end of the cul-de-sac reaches capacity, water would pool in this location until it could overflow the top of kerb and pit, into the drainage easement.

• The field inlet pits for the downpipes were blocked, however the maintenance of downpipes is the responsibility of the respective property owner/s in which the drainage benefits.

• There were current works underway to replace the council inlet grate associated with the 1050 mm pipe from the pond.

The previous grate design blocked frequently due to the

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Figure 2: Stormwater network layout (Sunshine Coast Council, 2018)

heavily vegetated area, causing water to overflow the top of this and travel overland through private properties. The new grate design aimed to reduce the blockage frequency and improve accessibility for future maintenance.

• No inter-allotment drainage system was identified in one of the subdivided properties. This raised a question of the drainage easement intent over this property.

2.3.2 Development Review The site investigation led to the following questions that required review of the original development documentation.

1. What was the original design of the stormwater infrastructure?

2. Were the original asconstructed plans an accurate representation of what was in place?

Sunshine Coast Council stores all development files either in electronic or hard copy format. In this case, the original development documentation and all relating correspondence, appeals, decision

notices and as-constructed plans were made available in hardcopy.

After reviewing the archive development documentation, the following was concluded: • The portion of the council owned road was extended in 1996 when the original property subdivided. Figure 3 is an excerpt from the original archive file that displays the relevant civil works associated with the subdivision.

• The original developer of the road extension and subdivision was the current customer who was insisting the road drainage was undersized. This meant that the original developer, and in this case the current customer, was responsible for the design of the stormwater drainage located in the street that is now of their concern.

• The survey plan from the development, identified that there was previously a natural gully in the location that the stormwater is currently flowing down the customers’ driveway (shown in Figure 4). At the time of development, the recorded correspondence showed that council conditioned this area to

contain a stormwater easement, however this decision was appealed by the developer.

The appeal was granted under the condition that should the property owner/customer experience any stormwater issues in future, an easement would be granted in favour of council at the expense of the property owner.

• The private access driveway at the end of the western cul-desac that services three other properties did not appear to be constructed as per the asconstructed plans that reference the slab as being reinforced concrete (shown in Figure 5).

There is significant cracking to the concrete driveway that appears to have been an issue since 1998 according to previous complaints from neighbouring properties shortly after construction. Furthermore, upon recent visual inspection, the driveway did not show signs of steel reinforcing as per the detail on the next page.

Figure 5: Excerpt from development archive file (as-constructed drawings) reinforced concrete driveway detail

• The as-constructed plans indicated that there was a concrete v-drain (Figure 6) constructed in the back of lots 5, 4 and 3 to protect those properties from overland flow.

Although this was detailed in the plans, the recent easement inspection undertaken by council officers did not reveal any existence of a concrete v-drain.

Instead, Lots 4 and 5 contained

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possible avenues may exist in addition to those outlined below.

Figure 3: Excerpt from development archive file - civil works

Figure 4: Excerpt from development archive file - original proposed layout for subdivision that demonstrates the existing drainage lines

an underground PVC pipe and Lot 3 did not contain any drainage infrastructure.

Figure 6: Excerpt from development archive file (as-constructed drawings) drain section ‘B-B’

2.3.3 Desktop Analysis The objective of the desktop analysis was to find further information to support what was uncovered on site and through development documentation. This section details the various avenues adopted in this case for the retrieval of information, however it is worth noting that many other Engineering for Public Works | December 2018

Historical enquiries Sunshine Coast Council’s customer request system stores information and correspondence relating to complaints, enquiries, compliance issues and development and building applications. The following previous enquiries about this development were retrieved from the system: • The same customer raised a similar request in 2015, requesting for council to install additional drainage infrastructure in the street. As a result, council completed some minor upgrade works including upgrading the gully pit at the cul-de-sac to IPWEA standard.

• Several complaints were recorded from the adjacent neighbouring property (Lot 3 from Figure 4) regarding flooding of their property as a result from overland flow from above.

Applications against property It was determined that the property had a current application permit to Reconfigure a Lot. This was submitted to council in 2015, to subdivide the property into a further 7 lots. The associated decision notice by council conditioned the developers, in this case the customer, to install adequate drainage to cater for the street and to replace the shared access driveway that is in poor condition. Both are what the customer requested Sunshine Coast Council to complete following the 2017 storm event.

Rain data Sunshine Coast Council have rain gauges throughout the region that feeds data to a live database with a system portal known as

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development documentation and a thorough desktop review allowed council to determine a resolution to the customer enquiry.

Figure 7: TARDIS rainfall station Intensity Frequency Duration (IFD) chart

TARDIS. This system provides an estimation of what frequency storm was experienced for the broader catchment. In this case, a storm exceeding a 10 year ARI was experienced (Figure 7). It is expected that a storm of this size exceeds that of what underground drainage is designed to cater for.

Aerial imagery Sunshine Coast Council store historical imagery retrieved from previous flyovers that date back to 1958. Historical aerial imagery was reviewed to determine if the concrete v-drain was ever in place in the back of the subdivided properties; the aerial image from 2000 showed a swale, but no presence of a concrete v-drain (Figure 8) Street view Street view images were able to provide detail on the condition of the driveway in years prior to the 2017 storm event. An extract of the 2014 condition is illustrated on the following page (Figure 9). It is evident that the driveway did not meet the engineering guidelines for a residential driveway (IPWEA Standard Drawing RS-049 and RS050); the height of the driveway above the invert of channel did not reach the recommended 250 mm

and was constructed with loose gravel material.

Figure 9: Google Street view image of customer’s driveway (Google Maps, 2018)

Previous works Council has undertaken the following works previously: • Upgrade of the gully pit at the cul-de-sac to a new standard IPWEA asset to assist with inlet capacity in 2015. This was in response to the customer enquiry.

• Completed capital upgrades to the inlet grate from the pond to reduce blockage and the frequency of overflow in early 2018.

• Extended kerb and channel along the upper portion of the street in 2015.

2.4 Outcome The combination of site investigations, reviewing

The development documentation and compliance determined that the customer was in fact the original developer who was responsible for the design of the stormwater infrastructure. It was identified by council at the time of development that the eastern portion of their frontage would experience overland flow and that a drainage easement would be appropriate over this area.

However, the developer contested this decision and it was removed with a condition should they ever experience issues in the future, an easement would be donated to council.

In response to the request for further stormwater infrastructure to be installed in the street, council advised the customer of the outcome of the investigation and that council would not be upgrading the stormwater drainage at this stage. However, should the customer continue to have concerns of water flowing through the eastern portion of their property, they have the opportunity to donate a drainage easement in favour of council.

It is recognised that underground infrastructure is difficult to inspect by council development compliance officers, particularly in 1996. However, visual discrepancies were evident between that of the as-constructed plans and what was actually constructed on site.

This is particularly made evident by the lack of concrete v-drain in the subdivided properties, and the shared access driveway not containing reinforcing. To rectify this, council has since undertaken

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.Figure 8: Sunshine Coast Council 2000 aerial image (Sunshine Coast Council, 2018)

works to comply with the initial design, including a swale and concrete invert. The access driveway without reinforcing is an asset of the property owner, which in this case is the customer.

Therefore the owner is responsible for the maintenance of the driveway and council did not contribute towards any rectification works for this. Should any of these discrepancies been picked up during the compliance stage, the issue could have been rectified by the developer, not at the expense of council or the community.

Although council contributed funds to rectify some of the shortfalls in the development compliance, by reviewing the original development documentation, council officers were able to determine the underlying concern in the area; the original developers were aware of the drainage characteristics of the site and possibly had a hidden agenda for requesting council to upgrade the stormwater drainage to address their current development application

conditions specified by a different branch of council.

3.0 Conclusion In an ideal asset management world, officers would be responsible for the management and maintenance of contributed infrastructure that has undergone a high level of scrutiny in both the planning phase and operational works to ensure all assets comply with prevailing standards. Unfortunately, due to the occasional limit of resource allocations and restrictive development assessment timeframes, infrastructure oversights can become prevalent.

3.1 Importance of Development Compliance in this Case This case study draws attention to the following key methods for improved development compliance to reduce the number of community complaints resulting from reasonable new developed areas, as well as the reduction in capital expenditure on unnecessary works.

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• Identify cohesion between asbuilt data and what was precisely constructed on site.

• Make an allowance for adequate planning and for decisions to be accurately recorded and archived for future use.

• Create opportunity for upskilling officers involved in development compliance/auditing. Creating a workforce with appropriately trained officers who have the skills, knowledge and qualifications to apply engineering judgement.

• Ensure adequate levels of resources and time are committed to planning and compliance in development. This will see an enhanced quality of life for Queensland communities through the endorsement of adequate civil infrastructure.

3.2 Lessons Learnt The success of an asset manager’s investigation into post development contributed infrastructure is reliant on the following: • Don’t underestimate the worth of an officer channelling their inner ‘forensic analyst’, and refrain from being shortsighted when approaching an investigation. It may be tempting for investigating officers to avoid a thorough examination into a site’s history, due to this being seen as “too time consuming”.

This approach however lacks foresight. The early provision for adequate time to be allocated towards investigating community concerns, can avoid unnecessary expenditure incurred by adopting inappropriate or quick fix solutions. It is best for asset managers to circumvent temporary solutions that do not deal with, or mitigate, the

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underlying real issues at hand.

• When dealing with expressed concerns of inadequate public infrastructure by the community, don’t make any default assumptions. Approach with an open mind and don’t rule out all possible circumstances. It may even be of value to ask yourself the question 1. Is the problem at hand in fact councils to resolve?

The case study outlined in this document demonstrates how useful background research and scrutiny of original development information can be in answering this question.

• Cultivate good habits by seeking to employ and/or develop asset managers with the appropriate level of knowledge and skills to not only manage assets but to also apply other specialist skills i.e. in this case an understanding of stormwater hydraulics and an appreciation of development processes so archived information could be retrieved and analysed to a satisfactory level.

• By having an awareness of the development process, asset managers can understand why decisions were made, what was involved, what were the prevailing design standards, as well as what historical complaints or enquiries were made during the development process? Successful engineering judgement will then prevail.

• Ensure details regarding the process and findings of an investigation are adequately stored in council’s record keeping system and linked to properties were applicable. At Sunshine Coast Council the attribute data for the stormwater assets in the

mapping system are periodically updated with application or drawing number references to proof retrieval of archive information by others in future.

• Stormwater asset managers should utilise all available avenues to recruit the necessary information to make an informed decision. This includes but is not limited to the avenues listed under Section 2.3.3 Desktop analysis.

3.3 Key Areas for Improvement Sunshine Coast Council stormwater asset managers have identified the following areas for future improvement: • Closing the gap in the handover process of contributed assets between the development team and asset managers.

• Improve on Asset Design and As Constructed (ADAC) processes so the available mapping matches the as-built plans. This will possibly save time and/or eliminate the need to find and review original development information.

• Consider the creation of an incident register. This will become a single point of truth for asset managers to either refer to or check for follow-up actions/ conclusions.

In conclusion, this case study exemplifies one of the more successful stories for Sunshine Coast Council’s stormwater asset managers, however the information that was obtained during this case may not always be what is readily available in all situations. Should council’s commit to a greater level of resource allocation and support for adequate development compliance in future, and asset managers make provisions for

time early in their investigation to gain a complete history of the real infrastructure concerns then council’s will see future cases finalised in an expedient manner, and with greater confidence in a satisfactory outcome for the community.

Author Biographies Shannen Pretlove is the Stormwater Projects Engineer at Sunshine Coast Council and holds a dual degree in Bachelor of Engineering (Civil) and Bachelor of Business (Management). Shannen’s role includes development of the stormwater Capital Works Program in addition to undertaking investigations and responding to the public regarding stormwater related concerns.

Yasmin Beavis is the Stormwater Operations Team Leader at Sunshine Coast Council and holds a Bachelor Degree in Civil Engineering (Hons). Yasmin has worked in a variety of engineering roles and local government since 2005.

Anton Dreyer is the Coordinator of Stormwater Services at Sunshine Coast Council, and holds a Masters of Engineering degree in addition to other qualifications. Anton is a Registered Professional Engineer in Queensland (RPEQ), and has over 30 years experience in civil engineering.

References

• Google Maps. (2018). Google Maps. Viewed 19 September 2018. <https://www.google. com.au/maps> • Sunshine Coast Council. (2018).

Sunshine Coast Mapping – MyMaps.

Viewed 19 September 2018. <http:// maps.sunshinecoast.qld.gov.au/ maplet/?config=config/mymaps/myplace/ undergroundservices.xml>

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YIPWEAQ Report YIPWEAQ Experience – Gold Coast Conference October 2018 The Gold Coast, Australia. From theme parks to shopping, surfing to ancient rainforest, the recent Commonwealth Games host city was an iconic location for the IPWEAQ Annual Conference.

Coined as our “best conference ever”, 485 conference participants made their way to the sunny (at times) venue.

Being a recent university graduate, this was of course my first experience at a state level engineering conference and one of a few visits to a city bigger than my home town of Cairns.

The conference kicked off with four Tech Tours showcasing the innovations and engineering excellence of significant aspects required for everyday operation of facilities from the City of Gold Coast (COGC), and I was fortunate to participate in the Oceanway (Coast Engineering & Bikeways) Tech Tour.

A friendly yet serious game of bingo then progressed at the Welcome Function producing a fine way of mingling and learning interesting facts about different delegates.

The first full day of the conference kicked off with an excellent keynote presentation by Michael McQueen which left the audience contemplating the future and questioning if they were surviving

Many thanks to mentor Glenda Kirk (Mareeba Shire Council) for her support through the Buddy Program.

in the ever-changing environment which is business.

A never-ending supply of inspirational and meaningful quotes were given throughout the talk with suggestions on how to continue (or begin) to run a successful business.

“Resisting change is like holding your breath, even if you’re successful, it won’t end well.”

Michael McQueen Networking was an integral part of this conference and essential to maintain and develop a strong community of public works professionals. This had potential to be overwhelming for the under 35’s young professionals attending however thanks to the

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new YIPWEAQ Buddy Program the strain was greatly reduced. Special thanks to my mentor Glenda Kirk from the Mareeba Shire Council for her help connecting with embedded professionals and her overall guidance.

The exhibitors were another important part of the conference.

I very much enjoyed speaking with each exhibitor in order to understand the most up to date technology and innovations they have to offer, to help grow my ever increasing – but currently somewhat limited – knowledge of engineering works.

Perhaps the most difficult part of the two-and-a-half-day experience was deciding which presentation to attend when the program was split into streams.

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IPWEAQ Vice President, Craig Murrell with his conference ‘buddy’ and Futures Challenge contender, Matthew Soldatenko (QUT).

Off to a great start on the Oceanway Tech Tour thanks to GOGC. Rules

Prizes

• You must first introduce yourself to another delegate. Please venture outside of your usual network • Ask the delegate if any of the statements in the Game Card below apply to them and have them sign their name in the relevant box • You cannot sign your own Game Card

GAME CARD

• One signature per box ie each statement is to be signed by a different delegate • When you have collected 10 signatures for 10 statements, call BINGO • When you have collected all 25 signatures for 25 statements, see the IPWEAQ staff

First person to collect 10 signatures: • Select wine pack First person to collect 25 signatures: • Gift voucher

Find someone who...

is currently studying at university

rides a bicycle to work

has worked in the public works sector for more than 40 years

can explain the optimum serving temperature for Shiraz

is a lawyer

downloaded the conference App

works for City of Gold Coast

is an IPWEAQ branch committee member

owns a jet ski

knows what QUDM stands for

is on one of the IPWEAQ technical working groups

is presenting at this conference

knows the missing word: - IPWEAQ Informs, Connects, ______________, and Leads

has attended an IPWEAQ event in the last 12 months

successfully completed “Dry July”

knows the length of a surveyor’s chain

has sung to a live audience (other than karaoke)

owns their own business

has been published in Engineering for Public Works

can rub their stomach and pat their head at the same time

is under 25 years’ old

can quote a line from the movie Madagascar

can name two current IPWEAQ board members

has a birthday in October

is an exhibitor at this conference

Who knew so many people could quote a line from the movie Madagascar?!

With available time for only nine presentations out of a total of 36, it was inevitable you would miss out on something good! I opted to spread my attendance across the different streams with intentions to see the most out of the interesting topics of sustainable communities, infrastructure assets, network operations and innovative solutions.

The second annual Futures Challenge was a highlight of day one featuring some very professional and dedicated

Very inspired by keynotes Nic Marchesi and Lucas Patchett of Orange Sky.

students from QUT, USQ, and CQU. This saw the judges (the audience) having to make a very difficult decision choosing the best presentation. Congratulations to Maddy Stahlhut for taking the top prize.

The Excellence Awards Gala Dinner was a fantastic experience.

Congratulations to all of the 22 award recipients on the night! I of course had to take it easy on the celebrations as the next day I was required to be cool and composed for my presentation on the use of Recycled Glass in Concrete, which is about to be trialled in a footpath in Cairns in December.

Before presenting I had the pleasure of listening to the story of

Nic Marchesi and Lucas Patchett.

These two founders of Orange Sky Laundry started the world’s first free mobile laundry service when they were both as young as 20. Now almost five years later, the service has expanded to 27 sites across the country. The audience was left questioning what innovative projects they were completing at this age.

Other highlights of the concluding day included the comedic and eloquent Great Debate about whether tradition has a place in the modern workplace. The negative side inevitably took the win.

My first experience as a YIPWEAQ ambassador at a state-wide conference was most definitely a memorable and informative experience filled with, new ideas, new outlooks, new connections and the everlasting message to never hold your breath.

My goal moving forward is to promote the appeal of such events and the overall job prospects of working as a public works engineer to the future generation.

Joshua Flanders IPWEAQ Ambassador

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SEQ Branch President’s Report If you didn’t make it to the 2019 IPWEAQ Annual Conference, you missed a wonderful event with high energy and a great sense of community. The excellence awards ceremony and dinner brought everyone together to celebrate our people and projects for a great night enjoyed by all. We’ll be back in the SEQ corner next year at the Royal International Convention Centre at the Brisbane Showgrounds.

Thanks to everyone who participated in the recent SEQ Branch Survey. We asked for your thoughts on future SEQ events and I’m pleased to present the results: Q: What sort of events would you like delivered in SEQ? • Full day conferences – 33% • Seminars (1-2 hours) – 32% Q: What time are you most likely to attend a SEQ event?

• Any time during working hours – 30% • Doesn’t matter – 30% Q: What level of support do you receive from your employer to attend CPD/networking events?

• As many as I need – 52% • Only certain formats – 30% Q: How likely are you to attend a SEQ Branch event in the next six months? (5 being most likely) 52% of you are highly likely to be attending with a further 29% likely to attend.

Getting ready for day 1 of #IPWAQ18 with Michael Pascoe.

Based on your feedback, the SEQ Branch Committee will now develop a series of seminars to roll out in 2019. Thank you also for your suggestions for Tech Tours which included Howard Smith Wharves, contamination management sites, major construction and infrastructure projects, and local manufacturing, “before it all goes overseas”.

Congratulations to Logan City Council which won Project of the Year at the recent IPWEAQ Excellence Awards for its innovative water quality solution at Round Mountain. This project also won the award for Innovation & Sustainability in Water - Projects under $5M. Other SEQ project and people winners include:

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• Engineer of the Year – Alton Twine, Director Transport & Infrastructure, City of Gold Coast • President’s Award – John Derbyshire

• Team Member of the Year – Neil Graham, Construction Supervisor, City of Gold Coast • Projects Under $2M – Highly Commended: City of Gold Coast, GC2018 Queen's Baton Relay Traffic Management • Environment & Sustainability (sponsored by Komatsu) – Winner: LGAQ, QCoast2100

• Innovation (sponsored by C.R Kennedy) – Winner: City of Gold Coast, GC2018 Travel Demand Management Program • Innovation & Sustainability in Water – Projects over $5M

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WHAT SORT OF EVENTS WOULD YOU LIKE DELIVERED IN SEQ? n ½ day tech tours n Full day conferences n Seminars (1-2 hours) n 2-day conferences away from home n Public Works Forum n Social gatherings

7% 14%

31%

The IPWEAQ Gala Dinner and Excellence Awards.

13%

2%

33%

WHAT TIME ARE YOU MOST LIKEY TO ATTEND A SEQ EVENT? n After work n Any time during work hours n Morning n Afternoon n Doesn't matter n Online only

16%

Enjoying the Welcome Function with Leigh Cunningham and John Tannock (EJ Tannock & Associates) courtesy of A2K Technologies.

(sponsored by A2K) – Winner: LGAQ and DNRME, Queensland Water Regional Alliances Program (QWRAP)

• Road Safety (sponsored by HIG) – Winner: Brisbane City Council, Speed Awareness Monitors It has been a highly successful year for IPWEAQ and on behalf of the SEQ Branch Committee, I would like to wish you all very happy and safe Christmas. We look forward to welcoming you to a SEQ Branch event soon!

3% 20% 3%

29% 29%

Raad Jarjees SEQ Branch President

WHAT LEVEL OF SUPPORT DO YOU RECEIVE FROM YOUR EMPLOYER TO ATTEND CPD/NETWORKING EVENTS? n As many as I need n None n Only certain formats n Depends on context, relevance and value of event n Only once a year n Self-employed

10%

3% 6%

45%

26% 10%

SEQ Branch Survey

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NQ Branch President’s Report It was great to see so many NQ Branch members at the Gold Coast for the 2018 IPWEAQ Annual Conference. We can confirm for you that it was an exceptional event.

Natasha Murray, NQ Branch Committee and Senior Transport Engineer - Infrastructure Services, Cairns Regional Council member took home one of the main awards on the night – Woman in Engineering.

Congratulations, Natasha! This award was won by Glenda Kirk, Mareeba Shire Council in 2017 so we are obviously doing something right in the north. Can we go three in a row? If you’re working with an exceptional female engineer, be sure to nominate her when the awards open February 2019.

NQ also took home a swag of projects awards on the night including: • Projects under $2M – Winner: Kowanyama Aboriginal Shire Council, Kowanyama Social Precincts • Projects under $2M – Highly Commended: Cairns Regional Council, Centenary Lakes Nature Play • Asset Management – Winner: Mackay Regional Council, Mount Pleasant No.1 Reservoir Refurbishment • Environment & Sustainability (sponsored by Komatsu) – Highly Commended: Mareeba Shire

The guys from Cairns Regional Council at the Gala Dinner and Excellence Awards – Ray Plasto, Bruce Gardiner, Joshua Flanders and Gary Everson.

Council, Mareeba Landfill Surface Waters Management Project • Projects $5 - $10M – Highly Commended: Cairns Regional Council, Lake Street Car Park Building There can be no doubt that we are delivering amazing projects for our communities in the north. I would like to congratulate everyone involved with our winning projects but also to acknowledge everyone involved in the projects nominated in what was a very tight competition again this year. It was great to see the north featured so predominantly on the night.

The NQ Branch committee’s focus in 2019 will be on the Northern Roads Symposium to be held in Cairns in June (dates to be confirmed). This highly successful

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event has been delivered in Longreach and Toowoomba and we are looking forward to the expert technical content that is a feature of the symposium.

There are other opportunities for you to undertake CPD in 2019 including: • Tender Administration (up to 14 CPD hours), Cairns, 20-21 February 2019 • Road Safety Audit Workshop (up to 16 CPD hours), Cairns, 2-3 April 2019 We are also continuing to expand our courses delivered in Darwin including: • Bridge Inspection Workshop, Levels 1 & 2 (up to 18 CPD hours), Darwin, 26-28 February 2019

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Natasha Murray from Cairns City Council takes out the Woman in Engineering Award!

Amy Yates, Morris Hamill and Glenda Kirk from Mareeba Shire Council receive a Highly Commended for Environment & Sustainability.

Sarah Lethbridge accepting the Award for asset management for the Mount Pleasant No.1 Reservoir Refurbishment.

to our hosts, GHD. If you would like to join GHD for breakfast streamed live to the main event in Brisbane, please be sure to contact Paula Paul. Similarly, if you or your organisation would like to host a satellite breakfast in your town, please contact Paula.

Cr Glenn Rayleigh from Cassowary Coast Regional Council at the Orange Sky keynote.

You can register online now for these courses.

Another opportunity for you to record 24 CPD hours is to subscribe to the 2018 IPWEAQ Annual Conference Proceedings.

This is probably the most economical CPD available at just $25 per hour. This year’s Proceedings include videos of

all the presentations including keynotes and all sessions delivered in all four streams. Having attending this year’s conference, I can assure you that the content is of a high quality, relevant and valuable.

For the 2019 President’s Breakfast we will be holding a satellite breakfast in Townsville, with thanks

2018 has flown by and I’d like to thank everyone for being involved with our branch over the past year. IPWEAQ had a record 2,000+ delegates attend its conferences, symposia and courses over the past year demonstrating that we are heavily engaged with our industry on a wider scale. Thanks to everyone for supporting IPWEAQ and your branch in the north over the past 12 months.

Be safe on our roads this Christmas and best wishes to you and your family for the new year.

Bruce Gardiner NQ Branch President

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South West Queensland Branch Conference – Gatton

7-8 MARCH 2019 IN PARTNERSHIP WITH SOMERSET AND LOCKYER VALLEY REGIONAL COUNCILS

This year's conference will showcase local projects and activities with the program to be finalised in January 2019.

The conference will commence on Thursday followed by a welcome dinner to be held at Sage on Hickey (Gatton Bowls Club). We will be hosting a special morning tea on Friday 8 March to celebrate International Women’s Day, with satellite branches connecting via video link to share in the celebrations.

Proceedings will conclude on Friday afternoon, with an optional cycle tour of the Brisbane Valley Rail Trail (BVRT) commencing on Saturday morning at 8am.

We are pleased to offer this amazing cycle tour in partnership with Somerset Regional Council. The Brisbane Valley Rail Trail (BVRT) was the winner of IPWEAQ's Excellence Award 2018 for projects $2 million - $5 million. The BVRT, a 157km long, off-road recreational trail is finished, with the final 27km recently completed

by Somerset Regional Council. It is the

www.ipweaq.com

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longest trail in Australia and follows the disused Brisbane Valley rail corridor.

The Cycle Tour: Toogoolawah to Moore: 8:00am

Meet at Toogoolawah Station

8:30am

Transfer (via shuttle service) to Moore

9:00am

Commence ride at Moore

2:00pm

Reach Toogoolawah Station*

*This ride is approximately 30kms with the option to continue to ride further South once the journey back to Toogoolawah is completed.

Registrations are now open, with up to 8.5 CPD hours available.

  

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SWQ Branch President’s Report Once again, SWQ Branch councils, people and organisations reaped rewards at the 2018 IPWEAQ Excellence Awards confirming that our region is consistently delivering for our communities. Winners this year include: • Young Engineer of the Year (sponsored by GenEng Solutions) – Haydn O’Leary, Engineer, Construction and Maintenance South, Toowoomba Regional Council.

• Futures Challenge winner (sponsored by Rocla) – Madison Stahlhut from USQ. Maddy is an intern at Toowoomba Regional Council and I am delighted to report that she will be joining GHD in the new year.

• Projects over $10 million – High Commended: Boundary Street Upgrade Project, Toowoomba Regional Council • Projects $2 - $5 million – Winner: Somerset Regional Council, Brisbane Valley Rail Trail (Toogoolawah to Moore) Congratulations again to our winners. Next year, we would like to see more SWQ Branch councils and organisations nominating projects and their people. The awards night is not just about the winners but all the projects that are featured on the night in front of almost 500 people from our industry. All nominations

New initiatives at the conference this year including the welcome luncheon for the Under 35s.

are featured in the annual commemorative book. The 2019 awards program will be launched at the President’s Breakfast in February. Projects delivered by July 2019 are eligible. A new awards portal will streamline the process and make it easier for you to obtain internal approvals.

Congratulations also to Maddy Stahlhut who has been chosen as an IPWEAQ Ambassador!

Planning is well underway for our SWQ Branch Conference in Gatton, 7-8 March 2019 jointly hosted by the Lockyer Valley Regional Council and Somerset Regional Council. On Saturday morning 9 March, in honour of our award-

winning bike trail, we invite you to register to ride the 30km section of the trail from Moore back to Toogoolawah (approximately 5 hours) or continue further south if you’re keen. BYO bikes or bikes are available to hire.

And since we are a sporting bunch in the SWQ, our conference welcome/dinner this year will be held at the Gatton Bowls Club for barefoot bowls. If you’re a bit rusty on bowls, there’s an Australian documentary, Crackerjack starring Mick Molloy which offers the necessary guidance.

The Call for Papers for the SWQ Branch Conference closes Tuesday 11 December and we encourage

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USQ student Madison Stahlhut took out the Future’s Challenge for her analysis on generating energy using pumped storage hydropower.

Mike Holeszko (Southern Downs Regional Council) and Joseph Marstella (TMR’s Darling Downs District).

our YIPWEAQ members to submit a paper – and you will receive a complimentary conference registration if you are selected for the program.

Meanwhile, Ashlee Jesshope, winner of an IPWEAQ International Study Tour scholarship has just attended the Smart City Expo World Congress in Barcelona and we look forward to Ashlee’s presentations of her learnings when she returns to Australia.

Thanks finally to the Goondiwindi Regional Council for hosting an inaugural satellite breakfast for the President’s Breakfast on Friday 8 February 2019. If you would like to join us at the Goondiwindi Regional Council for breakfast streamed live to the main event in Brisbane, please be sure to contact Paula Paul. Similarly, if you or your organisation would like to host a satellite breakfast in your town, please contact Paula.

Andrew Johnson accepted the award for project over $2M - $5M for Somerset Regional Council’s Brisbane Valley Rail Trail.

Thanks to everyone for supporting IPWEAQ and your branch over the past 12 months. We continue to go from strength to strength evidenced particularly by our growing YIPWEAQ membership (up by 50% on last year).

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Have a wonderful Christmas and I look forward to seeing you in Gatton!

Angela Fry SWQ Branch President

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LOWER ORDER ROAD DESIGN GUIDELINES

Born out of practical concerns during the recent flood reconstruction of our infrastructure, IPWEAQ, together with Harrison Infrastructure Group (HIG) and a broad representative steering committee, developed the Lower Order Roads Design Guidelines (LORDG) to address prohibitive costs of upgrading the existing low order road network to meet the current high order standards.

Road authorities are constantly faced with the dilemma of how and where to allocate limited available funds to their road networks in order to, literally, keep the economy moving. With up to 85% of all roads carrying less than 150 vehicles per day, these are frequently passed over for funding due to the high associated cost required to applying high order standards while benefiting relatively few users. However, maintenance of this network is vital to economic activity. Most of our primary produce starts its journey on a lower order road. Without them, the economy would stall.

The aim of LORDG is to provide a risk-base approach to improvement on the lower order road network acknowledging the limited available funds. This is achieved by applying context sensitive design principals to risk

identification, quantification and management through a gamma of mitigating treatments.

environment, traffic volumes and percentage of heavy vehicles using the road.

LORDG seeks to provide professionals with the necessary vision and skill sets required to apply fit for purpose design standards and achieve a safe road and roadside environment that will meet projected needs over the design life of the woks.

Another score card has been adopted to assist in determining if treatments would be required on identified roadside hazards.

One example deals with the need for guardrail to protect identified roadside hazards. The scorecard is populated with design criteria and the outcome will recommend either installation of guardrail or adoption of more economic though adequate solutions such as signage or delineation. Once again, the scorecard provides a robust procedure and documentation that the hazard has been managed in an acceptable manner.

Professionals are provided with the tools necessary to identify potential risk and objectively analyse the severity posed to the travelling public. Once identified, risk management follows a standard procedure starting from the desirable elimination when practical to do so right through the risk matrix until an acceptable mitigating treatment is chosen.

Often monitoring over a period will be part of the solution.

LORDG uses a “Score Card” system which assists professionals to identify which design standards would be appropriate (sealed or unsealed) and also provides a tool for planners who will be able to include the achieved score as objective input in their considerations for works prioritisation.

Design parameters are chosen after due consideration is given to the road category, prevailing climatic conditions, speed

LORDG also deals with other issues such as drainage and provides a simple calculation method to determine an expected time of closure for floodways. There is also guidance on several useful field procedures for design and construction which can often be applied in the absence of available resources in remote areas. Worked examples go through processes on a variety of situations.

Training courses have been delivered throughout the state and as a result a number of road authorities are now using the LORDG as the prescribed design reference on road less than 150 AADT.

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CQ Branch President’s Report I am delighted to confirm the location and dates for the 2019 CQ Branch Conference – Rockhampton, 7-9 May 2019. Thank you to our hosts, Rockhampton Regional Council!

Planning is underway with further details on venue and the Call for Papers to be released early in the New Year but I can announce that golf is back on the agenda for Saturday 9 May 2019 and is unlikely to be washed out by a cyclone.

This conference will be additionally special as we will be hosting a General Meeting of members to decide on our new corporate structure and supporting constitution. The IPWEAQ Board has devoted considerable time reviewing every clause in the new constitution keeping paramount in our minds, our independence and future sustainability. We need to appeal to newer generations and be ready for whatever comes our way. I encourage you to take the time to read the new constitution (on our website) and to submit any query you might have, no matter how insignificant you think it might be, so we can be sure your views are taken into consideration.

This new constitution will govern our Institute for years to come.

And under our new structure, the authority to make decisions on the rules that govern our Institute will belong to its members.

A huge congratulations to the team at Bundaberg Regional

One highlight of the conference is celebrating at the Excellence Awards and Gala Dinner, here with Gleb Kolenbet (Moreton Bay Regional Council and IPWEAQ SEQ Branch Vice President).

Council, winners of the 2018 IPWEAQ excellence award in the Projects over $10 million category for their new multi-use sports and community centre (Multiplex).

Congratulations, Bundy!

If you didn’t make it to #IPWEAQ18 on the Gold Coast, be sure to make a diary note for #IPWEAQ19 on 24-26 October 2019. The conference will be held at the Royal International Convention Centre which forms part of the Brisbane Showgrounds and has a long and revered history etched into Queensland’s social heritage.

I am pleased to announce the appointment of two more (Young) IPWEAQ Ambassadors including

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Ben Ash from George Bourne & Associates. Many of you will recall Ben’s capable presentation at the Barcaldine conference in June and he features also in the annual conference video highlights.

Madison Stahlhut won the 2018 Futures Challenge and joins Ben and our current Ambassadors, Jessica Kahl and Joshua Flanders.

Our Ambassador program is a part of our overall program to attract newer generations and to nurture those who have the potential to become future leaders of our Institute.

And more great announcements – I am very pleased to welcome two new members to the CQ Branch Committee: Stuart Grallelis, Senior Structural Engineer, Dileigh

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Matthew Brennan (graduate engineer at George Bourne & Associates) did us proud at the Great Debate.

Voting on the Great Debate commences, with Matthew’s negative team winning.

Catching up with Paul Keech and his daughter, Angie Keech at the closing function sponsored by EJs .

Consulting Engineers and a YIPWEAQ member, Seth Docherty, a Graduate Engineer with HIG. Welcome Stuart and Seth! I look forward to your thoughts and ideas on progressing our branch.

Would you like to host a satellite breakfast for the 2019 President’s Breakfast on Friday 8 February

2019? You just need a room with a laptop (or two) with a camera and Internet to receive the live stream, and arrange breakfast which could be as simple as McDonalds! The keynote presentation is by our 2018 Engineer of the Year, Alton Twine.

Thanks to everyone for supporting IPWEAQ and your branch over

the past year. Have a wonderful Christmas and I look forward to seeing you in person or via live streaming for the President’s Breakfast in February.

Celisa Faulkner CQ Branch President

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Dealing with the Unplanned – Infrastructure law and practice

#IPWEAQ18 PAPER

Sarah Hausler McCullough Robertson Even with the best laid Local Government Infrastructure Plan (or Water Netserv Plan, or Priority Infrastructure Plan, or Headworks Planning Scheme Policy, or other statutory infrastructure plan), delivering the right size and specification infrastructure at the right time is not straightforward. Things happen. In the last few years we have seen: (a) the renewable energy project boom in regional Queensland have significant impacts on State and Council roads; (b) the development of a declared Priority Development Area trigger the need for new roads, public transport, water, sewer, health and education infrastructure; (c) development being approved in an emerging community or rural zone (outside the priority infrastructure area) requiring substantial out of sequence infrastructure; (d) assumptions about development density or sequencing in an infrastructure plan not aligning with the market drivers for development density or the

unlocking of developable land; (e) planning legislation changes standardising requirements for infrastructure charges, credits, offsets, and refunds, and introducing a new process for converting nontrunk infrastructure to trunk infrastructure; and (f) infrastructure plan reviews not completed within the 5 year statutory time frame.

Each of these matters presents significant challenges for local governments and water businesses in servicing development and managing industry and community expectations.

This presentation will discuss the legal options for responding to infrastructure challenges, including: (a) conditions for necessary trunk infrastructure, additional payment conditions and conditions for non-trunk infrastructure; (b) tips and traps for effective infrastructure agreements; (c) planning scheme provisions to foster infrastructure outcomes; and (d) conversion applications, including an analysis of the standard conversion criteria and recent case law.

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Speaker biography Sarah is a planning and environment lawyer with specialist experience in infrastructure planning and agreements.

She acts for local government, state government agencies and government owned corporations.

Sarah acted for Unitywater and the Department of Transport and Main Roads in relation to the infrastructure agreements for the Caloundra South Priority Development Area, and acts for the State in relation to infrastructure planning and agreements for other greenfield development areas. Sarah also acts for private developers in relation to conversion applications.

Keywords: Infrastructure, planning, charges, law, conditions 1 Introduction 1.1 Even with the best laid Local Government Infrastructure Plan (or Water Netserv Plan, or Priority Infrastructure Plan, or Headworks Planning Scheme Policy, or other statutory infrastructure plan), delivering the right size and specification infrastructure at the right time is not straightforward. Things happen.

1.2 In the last few years, I have

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seen the following issues come across my desk: (a) the renewable energy project boom in regional Queensland have significant impacts on State and Council roads; (b) the development of a declared Priority Development Area trigger the need for new roads, public transport, water, sewer, health and education infrastructure; (c) development being approved in an emerging community or rural zone (outside the priority infrastructure area) requiring substantial out of sequence infrastructure; (d) assumptions about development density or sequencing in an infrastructure plan not aligning with the market drivers for development density or the unlocking of developable land; (e) planning legislation changes standardising requirements for infrastructure charges, credits, offsets, and refunds, and introducing a new process for converting nontrunk infrastructure to trunk infrastructure; and (f) infrastructure plan reviews not completed within the 5 year statutory time frame.

1.3 Each of these matters presents significant challenges for local governments and water businesses in servicing development and managing industry and community expectations.

Overview 1.4 This presentation will discuss the legal options for responding to infrastructure challenges, including: (a) conditions for necessary trunk

infrastructure, additional payment conditions and conditions for non-trunk infrastructure; (b) tips and traps for effective infrastructure agreements; (c) planning scheme provisions to foster infrastructure outcomes; and (d) conversion applications, including an analysis of the standard conversion criteria and recent case law.

2 Infrastructure planning 2.1 Infrastructure planning is achieved through two statutory mechanisms: (a) the Local Government Infrastructure Plan (LGIP) (or Water Netserv Plan for Unitywater and QUU); and (b) the planning scheme, in its land use planning function.

2.2 The role of the LGIP is to: (a) identify the Priority Infrastructure Area (PIA); (b) state assumptions about population and employment growth; (c) states assumptions about the type, scale, location and timing of future development; (d) include plans for trunk infrastructure; and (e) state the desired standard of service for development infrastructure.

2.3 Council is required to be able to fund the trunk infrastructure identified in its LGIP from a combination of sources including infrastructure charges and rates.

2.4 The planning scheme is to set out integrated State, regional and local planning and assessment policies for a local

government area. In practice, this is achieved through zoning and overlay mapping, coupled with local area plans and other assessment provisions.

2.5 The different roles of these two documents is important: (a) the planning scheme deals with what can be built and where (through performance based planning provisions); and (b) the LGIP makes assumptions and projections about when that development will be built, in order to plan the infrastructure required to service that development.

3 Infrastructure charges notice 3.1 An Infrastructure Charges Notice (ICN) must be issued after an approval is given where an â&#x20AC;&#x2DC;adopted chargeâ&#x20AC;&#x2122; applies under the relevant Infrastructure Charges Resolution/DistributorRetailerâ&#x20AC;&#x2122;s Board Decision. The charges must be consistent with the State Planning Regulatory Policy (adopted charges) which caps the amounts that may be levied.

3.2 An ICN, like a development approval, attaches to land.

The ICN is a land use basis for calculating charges. i.e. for residential development, it involves multiplying the number of house blocks by the applicable rate. The ICN is not intended to reflect the cost of providing infrastructure to the development.

3.3 The ICN may only levy charges for the additional demand generated by the approved development e.g. an ICN for an approval to subdivide

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two residential lots into six residential lots, must include a credit for the two existing lots and only charge for the four ‘new’ lots.

3.4 The ICN must state how the levied charge has been worked out and whether an offset or refund applies, and when the refund will be given. This requirement came into effect in 2014 and has overcome the need for infrastructure agreements for some smaller projects.

3.5 The rules for offsets and refunds are complex and depend on the nature of the condition imposed and the LGIP expectations for the land.

As a starting point, it is useful to remember that: (a) a necessary infrastructure condition may trigger either an offset or a refund; but (b) an additional payment condition can only trigger a refund; and (c) a non-trunk infrastructure condition will not trigger either an offset or a refund.

3.6 I will first step through the types of infrastructure conditions, then explain the applicable offset and refund triggers.

4 Infrastructure conditions 4.1 Trunk infrastructure is defined as infrastructure of a distributor-retailer (DR)/local government that is: (a) development infrastructure identified in the distributorretailer’s water netserv plan/

Council’s LGIP as trunk infrastructure; or (b) development infrastructure that, because of a conversion application, becomes trunk infrastructure; or (c) development infrastructure that is required to be provided under a necessary infrastructure condition imposed under section 99BRCR(2) of the South East Queensland (Distribution and Retail Restructuring) Act 2009 (Qld) (DR Act) or section 128(3) of the Planning Act 2016 (Qld) (Planning Act).

4.2 If an approval contains conditions about infrastructure, the decision notice must state the provision of either the DR Act or the Planning Act, under which it was imposed.

Necessary infrastructure conditions 4.3 A ‘necessary infrastructure condition’ can only be imposed where: (a) trunk infrastructure has not been provided, or has been provided but is not adequate; (b) the trunk infrastructure will be located on: (i) the premises the subject of the development application (regardless of whether the infrastructure is necessary to service that premises); or (ii) other premises, but is necessary to service the subject premises; and either

(c) the netserv plan/LGIP identifies adequate trunk infrastructure to service the subject premises, and the condition requires the provision of: (i) the infrastructure identified in the plan; or (ii) different trunk infrastructure delivering the same desired standard of service;1 or (d) the netserv plan/LGIP does not identify adequate trunk infrastructure to service the subject premises, and the condition requires the provision of: (i) infrastructure necessary to service the connection/ development consistent with the assumptions stated in the plan about the type, scale, location timing or intensity of future development.2 4.4 In either case, the condition will be taken to comply with the ‘relevant or reasonable’ requirement for conditions if the infrastructure is: (a) the most efficient and cost effective solution for servicing other premises in the general area of the subject premises; and (b) for infrastructure located on the subject premises, the provision of the infrastructure: (i) not an unreasonable imposition on the connection/ development; and (ii) reasonably required for the connection/development.3

Planning Act 2016 (Qld), section 128(1); South-East Queensland Water (Distribution and Retail Restructuring) Act 2009 (Qld), section 99BRCQ. Planning Act 2016 (Qld), section 128(3); South-East Queensland Water (Distribution and Retail Restructuring) Act 2009 (Qld), section 99BRCR. 3 South-East Queensland Water (Distribution and Retail Restructuring) Act 2009 (Qld), section 99BRCS. 1 2

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Extra payment condition 4.5 A DR/Council may impose an extra/additional payment condition for additional trunk infrastructure costs if: (a) the connection exceeds the Netserv plan/LGIP planning through greater demand, bring forward or being outside the PIA/connection area; AND (b) the connection would impose additional trunk infrastructure costs on Unitywater after taking into account: (i) levied charges for the trunk infrastructure; and (ii) trunk infrastructure provided, or to be provided, by the applicant under the approval and any infrastructure agreement.

4.6 The extent of the costs that may be required depends on whether the proposed development is in or out of the PIA. 4.7 The applicant may elect to provide all or part of the trunk infrastructure the subject of an extra payment condition instead of making the payment.

The extra payment condition must state any requirements by the Council for providing the trunk infrastructure, including when that infrastructure must be provided.

Non trunk infrastructure condition 4.8 Conditions about non-trunk infrastructure may be imposed

The new IPWEAQ Knowledge Centre is a vital resource for anyone working in the public works sector in Queensland.

The Centre is fully searchable by title, speaker/author, subject, keyword, event or date. Resources available in the Knowledge Centre include: 1. Podcasts of state and branch conferences (accessible only to paid conference delegates or conference proceedings subscribers). The podcasts are accompanied by the presenters’

5 Offsets and refunds 5.1 Where a necessary infrastructure condition has been imposed and an adopted charge applied, the developer is entitled to an offset or refund. ic e th em ry by cad bra ed a Li is for e ! gn ty , th on co ri es iti re ho ri al a t lly au libr Co g ba t lo en ch in G in ear lish m s b ee re Pu pr nd a

IPWEAQ Knowledge Centre

where the condition is for nontrunk infrastructure for: (a) a network, or part of a network, internal to the premises; (b) connecting the premises to external infrastructure networks; and (c) protecting or maintaining the safety or efficiency of the water infrastructure network of which the non-trunk infrastructure is a component.

PowerPoint presentation so you can follow the presentation while listening to the podcast.

2. Podcasts with accompanying video of all other IPWEAQ events 3. Papers submitted for state and branch conferences 4. Articles published in our quarterly e-journal, Engineering for Public Works 5. Articles of relevance to Queensland practitioners sourced by our Information Resources Manager from other states/territories and internationally.

6. IPWEAQ technical publications including Standard Drawings (accessible only to subscribers) 7. Podcasts of interviews of delegates taken at state and branch conferences 8.

Photos of delegates taken at state and branch conferences The Knowledge Centre is only accessible to IPWEAQ members. Conference podcasts/videos are only accessible to paid conference delegates. Technical publications are only accessible to subscribers of our technical products.

Join IPWEAQ today to access this vital resource for the public works sector in Queensland.

  

www.ipweaq.com

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5.2 If however, an extra payment condition is imposed, then the developer is only entitled to a refund if the development is completely inside the PIA. 5.3 An offset is not available as a consequence of an extra payment condition.

6 Conversion applications 6.1 A conversion application may be made to convert non-trunk infrastructure to trunk infrastructure where construction of the infrastructure (not the development generally) has not started. The application must be made within 1 year after the relevant approval takes effect.

6.2 A conversion application is decided in accordance with the conversion criteria in Councilâ&#x20AC;&#x2122;s charges resolution or the DRs Board Decision. The Council or DR must have regard to the conversion criteria, and recent case law confirms that compliance with each criterion is not necessary for infrastructure to be properly characterised as trunk infrastructure. 4 6.3 The conversion criteria can attempt to protect Council or the DR from the cost of significant infrastructure outside its planning assumptions in its LGIP or Netserv Plan. Some local governments have drafted conversion criteria that explicitly require compliance with all criteria; these conversion criteria have not

yet been tested in the Planning and Environment Court.

7 Infrastructure agreements 7.1 Infrastructure agreements play an important role in the delivery of development, particularly where the planning regime does not adequately anticipate the development or its infrastructure requirements.

Infrastructure agreements enable infrastructure providers and developers to achieve a commercial agreement about infrastructure.

7.2 An infrastructure agreement is a contract that meets the statutory requirements, attaches to the land (like a development approval) and may override development approvals and infrastructure charges notices.

7.3 I nfrastructure agreements have become increasingly prevalent since the introduction of the capped infrastructure charging regime in July 2011. However, infrastructure agreements have long had a role to play in planning and development in Queensland and were formerly described as rezoning agreements or development agreements.

8 Statutory requirements 8.1 An infrastructure agreement is a statutory contract under the Planning Act, the DR Act or the Economic Development Act 2012 (Qld) (ED Act). In order to fulfil the statutory requirements, the infrastructure agreement (IA) must:

The Avenues Highfields Pty Ltd v Toowoomba Regional Council [2017] QPEC 48.

R v BCC, ex parte Read [1986] 2 Qd R 35-36 per Thomas J. 6 Prentice v BCC (1966) QLR 394.

4 5

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(a) be made pursuant to a relevant section of the Planning Act, the DR Act or the ED Act; (b) if obligations will be affected by change of ownership â&#x20AC;&#x201C; state how obligations will be fulfilled in that event; and (c) if obligations depend on development entitlements that could be affected by a change to a planning instrument - a statement about: (i) refunds or reimbursements, and (ii) changing or cancelling the obligations if development entitlements are changed without the obligeeâ&#x20AC;&#x2122;s consent.

8.2 If the land owner(s) consents, the infrastructure agreement will attach to the land and bind successors in title.

8.3 The IA will override a development approval or charges notice to the extent of any inconsistency.

8.4 If the IA does not satisfy the statutory requirements, it can still play an important role in the delivery of a development e.g. coordinated projects under the State Development and Public Works Organisation Act 1971 (Qld).

8.5 An IA is not limited by the currency period of the development approval.

9 Key considerations for infrastructure agreements Determine the infrastructure requirements early

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9.1 Technical staff for the Infrastructure Provider and Developer should document broad agreements about infrastructure requirements before legal drafting begins.

9.2 Identify areas of uncertainty, such as: (a) the scale of development; (b) sequencing of the development; (c) sequencing of other development using the trunk infrastructure; (d) timing and standard of the trunk infrastructure i.e. when will it service and who; and (e) regulatory risks e.g. could the development be called in or declared a Priority Development Area (PDA).

Approvals and legislative context 9.3 The approvals and ICN should be considered, and supported or altered where necessary.

9.4 Be careful that silence on an issue is not treated as no requirements on an issue.

9.5 The IA may require additional â&#x20AC;&#x2DC;contractualâ&#x20AC;&#x2122; approvals to address uncertainty in the legislative regime over the life of the IA. 9.6 The IA cannot (generally) override a legislative approval process.

9.7 Consider discretion, fetter and changes to development entitlements: (a) an IA is not invalid because its fulfilment depends on the exercise of a discretion about an existing or future development approval; (b) this does not allow a local government/DR to

contractually fetter its discretion, but does allow an approval to be a condition precedent to obligations being triggered; (c) if the IA provides improper incentives to the Council/ DR that do not relate to the development, then an approval granted following the IA may be challenged on the basis that the IA provided an irrelevant consideration in the assessment of the application;5 and (d) conversely, the Council/DR may properly consider the infrastructure the subject of an IA, in the assessment of the application, if that infrastructure would deliver a benefit to the community.

9.8 Trunk infrastructure is often required external to a development site. The Council/DR should carefully consider whether it has power to acquire land if it is requested to do so.6 The purpose of the agreement 9.9 An IA may serve a range of purposes, including: (a) providing certainty: (i) Developer can deliver the infrastructure on their own timetable, not subject to Councilâ&#x20AC;&#x2122;s infrastructure scheduling constraints; and (ii) mitigate the risk of legislative or planning change; (b) override planning constraints: (i) facilitate development outside of the Planning Infrastructure Area or Connection Area; (ii) support a development application by detailing how the development will

be serviced; and (iii) provide additional funding beyond that available through an ICN and conditions; (c) coordinate multiple interests: (i) provide for infrastructure refunds for the lead developer; (ii) cost sharing arrangements, but not without risk; and (iii) overlapping jurisdiction e.g. Minister for Economic Development Queensland (MEDQ).

10 Conclusions 10.1 Infrastructure planning is a difficult task due to the complexity of the task itself and the uncertainties involved. Infrastructure providers need to be able to engage with a range of tools in order to plan for and respond to infrastructure needs in their jurisdiction.

10.2 Infrastructure agreements are a popular and sometimes essential tool for development proposals to proceed.

10.3 Lawyers need a range of skills: project management, negotiation and communication, knowledge about complex infrastructure charging laws, drafting.

10.4 The teamwork between engineers, planners, inhouse and external lawyers, as well as with their counterparts, will greatly contribute to the success of an agreement.

Acknowledgements I am grateful for the assistance from my colleague Alesia Shard in preparing this paper.

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TECHNICAL PRODUCTS UPDATE

PORTFOLIO REPORT

Craig Moss Director, Professional Services Standard Drawings Moreton Bay Regional Council hosted the October meeting to the Standard Drawing Working Group.

Following on from the previous discussions related to the guidance on how the drawings are to be used, a new disclaimer advising that the fitness for purpose of a drawing for a specific project shall be determined and certified by a Registered Professional Engineer of Queensland (RPEQ) will be added to the start of each collection, each index and on each drawing. The group will update all drawings and collections for a new release in early 2019.

Over the next few months, the standard drawings and associated records and will be transitioned across to the IPWEAQ Knowledge Centre. This will bring all of the IPWEAQ technical products onto the one platform, resulting in a consistent process for accessing publications and associated resources. The existing platform will remain operating in parallel with a full transition expected by June 2019.

One of the benefits of moving the drawings to Knowledge centre

is the ability to notify users of updates and changes to individual drawings. This will be supported by a revision register that will provide historic information on the reasons the changes have been made.

The group is investigating the potential for issues from Rural driveways (RS – 056), Typical driveway section – road in cut, resulting from major storm events leading to a risk of overtopping. If you would like to provide feedback on this issue, please contact craig. moss@ipweaq.com CAD Standards Working Group Over the past few months, the group has been trialling the draft Public Works CAD Standard on a variety of project. An interesting observation has been that the success of these trials has been largely influenced by the personal preference of the user and the willingness to embrace change.

The more positive experiences have come from the younger users with resistance to the standard predominantly stemming from older users. This indicates that an implementation strategy will need to be developed to manage the expectations of all users in order to achieve a successful outcome.

One of the areas for improvement identified during the trials was the limited number of model names

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for service providers that identifies the relevant entity. Solutions for this issue are currently being developed and could include identifying the entity within the attribute data. In addition to this, 12D is also working on a “names builder” function to assist users.

Members of the group are also investigating options for the creation of a CTB output file for AutoCAD users.

Another key area that has been identified is that the survey customisation is critical. A number of areas are finding that surveyors using their own coding systems.

The integration and compatibility of the survey and cad standards is essential to achieving efficient and effective work practices.

The CAD Standard is on target for release with 12D version 14 in early 2019.

Street Planning and Design Manual The work on the Street Planning and Design Manual is continuing to gain momentum at both the strategic and operational level. The Steering Committee continues to meet regularly and have been encouraged with the level of interest being shown across our sector, ranging from state government departments through to individual planners and

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designers. The level of buy-in from all parties has laid the foundation for a successful project that will ultimately deliver precincts that will meet the future needs of our communities. The following benefits are expected to accrue to stakeholders: Councils • Efficiencies with new planning schemes with individual councils avoiding ‘reinventing the wheel’ and efficiencies with state interest reviews as the SPDM will be endorsed by the Queensland Government; and • Reduced need to retro fit established areas over time (adding footpaths, street trees etc or accommodating new technology).

Developers/practitioners • Cost savings and efficiencies with street design standards and requirements being consistent across local government boundaries; • More streamlined development assessment due to contemporary

(supported by industry) requirements being consistently adopted by councils; and • Reduced development costs and delays.

Community Residents and users of physical environments that are designed in accordance with the SPDM will be the major beneficiaries of the development and delivery of the Manual.

Better designed neighbourhoods and new parts of cities and towns can contribute to: • Lower rates of obesity and health problems (design of ‘healthy neighbourhoods’ that facilitate walkability and active transport usage); • Increased public transport usage; • Less accidents involving people and vehicle movement (including through use of safe design thinking); • Crime prevention through environmental design (CPTED).

One of the keys to this project

is the support and commitment shown by the Department of State Development, Manufacturing, Infrastructure and Planning. At the time of writing this article, the department and IPWEAQ are formalising an agreement to work collaboratively in the development of this manual.

An important stage of the project has been reached with the release of the draft EDQ Guidelines.

This document will provide a framework for the Street Planning and Detailed Design and Standards working groups to reference in their ongoing activities.

I would like to take this opportunity to acknowledge the work of Trevor Parminter in the role of Project Manager. Trevor has been instrumental in driving this project to its current stage. Due to health issues, Trevor has had to stand down from this role and a new Project Manager is in the process of being formally appointed. I would like to thank Trevor for his valuable contribution and wish him the best for the future.

PUBLICATIONS Standard Drawings Standard Drawings for General, Drainage and Water Quality, Parks, Roads, Homeowner.

Lower Order Road Design Guide This guide offers a riskbased approach to lower road capital improvement.

Complete Streets

Supervisor’s Handbook

Guidelines for Urban Street Design

For supervisors and staff working on local government projects in the field.

Queensland Urban Drainage Manual For engineers and stormwater designers in the planning, design and management of urban stormwater drainage systems.

Purchase and download IPWEAQ Publications at http://www.ipweaq.com/ technical

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PROFESSIONAL DEVELOPMENT UPDATE

PORTFOLIO REPORT

Kevin Miller Manager, Learning & Development Working together to achieve improved communities Considering the cost of renewing, upgrading or expanding assets, not to mention the ongoing operating costs to maintain and operate the assets, it is no wonder managers at all levels are struggling to balance the limited funding available with the required level of spend.

Trying to gain an agreed consensus on what is the desired level of service the customer and the wider community will accept and more importantly is willing to pay for is difficult at best.

Decisions need to be made, so managers can implement cost effective solutions to provide and maintain the vital assets that the customer and wider community demand.

Decision-making capabilities are critical in making the right asset decisions, at the right time.

Four key decisions underpin the ‘asset lifecycle’ with each having significant and interdependent financial implications now and in

the future. The decision to: 1. P rocure or build a new asset; 2. R enew or upgrade an existing asset; 3. C ontinue to maintain the asset; and 4. R etire or dispose of an asset.

The often popular decision to commit capital funding to procure or build a new asset, must be balanced with the down-stream costs of operating and maintaining the asset.

To build trust and encourage strong partnership with key stakeholders, asset owners should provide transparent information on funding decisions including: • Why decisions were made; • The implications of the decisions; and • How these decisions fit with the medium and long-term plans.

The community should be actively encouraged to engage with the asset owner on: • The desired level of service that the community wants and is willing to pay for; • The current state of the assets or existing level of service; • The best strategies for operating, maintaining, replacing and improving the assets; and • The best long-term funding strategies.

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The primary vehicle for engaging with the community is factual asset related information on asset condition and performance and the realities of building, managing and adapting assets.

This requires efficient processes and systems capability for collecting, analysing and managing the data.

Asset owners must be committed to a consistent way of doing business that provides customers and the wider community with a clear direction for the future and clearly shows that the benefits they are receiving out way the cost they have to pay.

An increased capacity in assets management requires enhanced skills and knowledge in the areas of: • Asset data requirements; • Data collection; • Data management strategies; • Assessing asset condition; • Life cycle planning process; • Preservation philosophy; • Risk based decision making; and • Demand management.

To find out more about the 2019 Professional Development Program related to Asset Management please contact Kevin Miller on 07 3632 6804.

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knowledge centre update PORTFOLIO REPORT Mark Lamont Information Resources Manager The 2018 IPWEAQ annual conference was our most successful ever. The Knowledge Centre collections that have been developed in its wake now contain 610 items, setting a new record for the largest information community within the knowledge centre.

and that divides into smaller holding lots of ‘sub-communities’ and ‘collections’, until the user arrives at the single item entry. In the case of accessing the video presentations from the conference, the chain of access would run as follows:

If you were unable to attend the conference and are interested in finding out what you missed, or if you were there and want to revisit presentations of particular interest, you can now access the audio/ visual for all sessions. They covered a wide range of subject matter including highly technical papers around roads construction and maintenance, water, infrastructure, and asset management, to name but a few.

‘Conferences’>’2018 IPWEAQ Annual Conference, Gold Coast’>’2018 IPWEAQ Conference Proceedings (Audio Visual Presentations)’> ‘Specific Presentation’.

As well as those AV presentations, there is a collection of PowerPoint slides that can be downloaded in isolation from the accompanying audio as a quick reference tool.

There is also a collection of papers arising from the presentations, and one that represents a photographic record of conference proceedings and the social events that form an important part of the overall conference experience.

There were also the big picture ideas delivered in the keynote papers, providing broad contexts applicable to the public works sector. All of these presentations are housed within the ‘Audio Visual Presentations’ collection. For those unfamiliar with the Knowledge Centre structure, it is a layered repository that moves from the general to the specific. The toplevel entry is called a ‘Community’

Finally, there are collections dedicated to several special events on the program, such as the IPWEAQ Futures Challenge, in which young engineers get to present their academic findings and gain invaluable exposure to people across the public works engineering profession. The IPWEAQ Great Debate also has a collection of its own with the recorded arguments of all six

participants and accompanying photographs. It would be hard to imagine anybody not finding something of interest in these conference proceedings.

The information they contain constitute a vital resource for anyone working in the public works sector.

Some other recent additions to Knowledge Centre have been the later issue of our EPW Journal; a community dedicated to Professional Development which will be substantially expanded in the coming months; and new collections that house all the documents relating to the particular courses we run as part of keeping up with professional practice.

As always, you can browse the collections for something that takes yours interest or can search by title, author or subject in the internal search engine for a specific item.

Native Title and Aboriginal Cultural Herritage Portals available for subscription early 2019. Contact Mark.Lamont@ipweaq.com for more information.

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meet the team - Engineering LEIGH CUNNINGHAM Chief Executive Officer Leigh.Cunningham@ipweaq.com

BELINDA SMITH Director, Marketing & Communications Belinda.Smith@ipweaq.com

CRAIG MOSS Director, Professional and Career Development Craig.Moss@ipweaq.com

CARLA CARO Management Accountant Carla.Caro@ipweaq.com

JOHANNA VANLING Relationship Manager Johanna.Vanling@ipweaq.com

CELINE GILDFIND Management Accountant Celine.Gildfind@ipweaq.com

MARK LAMONT Information Resource Manager Mark.Lamont@ipweaq.com

KEVIN MILLER Manager, Learning and Development kevin.miller@ipweaq.com

PAULA PAUL Director, Events & Marketing Paula.Paul@ipweaq.com

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meet the team - QLDWater DAVID CAMERON CEO dcameron@qldwater.com.au

RYAN COSGROVE Project Coordinator and Researcher rcosgrove@qldwater.com.au

ROB FEARON Director, Innovation Partnerships rfearon@qldwater.com.au

CARLIE SARGENT Project Coordinator – Skills Carlie.Sargent@qldwater.com

DAVID SCHELTINGA Manager, SWIM dscheltinga@qldwater.com.au

DIANA KISLITSYNA Project Administration DKislitsyna@qldwater.com.au

DESIRÉ GRALTON Manager, Communications dgralton@qldwater.com.au

qldwater is a business unit of IPWEAQ

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QLDWATER NEWS

NEWS IN BRIEF for renewals might cost. The presentation painted a bleak picture for water and sewerage infrastructure by the 2040s unless there is sweeping change in the way that we monitor and prioritise investment in our hidden assets in coming years.

The exact impacts of any infrastructure cliff in different parts of the state is still a matter for debate but there was broad agreement that the issue required serious attention. Ryan and Rob Fearon have been invited to submit further updates on the research at upcoming industry events. The final report on the costs of the infrastructure cliff will be released as an industry discussion paper in January 2019.

Qldwater at the AAWA QWater’18 Conference Ryan Cosgrove delivered an invited signature presentation at the Annual Australian Water Association QWater conference on the Gold Coast in November.

The presentation included an update on the infrastructure cliff research being undertaken as part of the Queensland Water Regional Alliances Program (QWRAP) which is funded by DNRME and overseen

by LGAQ. Ryan described the likelihood of Queensland’s ageing water and sewerage pipes reaching the end of their serviceable lives in large amounts in the next two decades and what the necessary investment

Our congratulations to Ryan on an excellent presentation very well received by those in attendance.

Another Innovation Award for QWRAP QWRAP, the Queensland Water Regional Alliance Program won the ‘Program Innovation – over 250,000 users’ award at the 2018 AWA gala awards ceremony in September. The Department of Natural Resources, Mines and Energy (DNRME) nominated the project for the award and in accepting, David Wiskar, Executive Director Policy acknowledged the efforts of LGAQ, qldwater and all contributing councils and staff in championing regional collaboration for the sector.

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QWRAP then went on to win the Innovation & Sustainability in Water for Projects over $5 million award at the 2018 IPWEAQ excellence awards on the Gold Coast in October.

QWRAP commenced in 2011 with a further grant now awarded by DNRME until 2022. The grant provides financial support for the five most mature regions which has created some uncertainty about efforts in North and Central Queensland and growing interest in North-West Queensland however qldwater will continue to support activities in these locations and advocate for inclusion in the broader program.

The ongoing funding was supported by an independent review of QWRAP by Deloitte Access Economics which concluded, “QWRAP represents a potentially effective mechanism to develop regional economies of scale to realise the four dimensions of water security, reliability of supply, water quality and appropriate water pricing.”

The review indicated that benefits from the program to date are likely to range from $1.9 million to $4.0 million but also noted significant data gaps suggesting a much higher return on investment.

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KEY DATES FOR 2019

Queensland Water Skills Partnership Forum 7 March 2018 | Albion Major themes for this year include workforce planning and capability development and a TRG meeting will follow on 8 March.

Recognition for Dr Rob Dr Rob Fearon, Director Innovation Partnerships at qldwater was awarded the AWA Regional Service Award at the AWA gala awards ceremony in September. The award recognised the critical role Rob has played with the multi award-winning Queensland Water Regional Alliance Program and his many years of service to the sector.

Rob commenced with us as the CEO for qldwater in 2006.

His strategic foresight, technical understanding, and policy and government experience have been pivotal in the success and advancement of the Queensland Water Directorate.

Dave Cameron at #IPWEAQ18 Gala Dinner with Subathra Ramachandram (QCoast2100), Arron Hieatt and Robert Chow (LGAQ).

Regional mini-conference 28 March 2019 (TBC) Biloela Hosted by Banana Shire Council The date may shift slightly during that week as we are trying to organise a safety-themed training opportunity prior to the event.

Free water forum 17 May 2019 | Charleville (AM) Water Connections Week from 13 May sees us visiting Murweh, Paroo, Bulloo and Quilpie Shires and finishes in Charleville on 17 May. Regional mini-conference 4-5 July 2019 | Townsville Hosted by Townsville City Council Includes site tour of the Haughton pipeline and dinner, with presentations, workshops etc on the 5th.

Regional mini-conference 25-26 July 2019 | Hervey Bay Hosted by Fraser Coast Regional Council 25 July will include a QWRAP alliance meeting, tour of a range of sites in Maryborough and Hervey Bay. qldwater Annual Forum 11-12 September Hosted by Logan City Council The program will include a tour showcasing some activities of the Logan Water Infrastructure Alliance.

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Queensland’s water and sewerage infrastructure cliff

WATER FOCUS have shed light on the state of in-ground assets and provided a comparison of costs for replacement versus repair to avoid what has been dubbed the state’s “Infrastructure Cliff”.

Rob Fearon Director, Innovation Partnerships

Ryan Cosgrove Project Coordinator and Researcher

With more than half of Queensland’s water and sewerage assets being underground, two research reports undertaken for the Queensland Water Regional Alliances Program (QWRAP)

Worth an estimated $21 billion, Queensland’s in-ground assets comprise of approximately 42,000 km of water pipes and 33,500 km of sewers – more than half of the $38 billion estimated total replacement cost for all local government water and sewerage assets.

The research was funded by the Department of Natural Resources Mines and Energy in partnership with LGAQ, qldwater and participating water service providers in response to concerns about the economic challenges of extensive network rehabilitation for some communities. qldwater Director, Innovation Partnerships, Dr Rob Fearon and project co-ordinator/researcher Ryan Cosgrove have prepared the reports outlining the expected extent of the problem throughout the state.

“We have collected data from about 75 per cent of the asset records for water and sewerage

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pipes from utilities around Queensland, looking at the age of the pipes, the materials they are made from and their size as well as modelling when they might come to the end of their useful life,” Dr Fearon said.

“The second stage of the study analysed what the costs of those repairs and replacement might be and what some of the options are for utilities across Queensland to address the ageing of mains.

We believe that careful investment can smooth out a potential infrastructure cliff.”

A large amount of the state’s underground infrastructure was installed during a nation-building period following WWII. The report shows a significant amount of Queensland’s pipes are made from Polyvinyl Chloride, Polyethylene, Asbestos Cement and Cast/Ductile Iron.

“There is wide variation in estimates of each pipe materials lifespan for example, AC pipes typically last about 70 years,” Dr Fearon said.

“Some operators have found very old pipes that still look like new, while others report digging

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not efficient to replace pipes just after or even just before the first break,” Dr Fearon said.

“It’s best to replace most pipes when the cost of repairing becomes higher than the cost of replacement. But there is not a lot of specific information out there about the condition and criticality of individual pipes making it hard to know when to replace rather than relining or repairing them.”

The extent of pipe repair and replacement work necessary in regional centres throughout Queensland varied quite dramatically and the impact on local authorities would also vary with their size and resources, he said.

“Underground infrastructure is the biggest part of council’s capital holdings as a public water and sewage utility, so Queensland communities have a lot invested in those assets. For small to medium sized towns it is proportionately a bigger expense,” Dr Fearon said. down and finding that the pipe is completely eroded and all that is left is a hole.

“It comes down to a whole range of factors – how aggressive the water is inside the pipes, how aggressive the environment is outside the pipes, what pressure they are under, what loading they are under – even whether they were laid with love and care or in a bit of a haphazard manner.

“Then there are the different types of pipe material. It is so variable, it is difficult for utilities to predict when a pipe will come of age.”

Modelling conducted for the study looked at all pipes across the state and suggested that water mains breaks are being managed at

present, but problems will increase rapidly over the next two decades and could be over four times higher by 2040.

Similar results were projected for sewer networks, which although typically younger than corresponding water schemes are predicted to suffer a more rapid rate of degradation.

The report concludes that a ‘business-as-usual’ approach to infrastructure renewals will not be enough to maintain current standards of service given the ageing in-ground assets across the state.

“The big question is when you should replace them, because it’s

The research estimated that the current estimated replacement rate of 0.3% per annum of the 42,000 km ($11.5 billion) network of water mains means that pipes are ageing significantly faster than they are being replaced. Sewer mains are being replaced at an even lower rate, although sewer relining is common in many councils.

To understand the impacts of different levels of investment, a set of ‘unit rates’ (the cost to repair, replace or reline a given length of network) were developed from the literature and a survey of Queensland Service Providers.

Costs vary for different sized pipes, so rates were selected for five common sizes and data on Queensland networks were

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grouped into size classes. The adopted rates were conservative and likely underestimate costs, particularly in highly developed areas or where access for replacement is difficult.

Using this methodology, the cost of replacing 0.3% of current water mains would be $34.4 million per year (or $18.12 per connection) but would take 170 years. At an annual rate of 1%, complete replacement would take 100 years costing $114.7 million to replace 420 km per annum. The average expected life of Queensland mains is only 70 years, and the current levels of investment are thought to be lower than either of these two annual

figures. More data is needed.

Investment in sewer replacement is likely to be even lower. For the 33,500 km of sewers in Queensland, full replacement cost is estimated at $9.5 billion. Relining sewers is common practice and is cheaper than full replacement and relining costs may decrease over time as technologies improve.

Not all sewers can be relined but an estimate for the total network using adopted rates is $6 billion meaning that the total cost to rehabilitate all Queensland sewers is between $6 and $9.5 billion.

As mains reach the end of their service life, breaks become more frequent. The impacts of breaks

are well known to customers when they interrupt supply or disrupt traffic. However, they also cause less-obvious impacts such as business disruptions, environmental harm, sink holes, loss of water, property damage, public health risks, overloading of sewer networks and community alarm. Combined, these secondary costs have been shown to significantly impact local economies and carry reputational and political risks for water and sewerage utilities.

According to Dr Fearon, utilities must balance their investment in replacement and relining to maintain breaks at a level that

33,500 kms of sewers

AGE AT A GLANCE $37 Billion Water and Sewerage Assets

381 water plants

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MANUFACTING

ENERGY

MINING

3.8%

3.1%

1.5%

HOUSEHOLDS 14.9%

42,000 kms of water mains

INDUSTRY

AGRICULTURE

Queenslandâ&#x20AC;&#x2122;s water and sewer mains are aging, and many of them are approaching the end of their useful life.Increased failures mean increasing threats to: public health, environment, and public trust in service providers. Mains breaks result in higher costs from collateral damage and cause disruption to residents and businesses.

8.9%

AGEING PIPES INCREASED FAILURES

51.3%

In 2015-16 Queensland distributed almost 2.4 million megaliters of water. There was more than 500,000 megaliters of wastewater discharged. We lost an average of 10% of water supplied, but this is higher in some areas. 4610.0 - WATER ACCOUNT, AUSTRALIA, 2015-16

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is acceptable to customers and regulators, which can be a complex decision-making process.

“Modelling of different investment mixes to achieve this balance highlights the need for better targeting of funding for network renewal, not only investing in network repair and replacement but also putting funds towards condition assessment and prioritisation processes based on criticality.”

To achieve this balance in regional Queensland, the report made four recommendations: 1. G reater focus on collecting, collating and analysing

network data taking a regional approach to allow prioritised data collection that combines economies of scale with local knowledge; 2. M ore sophisticated prioritisation of repair and replacement activities, developing fit for purpose approaches across different sized councils; 3. A dopting a more holistic approach to procurement to replace or rehabilitate existing networks based on total life-cycle costs and a better understanding of their performance – again using a regionalised approach; and 4. I ncreased focus on network

beyond whats above

repairs to reflect changing public expectations, increased regulation and increased rates of breaks in ageing networks to move from reactive repair programs to predictive maintenance with increased communications with customers and regulators.

For more information, visit https:// www.qldwater.com.au/QWRAP

There are still some pipes in use that were installed prior to 1900 but major growth in Queensland’s networks occurred following the

In-ground assets (bulk transfer pipes, mains, reticulation and collection systems) provide the backbone of the water and sewerage services for 375 Queensland communities.

second world war (Figure 1).

Around 29% of current networks asbestos cement (AC) pipes installed

These assets are ‘out-of-sight and out-of-mind’ and not an obvious investment priority for the public. The only signs of underinvestment in ageing pipe fleets are increasing leaks, stormwater infiltration, bursts, elevated maintenance costs and customer complaints.

between the 1960s to the 1990s and will need renewal in coming years. “

Data collected from across Queensland unearthed the hidden diversity of water and sewer networks which range in size material and age.

500,000m

The data also suggests that the current replacement rate of 0.3% per annum is too slow. The ageing AC cohort alone would take over 170 years to replace.

400,000m

Waiting is not an option, and we need to do more than we are doing. Replacement isn’t the only answer!

Service providers need to make informed decisions about which methods to use, and when to repair, reline or replace the mains.

PVC (plastic) AC (asbestos cement)

300,000m

200,000m

2010

2000

1990

1980

1970

1960

1950

This work was conducted under the Queensland Water Regional Alliance Program (QWRAP).

The program was created to assist regional groups of councils to collaborate on strategic management of water and sewerage services, and is a joint effort between the Queensland Government, Local Government Association of Queensland, Queensland Water Directorate and participating councils in regional Queensland.

For more information visit www.qldwater.com.au/QWRAP”

1940

100,000m

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SUBSCRIBERS

PUBLIC WORKS TECHNICAL SUBSCRIPTION

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SUBSCRIBERS

PUBLIC WORKS TECHNICAL SUBSCRIPTION

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Engineering for Public Works

MEDIA KIT 2019 IPWEAQ is the peak body representing those working in the public works sector in Queensland.

Our purpose is to enhance the quality of life for all Queensland communities by advancing the skills, knowledge and resources available to those involved in the planning and provision of public works and services.

F EATU R E AR TI C L E

M EM BER N EW S

BI G Q U ESTI O N S

SU STAI N ABI L I TY

EXC EL L EN C E AWAR D S

F eatu r e ar ti c l e

l egal ar ti c l e

Water A rticle

THE GOLD COAST’S GOLD MEDAL PERFORMANCE

MEMBER PROFILE: TOM BRADSHAW

BRIDGE ASSET MANAGEMENT

FINANCIAL SUSTAINABILITY

NEW LOOK BUILDING TELLS AN OLD STORY

TRANSFORMING ROADS FOR SUPERCARS

QLD CONSTRUCTION LAWS OVERHAUL

SILVER LINING IN THE SEWERS

The Games showcased some amazing athletic feats – and the seven year marathon run by the City of Gold Coast was also an epic journey. p.10

Meet Tom Bradshaw, a specialist water infrastructure engineer with over 20 years’ experience in the public sector and private consulting firms. p.18

Bridge asset management can feel like a fire fighting exercise.

ARRB asks, is it time to consider the issue from a different perspective? p.24

Over the next 10 years, the forecasted replacement cost of local government infrastructure assets is expected to grow by 18.6%. p.59

Cairns’ oldest public building has been restored to its original beauty as part of a $8.69 million project. p.10

Maintaining City of Gold Coast’s Surfers Paradise street circuit for the Supercar motorsport spectacular. p.22

All participants need to understand how the new laws will affect their organisation.

Better management of sewerage systems for Wide Bay Burnett Region. p.61

ENGINEERING FOR PUBLIC WORKS

ENGINEERING FOR PUBLIC WORKS

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ISSUE No.10

Publication dates Four issues per year: • March • June • September • December (conference feature) • PLUS February (Excellence Awards commemorative book)

QUEENSLAND URBAN DRAINAGE MANUAL

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ISSUE No.9

E XC E L L E N C E AWA R D S

F e at u r e a r t i c l e

l e ga l a r t i c l e

Wat e r A r t i c l e

FEATURE ARTICLE

S pecial Feature

technical focus

Water Article

CITY OF GOLD COAST’S AWARD SUCCESS

TO B-DOUBLE OR NOT TO B-DOUBLE

LAWFUL POINT OF DISCHARGE

MAREEBA’s WASTEWATER TREATMENT PLANT UPGRADE

Countdown to Gold Coast 2018

State Conference Preview

Transform your business with ADAC

Water at the heart of smart cities

The historic Sarawak Avenue Steel Footbridge awarded for engineering innovation and excellence. p.18

How a rural council is planning for its aged road network to meet current and future needs.

The updated Queensland Urban Drainage Manual removes confusion about LPOD requirements. p.78

Award winning innovation strikes the balance between environmental and financial sustainability. p.86

A regional city’s efforts to deliver the best games ever.

A look at what to expect from Townsville, October 2017.

The strategic benefits from the release of ADAC version 5.0.

Cairns regional Council’s investment in smart water strategies. p.72

p.10

FOURTH EDITION

ENGINEERING FOR PUBLIC WORKS

Bookings due 1st day of prior month eg 1 February for March issue.

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

p.46

ISSUE No.8

p.10

p.12

p.57

ENGINEERING FOR PUBLIC WORKS

www.ipweaq.com

ISSUE No.7

www.ipweaq.com

Why advertise with IPWEAQ? Your connection to thousands of professionals delivering projects for state and local government across Queensland.

Engineering for Public Works

is the primary professional publication for the public works and civil engineering community in Queensland.

Distribution:

Online journal with more than 84,000 digital impressions; is circulated to approximately 5,500 sector professionals and government officials.

Content:

Each issue features major projects, technical and academic articles, member profiles plus branch news and news from qldwater.

Readership: Anyone actively involved in the delivery of public works and services.

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Engineering for Public Works | December 2018

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Value-Adds Receive a 20% discount on any additional advertising.

Multi-bookings 10% discount for bookings in two consecutive editions Front Cover - $3,490 per issue  F ront cover image Advertorial - $1,200 per issue D ouble page spread with 800 word feature article in H alf page 350 word editorial with one high first ten pages resolution image/photo and logo  F ull page display ad C irculated to up to 500 contacts provided by you

EPW reaches approximately 5,500 members, industry partners and local government decision-makers.

Advertising rates and specifications P rices do not include artwork design P rices are exclusive of GST A rtwork must be supplied in high-resolution print ready

 Fonts must be embedded and graphics linked  Files supplied as CMYK colour space  Images must be at least 300dpi at the correct size  Large files can be sent via Dropbox

format - PDF preferred, JPEG, GIF or PNG

N o crop or bleed marks

DOUBLE PAGE SPREAD $2,200

TRIM: 1224pxW x 1584pxH LIVE ART AREA: 1064pxW x 1264pxH

FULL PAGE $1,200 TRIM: 612pxW x 792pxH LIVE ART AREA: 532pxW x 632pxH

HALF PAGE HORIZONTAL $780

LIVE ART AREA: 532pxW x 316pxH

1/2 PAGE VERTICAL STRIP $780 LIVE ART AREA: 260pxW x 632pxH

DEADLINES 1/3 PAGE HORIZ STRIP $650

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1/8 PAGE business card

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AD BOOKINGS First Friday of month prior to publication ARTWORK Second Friday of month prior to each publication CONTACT Belinda Smith Editor, Engineering for Public Works 07 3632 6801 Belinda.Smith@ipweaq.com

MEDIA KIT

Engineering for Public Works | December 2018