Consulting Matters October 2019

SPRING 2019

Inclusion

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Inclusion: the only way to go

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The Diversity Evolution: from Tolerance to Authenticity

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The value of a positive workplace culture

2019 Awards for Excellence

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Consulting Matters

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CONTENTS

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Australia 'Steps Up' On Pacific Infrastructure Investment

Paving our way to Urban Inclusion

16 Industry updates Industry updates

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From the President

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From the CEO

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Policy Wins & Advocacy Highlights

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Resourcing over various projects sizes and playing nicely with others

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Leading a design business

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ASI calls on Government and construction Industry to work together to resolve regulatory woes

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How to recruit with diversity in mind

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Corporate Social Responsibility Inclusive humanitarian action in Vanuatu

Features Paving our way to urban inclusion

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Inclusive urban planning and design: A rising tide that lifts all boats

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The diversity evolution: from tolerance to authenticity

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Inclusion: the only way to go

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The value of a positive workplace culture 15 Australia 'Steps up' on pacific infrastructure investment

The value of a positive workplace culture

Business essentials

What’s happening in Consult Australia Division updates

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Project case study Budj Bim, journey to world heritage listing

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New museum for Western Australia

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To find out more about how your firm can benefit from membership contact Consult Australia on (02) 8252 6700 or email membership@consultaustralia.com.au www.consultaustralia.com.au

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Consulting Matters

Industry updates

Industry updates The WA Government has finalised appointments to the inaugural Infrastructure WA Board, with John Langoulant AO appointed Chairperson and Nicole Lockwood his Deputy. The Board will shape development of WA's first State Infrastructure Strategy, identifying future infrastructure needs and priorities.

Aurecon has announced a significant investment in artificial intelligence company ELARA that has developed ground-breaking technology to help businesses of all structures and sizes maximise profit. The partnership is part of Aurecon’s continued push to digitise infrastructure following their recent acquisition of Quartile One, a 70-person global asset management business, which uses data analytics to unlock value for physical and other infrastructure assets.

SLR has announced the expansion of services in its Asia Pacific region with the introduction of a Risk Assessment and Toxicology team. The APAC team will be led by Tarah Hagen, who was previously a director and senior consultant at ToxConsult Pty Ltd, providing environmental toxicology and risk assessment services to a broad range of industries and government bodies.

Tara has over 10 years’ experience in conducting screening and detailed human health and ecological risk assessments for a variety of clients and is one of only a few consultant toxicologists certified by the American Board of Toxicology.

Engineers Australia has announced that Dr Bronwyn Evans HonFIEAust FTSE CPEng will be the new Chief Executive Officer of the engineering peak body. Dr Bronwyn Evans is an experienced and respected CEO who will bring a wealth of leadership, commercial and policy expertise that she has gained across a career spanning corporate and not-for-profit roles at the forefront of engineering in Australia and globally. Those have included CEO of Standards Australia, senior executive roles at Cochlear Ltd and GE Healthcare, as well as non-executive board experience in the construction, medical technology and digital business sectors.

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Industry updates

Aurecon has appointed Gabe Carter as General-Director and Country Manager of Vietnam. In this role, Gabe will continue to drive market share growth and deliver strong financial performance for Aurecon’s local office. He will also be responsible for building the reputation of Aurecon inside Vietnam as well as developing operations at the company’s offshoring centre, which serves projects worldwide. Gabe will oversee both client-facing work and timely project deliveries while still being accountable for business and people management.

GML Heritage and Context are pleased to welcome Special Advisers Dr Steve Brown (top) and Ari Andersen (bottom) to the team. Steve has over 35 years’ experience in the heritage and archaeology sector, in government, private practice and academic research. Ari has 20 years’ of experience in landscape architecture, and heritage management and planning for parks, gardens and historic landscapes.

Aurecon has appointed public sector infrastructure advisory specialist Lauren Jewell as its NSW Government Leader.

Lauren joins Aurecon from EY where she was a Director in the Infrastructure Advisory practice, specialising in infrastructure development, business case and transport strategy. Before then, she held roles in PwC as an infrastructure economist, and as the strategic planning manager and financial analyst for WSP Opus.

outcomes that have a long-term benefit.

Founded in 2001, the SMEC Foundation aims to deliver the best possible social and development outcomes for individuals and communities in need. To date, the Foundation has donated over A$1.5 million in small-scale grant support to more than 230 projects in the areas of health, education, community development, emergency relief and the environment.

Arcadis has welcomed Jacqui Banks to its Global Cities Team as City Executive Melbourne. She is an experienced leader in urban renewal, precincts, place-making, planning, urban design, and building and infrastructure delivery. Most recently Jacqui played a leading role in the planning and development of the Fisherman’s Bend Urban Renewal Area, Australia’s largest Urban Renewal Project. She has worked on planning policy and delivery at local and state government levels, having also previously worked as an adviser to a Victorian Minister for Planning.

Consulting Matters

Editor/Marketing Manager Mark Rock

President Kiri Parr

Chief Executive Officer Nicola Grayson

Chief Operating Officer Kisanne Dulin

Director State Operations – Manager SA & NT Jan Irvine

State Manager – NSW Linda Gaunt

State Manager – VIC & TAS Kathy Uhlik

The Board of Professional Engineers of Queensland has welcomed the appointment of three new Board members.

Dr Maureen Hassall, Associate Professor from the University of Queensland and director of UQ R!SK, as the Board’s academic representative; Suzanne Burow, a civil engineer and with significant experience in water resources in both the public and private sector as the elected RPEQ representative; and Christopher Edwards, Principal and General Manager of RPS Asia Pacific, a management consulting firm as the community representative Each of the new Board members have been appointed for a three-year term, until 30 June 2022.

State Manager – QLD Jillian Carney

State Manager – WA Steve Coghlan

State Manager – ACT Caitlin Buttress

Policy Advisors James Robertson Kristy Eulenstein

Corporate Designer Voltaire Corpuz

Finance Manager Andy Mak

Accounts Guillaume Marchand

PA/Office Administrator Karen Pooley

Administration Assistant Sam Baker

Editorial submissions mark@consultaustralia.com.au

The SMEC Foundation has been named an ABA100 Winner for Community Contribution in The Australian Business Awards 2019 recognising organisations that implement initiatives that have a positive impact on the community and generate

Advertising enquiries info@consultaustralia.com.au Consulting Matters is produced by Consult Australia. Phone: (02) 8252 6700.

Website: www.consultaustralia.com.au

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Consulting Matters

What’s happening at Consult Australia

From the President It is fair to say that working in our industry in this time of disruption, the convergence we are all experiencing may frequently feel a lot more like the latter…(or that could just be my reaction to the recent convergence of my technology skills with a change in mobile phone).

Recently I have been thinking a lot about convergence—I love this concept! It is something that I have been watching emerge in our industry over the last decade as digital disruption drives a swing away from specialised silos towards diversity and integration of skills. I find that some of the most fascinating people we now come across in our businesses are the accountants who can code, the visualisation specialists working with the asset managers, or the gaming programmers working with the road alignment specialists.

How is this convergence feeling for you? Are you experiencing it as the neat zippering of two lanes of traffic using an orderly zipper technique or as the more explosive smashing together of two hydrogen atoms at speed?

It is fair to say that working in our industry in this time of disruption, the convergence we are all experiencing may frequently feel a lot more like the latter…(or that could just be my reaction to the recent convergence of my technology skills with a change in mobile phone).

Regardless of how it feels to us personally there can be no doubt that amazing

opportunities are emerging. The practice of consultancy in the built environment today seems to be a fascinating mix of engineering, IT, data, science and psychology (not necessarily in that order).

with how our services now commonly deliver the engineering solution through the virtual experience, whether it is with VR googles or in a VR car that enables you to feel every bump in the road!

One lens we can use to look at what is happening is the Gartner Hype Cycle. In essence, the Gartner Hype Cycle suggests that when there is an innovation trigger (i.e. a new technology) it develops through a cycle where there is an initial Peak of Inflated Expectation, followed by a Trough of Disillusionment, which leads into a Slope of Enlightenment and then, ultimately, to the Plateau of Productivity. That is to say that the realisation of these opportunities does not come neatly and easily. Innovation takes longer—and requires a lot more hard work— than we as humans tend to expect.

But there is so much coming behind this – IoT platforms, carbon nanotubes, digital twins, and even something called Smart Dust…

Gartner also publish a fascinating map every year which shows all the emerging technologies and where they are currently placed in this Hype Cycle. In the 2018 table, it is proposed that augmented reality is only just coming out of the Trough of Disillusionment and into the Plateau of Productivity. For me, that resonates so much

So, enjoy the ride. Play with the 3D printer, the robot in reception and the road visualisation set up (especially if it looks like an arcade game). Learn some new skills so you can do your own mental convergence and welcome in all the diversity we are going to need to be 22nd century companies.

I'll see you all at the awards night!

Kiri Parr President

What’s happening at Consult Australia

Consulting Matters

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From the CEO Creating Balance for Better was the focus of this year’s Male Champions of Change (MCC) Progress Report launch, continuing this year’s International Women’s day theme.

Kathryn Fagg, AO, joined us to give the key note address highlighting the value of staying the course to create inclusive workplaces, through committed leadership.

This year’s MCC Report shows the strong progress being made across the Champions’ four key focus areas, sponsorship, engaging men, attracting women to STEM and targets with teeth. The launch event gave us the opportunity to showcase the ‘Aussie Dads’ exhibition photographs to raise awareness of parental leave inequality for fathers, an initiative of the organisation Parents at Work. We were extremely grateful to Parents at Work for sharing the exhibit with us. Normalising parental leave for men is a key part of breaking down stigmas and bias, which can significantly contribute to successful recruitment and retention goals.

Gender diversity is one of a number of inclusiveness strategies that businesses across Australia are focusing on in order to build strong, sustainable, and productive cultures. Inclusion can also be considered from many different angles, in this month’s edition James Robertson explores the benefit of inclusive workplace cultures from the perspective of addressing sex discrimination in the workplace.

Kristy Eulenstein looks at how culture in the workplace is shifting from ‘tolerance’ to ‘authenticity’. By being part of Consult Australia and through your engagement with us, we can identify and share practical actions that contribute to more diverse and inclusive businesses, which ultimately leads to better performance, greater employee engagement, increased innovation and enhanced market reputation.

Skills diversity and inclusion is explored in our latest thought leadership report on Business Cases in Australia, which we launched in August. This explores the benefits of an integrated approach to business case development through collaborative teams.

The purpose of the report is to make the case for an integrated business case process through collaborative behaviours across project teams by demonstrating how this can deliver better outcomes. Getting this process right, together with a collective mindset aligned to the problem statement, diagnosis and targets, has implications for procuring agencies and consultants alike.

The report sets out ten critical success factors that are common to successful business cases, which add value over and above the standard factors. Overall, an integrated approach to developing business cases will help provide a clear story line for how a project is presented and will in turn enable all the key issues to be captured. This ensures the final product aligns to wider

policy and strategic investment drivers, and ultimately delivers better results for the public.

Building reforms in Australia continue to be a significant focus of political and public debate, with some challenging reforms being proposed in NSW. The Professional Indemnity Insurance market also continues to be a major issue for businesses across our sector, not just in respect of buildings.

If we can shift current mindsets away from disputation and claims and focus across our industry on collaboration and inclusion, we will be better placed to attract people looking for a great career in an industry that cares about people, practice, and outcomes.

Nicola Grayson CEO

2019 Male Champions of Change lunch August 2019.

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Consulting Matters

What’s happening at Consult Australia

Division Updates With varying market conditions around the country Consult Australia’s state and territory managers share their insights on key challenges and opportunities for our member firms.

QLD

Jillian Carney To kick off the new financial year the Queensland Government announced the implementation of an Ethical Supplier Mandate (the Mandate). This mandate has been applicable to building construction and maintenance since August 1. It warrants more than a mention now to ensure that all our members are across the Mandate and what it may mean for you.

The Mandate outlines how the Queensland Government will manage instances where a supplier fails to meet a policy requirement. It is applicable across social, economic and environmental commitments as made in tenders and contracts or required by policy and law.

Significantly suppliers may be penalised for breaches under the Supplier Demerit Scheme which has been embedded into the Mandate. Two, five, or ten demerits will be issued when an instance of non-compliance with a policy requirement occurs. Any Demerits Notice issued by the Queensland Government must state that the application of demerit points will not affect the supplier’s access to future procurement opportunities. However, should a supplier accumulate 20 demerit points within a 12-month period a sanction will be issued and this sanction will affect a supplier’s access to future contracts. The Mandate also states that the Demerits will expire 12 months from the date they are issued.

Sanctions include; suspending a supplier’s prequalification for a defined period, making a supplier ineligible for contract award for a defined period, suspending a supplier from the relevant panel or contracting framework for a defined period and precluding a supplier’s existing contract from being extended.

We urge you to make yourself aware of the details of the Mandate and note that it will be applied to Transport and Infrastructure on October 1.

Following the release of our recent skills survey which found that 20 per cent of member firms believe there are insufficient number of graduates in specialist areas and the view of industry is graduates are not job-ready, Consult Australia is launching a pilot ‘Gateway Program’, this pilot is being run in Queensland. The Gateway Program provides our members with the opportunity to offer practical experience to high school students, build their workplace skills, develop a job-ready pipeline of students through high school work experience or internships, embrace diversity in workforces and provide professional development opportunities for staff as they help the future workforce get ready for their career. To offer the Gateway Program we’re partnering with Grandshake to connect our members with schools and students. Grandshake is a digital platform for job (placement and intern) opportunities, it provides a co-ordinated resource for organisations with work placement and intern initiatives, or for organisations relying on employee volunteers to co-ordinate STEM and work experience activities. Consult Australia members can access the Grandshake platform to find work experience and vacation placements and create ongoing relationships with students – from work experience, to internship through university, to graduate employee. We’re excited by this opportunity! If you would like to know more drop us a line at qld@consultaustralia.com.au Check out our webpage for all upcoming networking, events and training opportunities.

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What’s happening at Consult Australia

VIC

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WA

Kathy Uhlik

Steve Coghlan

The Consult Australia Victoria/Tasmania office has seen some change since our last update. We have farewelled Zeina Iesa Nehme after eight years in the State Manager role. Zeina provided an immense amount of support to the Victorian members and the local Victorian Division and FutureNet Committees. She was actively involved in all facets of the built environment community, ensuring the voice of all Consult Australia members was heard. She has left a legacy which I hope to continue to nurture and grow. I would like to thank her, on behalf of everyone, for her dedication and commitment to achieving better outcomes for all.

But who is this new State Manager, some may ask? Well, I came to Consult Australia in mid-August after having spent the past 16 years as an Executive Assistant, most recently working in engineering consultancies, where I had a dual role as Office Manager. I’ve been fortunate to have worked with some truly inspiring people across a number of industries and sectors. I spent seven years at Melbourne Water, five of those looking after the Office of the Managing Director and working closely not only with the Board and Chair but also various government departments and water authorities, both local and international. However, my experience working with government agencies and authorities started much earlier, during my four years at Metlink (prior to it becoming PTV). I’ve also worked with CEOs, Chairs and Board members at NewsCorp, the Good Friday Appeal and The Royal Children’s Hospital Foundation.

Having been actively involved in major organisational change and the creation of high-performing teams, I am focussed on creating positive outcomes and enabling success by listening to the needs of the people I work with. I’m keen to drive engagement at a local level; facilitating conversation with key stakeholders and fostering good working relationships with policy-makers to achieve positive outcomes for member firms.

And on that note, the Division Committee continues to engage in the development of the new engineering registration system that will be introduced through the Engineers Registratrion Act 2019. Please see the website for more details and to register for upcoming events, here.

Infrastructure WA (IWA) has now come to fruition. The inaugural IWA Board was announced by the Premier on the 29 July with John Langoulant AO appointed Chairperson and Nicole Lockwood appointed Deputy Chairperson. This is a significant milestone in driving change and reform in how the State plans and delivers infrastructure within Western Australia.

From a member perspective, the establishment of such a body is a massive win in terms of pipeline certainty for our members, as this new authority is tasked to create an independent rolling 20-year infrastructure strategy and shorter 5 to 10-year prioritised infrastructure plans for the State. Recognising the importance in establishing such an authority, the passage of the Bill through the WA Parliament drew bipartisan support from both the State Government and Opposition parties. After advocating extensively for a number of years on this, it is great to see such a key win for our WA based members come to fruition.

On the push for fairer contracts, I together with Sheldon Krahe, our WA Division Chair, appeared before the WA Parliamentary Inquiry into Contract Management Practices on June 26 to give evidence.

Our submission was very well received by the Inquiry and we believe many of the recommendations we made as part of the process have a good chance of being adopted as part of the WA Governments ongoing procurement reform project. We therefore eagerly await the release of the Inquiry’s report with more to come on this in due course. Meanwhile further positive engagement and collaboration with other aligned peak body organisations, namely the WA’s Construction Contractors Association (CCA), Civil Construction Federation (CCF), Society of Construction Law (SoCLA), Engineers Australia (EA) and the Master Builders of Western Australia (MBAWA), continues.

On the events front we have had a number of recent successful Consult Australia and FutureNet events held in WA, including one focused on NEC Contracts and one to do with UWA’s very innovative EZONE project.

To find out more on what we are doing in the advocacy space and what upcoming events are happening in WA, please visit our website here.

As always, for any further information, feel free to email us at wa@consultaustralia.com.au

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What’s happening at Consult Australia

SA

of the changes the OIA will look to brief the consulting industry via a presentation workshop and we will be in contact with members when these are scheduled.

Jan Irvine It’s hard to believe another three months have passed since our last report! Much is happening in our industry, our State, and across the country! A short snapshot of a few of our activities is below.

With the release of our report Business Case Development in Australia we have scheduled a meeting with Mr Jeremy Conway, Executive Director of Infrastructure SA to discuss the report’s findings and critical success factors that have been identified across the most successful Business Cases. This report and consequent meeting are very timely given that Infrastructure SA has recently embarked upon developing their framework for business cases.

The South Australia Productivity Commission Inquiry into Government Procurement Stage 2 is now well advanced, and State Manager Jan Irvine and Nicola Grayson, Consult Australia CEO have met with the Commissioner, Dr Matthew Butlin to discuss our submission in detail, a copy of which can be found on our website.

The Industry Advocate invited Consult Australia to meet with him to discuss the implementation of changes to the Industry Participation Plan. The changes are being made to focus on how the plans best meet project needs and satisfy requirements under the Skilling South Australia Procurement Guidelines. We are pleased to note the inclusion of graduates as a nominated group within the required 15% of labour force hours to be performed by the nominated groups under these Guidelines. Other changes will include a move to more tailored plans - the Office of the Industry Advocate (OIA) will introduce a tailored industry participation plan process and Consult Australia has been invited to provide assistance in formulating questions for inclusion in tender responses. With the introduction

With regard to engaging and informing our members and wider audience, we have recently held a very successful breakfast on the Adelaide Airport Master Plan 2019 and are very close to holding breakfast events on • Building the Future – Lot Fourteen and the City Deal and; • The new SA Planning Reforms We are also pleased to announce our inaugural FutureNet Adelaide Spring Soiree will be held on Friday 25 October – an exciting event focussing on networking within an interconnected world, with networks that extend beyond our own disciplines and organisations.

A fabulous opportunity to mix with like minded people and build relationships to last a career!

Details of all our events can be found on our website and please feel free to contact sa@consultaustralia.com.au for any further information.

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NT

Jan Irvine At the June Department of Infrastructure, Planning and Logistics / Consult Australia Working Group meeting several department updates were noted: • The National Highways Program has now been rolled into the new Corridor Strategies and with this change comes the need for financial input from the Northern Territory Government, presenting a challenge to deliver a strong program of works for the Territory.

• Specification updates  Civil roadworks specifications are in the process of being upload to the DIPL website.  Pavement Acceptance – there are changes to the online document and these changes are currently in testing mode.  Environmental specifications, which had not been updated for a number of years, have now been updated on are online, with the inclusion of identification as to the current legislation that the specifications are adhering to.

• In the civil space, a new panel is due to be in place in November for Road Safety Auditors, and the street lighting service level agreement is currently being negotiated with the Power Water Corporation.

With the focus on local industry participation in government projects, DIPL was very keen to understand the current local capabilities of the consulting industry. In response to this a NT Capability Statement has now been produced with the input from our NT members and supplied to the Department. This document will also be used as a discussion opener as we engage with a range of stakeholders to drive local access to work and halt the practice of looking interstate for solutions and services.

The capability statement provides a list of the range of services able to be supplied on an exclusively local basis and advises of those services which can be provided through our member firms’ wider Australian business.

Discussion topics to be included in our future DIPL/Consult Australia meetings include the Project Management Office and putting in place a clear pathway via Consult Australia, for the Department to notify the consulting industry of all updates to specifications, guidelines, polices, and other related matters.

What’s happening at Consult Australia

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NSW

Linda Gaunt Policy Working with the NSW membership Consult Australia has put forward a submission in response to the NSW Governments' proposed Building Compliance Reforms. The submission sets out our concerns that the four reforms do not address the key areas of weakness in the system. Our submission can be read here.

Since the submission close date, we have continued our efforts to ensure that our concerns are heard. This includes meetings with other association stakeholders with like concerns, a joint association meeting with the Chief of Staff for Minister Kevin Anderson Minister for Better Regulation and Innovation, multiple stakeholder meetings with the NSW Office of Fair Trading responsible for shaping the reform.

Post the submission due date there has been a meeting of the Building Ministers Forum that was attended by Consult Australia CEO Nicola Grayson, during this meeting an agreement was reached to work on a national approach to implement the Building Confidence Report recommendations leading us to believe that the proposed NSW government reforms should fall away. At this point in time the NSW government are forging ahead with their work with the view to legislating their reforms late this year.

Seat at the Table Boardroom Luncheon

young professionals hosted an evening with four inspiring industry professionals who are disrupting the way we approach designing for the build environment.

Consult Australia Future Leaders Program The 2019 Consult Australia Future Business Leaders Program is drawing to a close this year the group project is the Old Paramatta Gaol. Owned by the Deerubbin Local Aboriginal Land Council, groups have been tasked with designing the future of the gaol and the surrounding land owned by Derubbin. Five groups are competing to be the coveted winners, they are named: 1. The Parra Matters 2. Harry Houdini & Partners 3. Warner Brothers 4. The Community Gateway 5. Generation Hub The awards presentation night themed “Feeling the Connection” was held on Thursday 3 October at the Sunset Room, Luna Park Sydney.

On completion of the program this year an intensive continuous improvement review process will be put in place, whilst we currently have an excellent program our aim is to ensure it continues to be the most up to date and relevant program for future leaders that the industry has on offer.

The Warner Bros took the People's Choice Award and the Parra Matters won the coveted judges' Award. Congratulations to both winners.

Our most recent seat at the table Boardroom Luncheon was sponsored by member firm Arup and our speaker was Mr Sam Sangster, Chief Executive Officer, Western City and Aerotropolis.

The event was sold out and those in attendance hailed it as a huge success.

Work has commenced to reconvene and continue the Future Business Leader Program Alumni group. It is the intention that the alumni group will meet up to 3 times per year and that they will be tasked with assisting with the content and relevance as well as the marketing of on-going programs.

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FutureNet Sydney FutureNet Sydney has recognised that the built environment is facing challenges such as rapid technology change, disruptive innovations, a stronger focus on environmental sustainability, an aging population to name a few. They have also recognised that these challenges bring many unknowns that can be hard to consider in planning and design and that the disruptors of the industry don’t shy away from the unknown but instead question the status quo and strive to develop methodologies and solutions that will stay ahead of the curve. Generously sponsored by member firm SMEC our

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ACT

Caitlin Buttress The last quarter has seen the ACT Division busy with events, consultation and advocacy, following the release of the ACT Budget and further infrastructure planning by the ACT Government.

Consult Australia was represented at the Planning and Construction Industry Chief Executive Reference Group (PACICERG) forum held by the Environment, Planning and Sustainable Development Directorate of the ACT Government on 13 June. We were among the few industry associations invited to meet with the Minister, Directors-General, ACT Chief Engineer, and leading bureaucrats in the planning industry and governing bodies in Canberra. Issues discussed included; engineering skills within the ACT Government, the ACT Planning Review, Building Quality Reforms, and the 10 Year Infrastructure Plan. Newly appointed ACT Chief Engineer, Adrian Piani, spoke to the group about increasing engineering skills within the government itself and has reached out to Consult Australia to start this work and an engineering workforce plan for the ACT. ACT Chief Engineer Adrian Piani attended the Consult Australia ACT Executive meeting in July to give an overview of his role and consult regarding his first task of creating an engineering workforce plan for the ACT Government. Mr Piani expressed his desire to collaborate with Consult Australia to develop this plan and understand the current constraints and challenges being felt by the industry with regards to procurement in Canberra. We are currently developing a letter of feedback regarding the engineering workforce plan for the ACT government, with particular focus on procurement practices and ways in which infrastructure planning can be more collaborative. Mr Piani will be meeting with the ACT Executive Committee quarterly to develop this work.

The ACT Executive Committee has formed two subcommittees to address issues under the four ‘P’ policy priorities in this financial year. Member firms represented on the People Subcommittee include Northrop, Rudds Consulting Engineers, SMEC, and Arup.

The group will be focusing particularly on the areas of Mental Health and STEM education. Member firms represented on the Pipeline & Procurement Subcommittee include AECOM, GHD, Indesco, and Jacobs. The group will be focusing particularly on the areas of infrastructure pipeline and advocacy of the Model Client and Consultant Principles. The Pipeline & Procurement Subcommittee met for the first time in early July and have set out some targets for the coming year.

We were pleased to meet with Duncan Edghill, head of the newly created Major Projects Canberra (MPC) infrastructure agency in the ACT Government in July to discuss the structure of the outfit, resources, and procurement practices. We look forward to working collaboratively over the next few months with MPC to address the challenges and constraints in procurement currently facing our industry.

The ACT Division has led a group of industry associations to advocate for more consultation on the 10 Year Infrastructure Plan, which is being developed by the Infrastructure Planning and Advisory Committee within ACT Government. No detail has yet been released about the plan, however the group has requested a consultation with industry prior to its release with Under Treasurer, David Nicol. Representatives from the industry associations, including Consult Australia, will be meeting the Under Treasurer in August, and subsequently the Treasurer and Chief Minister Andrew Barr in October to discuss the plan.

On 13 August, Consult Australia welcomed a supplementary report released by Infrastructure Australia to the 2019 Australian Infrastructure Audit on the Urban Transport Crowding and Congestion in Australia's cities saying that “sustained infrastructure investment needs to be the new normal”. Canberra is expected to see a significant increase in congestion in the next 12 years with 27 per cent more trips (3 million daily trips) to be taken by Canberra commuters, increasing the cost of congestion from about $289 million in 2016 to $504 million in 2031. In an interview with 2CC Radio, Consult Australia’s ACT Manager called for the government to invest in long-term infrastructure planning in the areas of concern, and more collaboration with the industry that will deliver said infrastructure.

The Division has held a number of events of the past few months, including a Boardroom Lunch with the Australian National University’s Dean of Engineering and Computer Science, Prof Elanor Huntington, and an informative industry breakfast about the New Engineering Contract (NEC) attended by Consult Australia members as well as representatives from the ACT government and other industry associations. Over the next few months, we will be holding Boardroom Lunches with Member for Monaro and Leader of the NSW Nationals, John Barilaro MP, as well as Director-General for Transport Canberra and City Services, Alison Playford. FutureNet ACT will also be hosting a number of events before the end of the year, including the not-to-be-missed ‘Future State of the Territory: Canberra – the most progressive city?’ which will be headlined by ACT Chief Minister, Andrew Barr.

To book your tickets and see upcoming events, please visit our webpage or contact the ACT Manager.

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Paving our way to Urban Inclusion For the past century, the human race has been caught up in a love affair with the car.

To accommodate the relationship, we have constantly rebuilt our communities and retrofit our cities to satisfy its ever-growing demands for parking. Now, with a new urbanism in swing, and the automobile on the decline, the result could be a shocking amount of pavement destined to grow weeds.

But a new urban mobility revolution is underway, transforming our city streets at a thunderous pace, and repurposing our pavement for more connected, inclusive forms of transportation and city living. With AVs and shared vehicles on the increase, and new innovations like electrification and Mobility-as-a-Service knocking on our door, the emphasis is shifting away from owning cars to owning a lifestyle of convenience.

So, what will this mean for our future cities whose real estate is already tightly squeezed and over-dedicated to the automobile? What will happen to all those car parks and kerbs in a city like Melbourne, where parking spaces outnumber vehicles by 40 per cent and 61 per cent of the city’s street space, currently allocated to roads and on-street car parking, will need to be reworked into something new and relatively still unseen?

Tomorrow’s cities are multimodal, green, technologically dynamic – shaped around a new urban imperative with people at the centre of design. They are diverse and inclusive, and teeming with creative solutions to unlock our cities’ best potential.

Driving change As urban populations rise around the world, so too does the crippling cost to manage our current mobility architecture. As it stands, an estimated 6-10 per cent of GDP is lost on air pollution fatalities, traffic fatalities and injuries, as well as productivity loss from congestion. Our cities simply cannot sustain the way forward without some radical reimagination of our assets and what they aim to serve.

Author Venkat Sumantran believes the answer is in what he calls a “CHIP” mobility environment. This is a world that is connected, heterogeneous, intelligent and personalised, where the focus is on mobility, rather than vehicles. With “faster, smarter and greener” options for moving around, transport will range from ride sharing to autonomous transit to rail, along with a network of interconnected pedestrian and cycling paths throughout the city.

A new urban landscape To accommodate more public transport and active movement in our streets, parking spaces will be narrower. Parking lots could be converted to parks and green spaces that encourage people to live outdoors and interact with one another. Garages could become the next office space or apartment block or gym. The kerb, of course, will gain new value, as ridesharing services and AVs use this critical infrastructure for dropping and collecting passengers, and for gathering key data for open innovation. Some architecture will need to go in order to build this kind of work/life blended urban ecosystem. But a lot of it will more likely just need to be adapted.

Such as all those parking lots that will need to dock all those AVs with nowhere to go between 2 and 4am. Or the streets and parking areas that have been retrofit with WiTricity's breakthrough technology that recharges EVs from wireless panels embedded in the pavement. Imagine, as architecture firm Gensler has parking garages that now operate as living and working “pods”: an ‘ultimate micro unit’ of blended living design where parked AVs open up to convert into condensed little homes.

All hands-on deck The new mandate is a highly creative one: a new urbanism filled with diverse, walkable,

vibrant, mixed-use communities that are digitally and physically connected, and ecologically sustainable. To effectively build this way, Jennifer Henaghan, Deputy Director of Research at the American Planning Association, says we have to design from the point of purpose: “Should it be used for housing, do we want more people to come in? Do we need more retail space? Should it be more places to encourage civic gathering spaces and public activities, parks and things of that nature?” she asks.

Not only must we build with a city’s values and purpose in mind; we must engage a broad spectrum of city stakeholders in the conversation and embed collaboration deeply within the design process. Private-Public partnerships like open source software, SharedStreets, will catalyse smart, integrated design. Governments that call upon the input and expertise of urban planners, designers, engineers, investors and the communities themselves, will move quicker towards the transformation.

Don’t be fooled - the future isn’t coming fast; it’s here. The question is, which gear are you in?

Russ Yell Aurecon

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Consulting Matters Business essentials

Inclusive Urban Planning and Design: a rising tide that lifts all boats Last month SLR was pleased to host a Women in Transport networking event in Sydney, where some of the brightest minds in the field of traffic and transport convened for a panel discussion covering the broad topic “Safer by Design: through the female lens.”

Inclusion was a consistent theme throughout the evening, with panellists and audience members in agreement that urban design and transport planning undertaken by and for women had benefits for all users. This ‘inclusive design’ approach can manifest itself at every level, from agglomeration of services on a city-wide basis to the installation of a humble pram ramp at a busy intersection. Women may disproportionately benefit from an inclusive design approach, with evidence showing women undertake more linked trips, push more prams and live longer than men. However inclusive design of buildings and public spaces will clearly lead to good outcomes for everyone.

This concept of inclusive design offers many opportunities for those involved in the planning and design of the built environment.

One of the great challenges that our society must deal with is providing for an ageing population and the associated health and wellbeing issues, including dementia and other age-related mental illness. Working in this space is Dementia Training Australia (DTA), a government-funded consortium that aims to deliver a national program of education and training for the workforce.

Richard Bennett and Kirsty Fleming, who run the Design for People with Dementia Service within DTA, have developed a set of guiding principles to assist in the design of spaces and buildings that respond to and eliminate key environmental challenges for those living with dementia, providing an inclusive design outcome.

1. U nobtrusively reduce risks: internal and external environments should be safe and easy to move around, without obvious safety features and barriers that lead to frustration and agitation.

2. P rovide a human scale: the scale of a building and its components should not be intimidating or confronting but enable the user to feel in control.

3. Allow people to see and be seen: clear visual access to key areas builds confidence to explore the environment and minimises confusion and anxiety.

Source: www.enablingenvironments.com.au

4. R educe unhelpful stimulation: minimising exposure to unhelpful stimuli across the full range of senses.

5. Optimise helpful stimulation: providing cues to enable the user to see, hear and smell things that give them cues about where they are and what they can do, minimising confusion and uncertainty.

6. Support movement and engagement: well-defined pathways free of obstacles and complex decision points facilitate movement and create opportunities for interaction.

7. Create a familiar space: personalising the environment through the design of buildings, furniture, fittings and colours that are recognisable.

8. P rovide opportunities to be alone or with others: provision of a variety of spaces to facilitate quiet conversation in small or larger groups and spaces to be alone, with cues to stimulate appropriate activities and responses.

9. Provide links to the community: reinforcing sense of identity through well-integrated spaces for users and the broader community to interact.

10. R espond to a vision for way of life: creating buildings and spaces that reflect meaning and value and embody the philosophy of a community, such as a focus on healthy lifestyle or spiritual reflection.

For anyone who works in the realm of transport planning and urban design, it will be

immediately apparent that the application of the design principles embraced by DTA could extend far beyond the aged care sector. We would all benefit, for example, from a busy train station that reduces unhelpful stimuli or a public building that is well connected to its local community. The DTA Consortium Lead, University of Wollongong (UoW), is about to put these design principles into practice at its new Health and Wellbeing Precinct, located within the UoW Innovation Campus in North Wollongong (which also happens to be the home of SLR’s newest office).

Devising solutions to systemic, historical deficiencies in the design of urban environments will require a diverse range of perspectives, and the inclusion in particular of minority groups that have historically been under represented. Diversity in thought leadership and representation at senior levels within the built environment sector will be important going forward to ensure that the planning and design of our towns and cities cater for all our needs. A good start would be conference and industry event organisers avoiding middle aged male-only panels and actively promoting a line-up of speakers including different genders, abilities, ages and ethnicities.

Tim Sullivan SLR Find out more www.dta.com.au/designing-for-people-withdementia www.dta.com.au/resources/environmentaldesign-resources-introduction www.enablingenvironments.com.au

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The Diversity Evolution: from Tolerance to Authenticity Diversity has long been recognised as desirable, both in society generally and particularly in our workplaces. Our understanding of diversity and inclusion has matured over the past twenty years.

Where previously we were taught ‘tolerance’ of colleagues that were different from us, we are now being asked to bring our ‘authentic self’ to work and support others to do the same.

Those working for diversity are often uncomfortable with the push for ‘tolerance’, and understandably so given the definition: 1. t o allow someone to do something that you do not agree with or like; 2. to accept someone or something that is annoying, unpleasant, etc. without complaining.

the energy previously used to mask who you really are can instead be utilised to drive innovation and productivity.

Importantly, you can only be your authentic self if the environment supports it. An inclusive culture does not come about just because the employee handbook says it exists. The cultural norms of an organisation are set by the managing partners and obviously heavily influenced by societal cultural norms. For example, there is no doubt that we live in a heteronormative and ablest society, which is likely to be replicated in workplaces. Therefore, significant work needs to be done by the business to ensure that everyone can be authentic, and often behavioural change is needed. Intersectional identities can often get forgotten in this, which risks missing out on vital perspectives.

If the highest expectation I can have of the people and place that I spend eight hours a day at is to ‘accept me without complaining’ because of my sexuality or ethnicity for example, I doubt that I am going to be the healthiest, happiest and most productive employee.

Why would I be willing to put my hand up and suggest new ways of doings things if I am simply being tolerated, rather than being valued and respected? This is simply diversity without inclusion and fails the very basic formula identified by Deloitte research: Diversity + inclusion = better business outcomes.

Inclusion, says Deloitte, is achieved when employees are treated equitably and with respect, they feel valued, belong to a group and finally feel safe to speak up and are empowered to grow and do their best. The Diversity Council of Australia has found employees in inclusive workplaces are 19 times more likely to be satisfied with their job.

The cultural norms of an organisation are set by the managing partners and obviously heavily influenced by societal cultural norms. For example, there is no doubt that we live in a heteronormative and ablest society, which is likely to be replicated in workplaces.

The shift to authenticity feeds into these goals because you can only really feel included if you believe that your unique and authentic self is valued by others – not just a version of yourself. The end game of being ‘your authentic self’ is that you no longer need to waste energy hiding aspects of yourself. For example, avoiding talk about your same-sex partner in a heteronormative environment, or not revealing your mental illness because of workplace stigma. This avoidance or adaptive behaviour is not uncommon, A Harvard Business Review study indicated that 61 per cent of people had faced 'overt or implicit pressure to cover' in some way. In a truly inclusive work environment,

This shift from tolerance to authenticity also recognises that retaining people with marginalised identities is more difficult than hiring them.

High profile multi-nationals have invested considerable time and resources into inclusion strategies which go beyond the mandatory induction training. For example, the establishment of various employee representative/action groups, empowerment programs and initiatives that focus on empathy and breaking down unconscious bias.

But no one approach is the answer, because we as humans are too complex for that.

But the value of investing in such initiatives is starting to show.

Coca-Cola suggests that its encouragement of employees being their authentic selves has led to diverse thinking at all levels: “ We focus on innovation, so one of the things that's critical for us is diverse thinking. It's my job to try and make sure everyone feels comfortable sharing their thoughts. All thoughts are welcome. It's great when someone says something and to see it trigger another thought from someone else that builds off the original idea. That's really powerful.”

The drive for more creative and innovative solutions is a constant in the consulting industry and therefore truly inclusive workplaces are a must to achieve this.

Kristy Eulenstein Consult Australia

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Consulting Matters Feature

Inclusion: the only way to go

It’s just great to refer back to what the sciences and engineering industries have achieved over the past 30 years. In the 1980s, engineering was a man’s game and women mostly became teachers and nurses: thankfully we have moved a long way since then. I recall the past exclusion of women from engineering that was in the DNA of society, as exampled by the comment that a female high school student told the Consult Australia CEO thirty years ago, that she couldn’t study engineering at University because she had been told that she wouldn’t be strong enough to carry the tool bag! Perceptions were wrong on many levels back then.

Astute managers now realise that full and complete inclusion is the only way to go, benefitting customers, shareholders, staff, and society. Inclusion is usually defined as the achievement of a work environment in which all individuals are treated fairly and respectfully, in accessing opportunities and resources, so they can contribute fully to the organization’s success. Inclusion of people of all types in a workforce increases diversity of thought, leading to better problem solving, innovation and productivity outcomes, and the respect factor, when it is universally applied and embedded in a workplace culture, can bring out the best in everybody.

Why we should practice inclusion There is a large and growing body of evidence that demonstrates that businesses with strong diversity and inclusion practices perform better in their bottom line, but most of these studies do not describe the causal mechanism relating inclusion and superior outcomes. Having a close understanding of how and why inclusion drives performance is valuable and comes down to basic human nature. When a workplace culture is truly and sincerely inclusive, people of all types can

be comfortable with that state of affairs, and then everyone can and will ‘bring their whole self to work’, as against only allowing a part of themselves to be present and exposed in the workplace. When people can feel fully comfortable that everyone will be included, as per the definition above, the sense of fairness and respect is strongly encouraging of staff giving high levels of ‘discretionary work effort’, that makes a huge difference in productivity and service outcomes. Inclusion leads to a positive culture, including a ‘can do’ attitude.

I recently had the privilege of being invited to spend two years examining how Toyota managed its manufacturing plant shutdown in Melbourne, which was instructive in terms of the ‘respect factor’ and what it leads to.

Toyota has a core principle of Respect for People, deeply in place. They enacted high levels of respect in how they prepared over 2000 people for their job loss, giving them all unprecedented levels of training and development right until the plant closed. This was not inexpensive for the company, and when I asked executives what the return on such invested expenditure would be, speculating that it would be a reputational benefit, I was clearly told that ‘return on investment’ just wasn’t the right question to ask. The strong levels of inclusion were because of the respect principle, just because it was the right thing to do, as a matter of principle. It is worth noting that with this deep principle in place, that such workplace fairness and openness of access goes hand in hand with very high levels of employee satisfaction, and equally high levels of participation of employees working on all manner of improvement initiatives. It feels good! And as to business outcomes, Toyota is clearly much more profitable than the other major automotive producers: this is not coincidence.

Implications for our professional service firms We have fortunately come a long way in the past few decades in terms of inclusiveness, but we still have a long way to go. We are not ‘there’ yet and will only be so when it just isn’t an issue anymore in our workplaces, because they will all be fully mature in their inclusivity. To get that movement towards maturity, our business leaders should both role model the right behaviours, and also plan and execute the journey towards full inclusion, through the appointments they make, into roles such as project manager and team leader. We already have a very diverse set of people topping our graduating classes in engineering at universities and making major contributions to our consulting engineering and other firms. I am a fan of just slightly tilting the playing field to accelerate the achievement of inclusivity, through enhancing diversity plans towards achieving complete equality for all people.

There are very few costs, and a host of benefits, for everybody. Those benefits are to reputation, talent acquisition and retention, and innovation but overall, wise managers will press forward because it is simply and powerfully the right thing to do!

Danny Samson University of Melbourne

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The value of a positive workplace culture exploring the concept of a positive workplace culture further and how it relates to addressing sexual harassment in the workplace and creating an inclusive culture.

So, what do we mean by a positive workplace culture?

A positive workplace culture is created by an investment from employees. It can ensure organisational policies, such as those focused on preventing sexual harassment in the workplace, are respected and embraced. And it removes perceived and actual barriers for staff being confident and comfortable to talk about concerns. Positive workplace cultures are underpinned and upheld by: • A strong values system, based around trust and respect in the workplace;

The value of a positive workplace culture – a key theme in our submission for the Human Rights Commission’s inquiry into workplace sexual harassment In February this year, Consult Australia provided a submission for the Australian Human Rights Commission’s national inquiry into sexual harassment in Australian workplaces.

The submission, developed with the support of the People and HR Roundtable, outlines Consult Australia’s concern on the continued rise of sexual harassment incidents in Australia over the past decade – coupled with many more unreported incidents – and suggests there is a need for our society to reflect on why this issue continues to plague Australia. As such, our submission takes the view that a solution to sexual harassment in the workplace needs to take a big picture approach by looking at broader cultural and behavioural issues across society: a systemwide approach on where we live, learn, work and play.

When focusing on the workplace, a key theme in the submission is the importance of a positive workplace culture. A positive workplace culture rejects inappropriate behaviours that cause hurt, marginalise people, create an unhealthy and unproductive environment, and can cascade incidents into more severe problems when left unabated.

As such, a positive workplace culture also creates an environment that values inclusion.

With Inclusion as the theme for this quarter’s Consulting Matters magazine, it is worth

• Support and model behaviour by the leadership of an organisation on a day-today basis; and • A culture of accountability and calling out bad behaviours.

Consult Australia’s submission highlights that organisational measures (such as policies, training and processes) can be ineffective without buy-in from employees.

We referenced a research report in our submission titled 'Antecedents and consequences of sexual harassment in organizations: A test of an integrated model' in the Journal of Applied Psychology which discusses how culture in the workplace is a significant influence on the effectiveness of harassment training and other preventative measures.

This research notes that training was ineffective when staff perceived their network in the workplace as unethical, and when they felt cynical towards the wider organisation. However, when employees perceive and witness their employers as genuinely trying to build a community and create a positive environment, they instead demonstrated more knowledge and a better attitude on sexual harassment after training.1 This research report also highlights an important distinction between increasing knowledge and changing behaviour, with the latter only being achieved when there is buy-in from employees. While its focus is specifically on addressing sexual harassment in the workplace, its lessons are arguably applicable to a whole range of organisational policies.

So, how do we establish a positive workplace culture?

Establishing a positive workplace culture takes vision, commitment and practice over time. It requires an integrated and holistic approach by including measures into WHS, HR, wellbeing, employee assistance, and the organisation’s broader strategy. To this end, Consult Australia believe an organisation’s approach should focus on ‘protection’, ‘promotion’ and ‘support’ – three key areas required to integrate a positive workplace culture into the organisation.

An integrated and holistic approach to creating a positive workplace also recognises the influence of senior leaders in driving cultural change and embedding this culture into business-as-usual behaviour. This approach has been recognised as having a significant influence in other areas, such as through ASIC’s recent focus on the link between corporate culture with standards of behaviour within firms and how this ultimately leads to poor customer outcomes.2 Consult Australia also believe a focus on creating a positive workplace culture also links well to the focus on mentally healthy workplaces and thriving workplaces. A number of organisations have developed a range of resources outlining how organisations can take an integrated and strategic approach to embracing these concepts, such as Beyondblue’s guide to developing a workplace mental health strategy and SuperFriend’s guidelines and actions for building thriving workplaces.

Next steps for the workplace sexual harassment inquiry The Australian Human Rights Commission is currently reviewing the hundreds of submissions from various organisations, governments, industry and interest groups and individuals. A date has not yet been published when the Australian Human Rights Commission is expecting to hand down its final report on the inquiry.

James Robertson Consult Australia Journal of Applied Psychology, Antecedents and consequences of sexual harassment in organizations: A test of an integrated model (1997)

1

2

ustralian Securities & Investments Commission, A Reinforcing culture in a climate of low trust (2018)

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Consulting Matters Feature

Australia 'Steps Up' On Pacific Infrastructure Investment The Australian Infrastructure Financing Facility for the Pacific (AIFFP) launched on 1 July this year. It represents Australia’s commitment to develop transformative infrastructure in the Pacific, and complements a range of other initiatives under Australia’s Pacific ‘Step Up’.

The AIFFP is a new Australian Government facility offering loans to partner governments and the private sector. With a lending cap of AUD1.5 billion and AUD500 million in grants, it will look to finance telecommunications, energy, water and transport projects, and other important infrastructure.

We spoke to Pablo Kang, head of the AIFFP team at the Department of Foreign Affairs and Trade, about the new facility and what it means for Australian businesses.

Building quality infrastructure “The ‘inclusion’ theme of this issue of Consulting Matters fits very neatly with the aims of the AIFFP; to build truly transformative infrastructure projects, it is essential to work closely with partner governments, upskill local labour, increase economic inclusion and empower women.”

“Infrastructure projects are always big and expensive, but in terms of the impact you get, results can really vary. We have been discussing this with our partner governments in the Pacific, other donors working in the region, and the big multilateral development banks – about what it is that makes an effective infrastructure project.”

“As a result, cost is not the only factor in AIFFP procurement. AIFFP infrastructure should demonstrate the highest standards in construction quality to ensure that infrastructure is fit-for-purpose. Ensuring that infrastructure is maintained over its entire life-cycle is a priority. AIFFP projects should be climate and natural disaster resilient, in recognition of the ongoing challenges faced by countries in the region.”

Talking to business “During the design period for the facility, the AIFFP team met a very wide range of Australian businesses in the infrastructure supply chain. Obviously we couldn’t meet them all, which is why we are glad to be able to reach the readership of Consulting Matters through this article. But through the 200-odd companies we have consulted, we have started to get a sense of the sorts of things

Laying of the Coral Sea Cable in Port Moresby, July 2019 (Credit: Vocus)

that hold businesses back from working in the Pacific.”

“One is the fact that there is a lot of infrastructure development underway in Australia at the moment. Australia has infrastructure needs just like the rest of the region, and clearly the process of getting materials and labour to big city sites in Australia can be a simpler task than doing the same thing in the Pacific. Of course those working on isolated mine sites may disagree!”

“However we also spoke to companies who were finding the Australian market an increasingly crowded place to work. Some, who had looked to the Pacific already, faced challenges like supply chain problems, skilled labour shortages, difficulty in obtaining credit, and other business risks. Others we spoke to had never tried investing in the Pacific precisely because they expected to encounter these obstacles, but were open to it.”

‘De-risking’ the Pacific The AIFFP is designed to provide debt financing for market gaps, that is, providing financing where the private sector cannot commit on workable terms, or to provide types of financing that incentivise others to commit (by reducing risk to private investors).

“One of the things we want to do with this facility is to reduce the risk of Pacific infrastructure work, to give Australian

companies and companies from other jurisdictions the confidence to work more in the Pacific region. The Asian Development Bank estimates over $45 billion in infrastructure will be needed in the Pacific over the next decade. That’s a development challenge and a business opportunity rolled into one. We hope to help businesses take advantage of these opportunities by providing finance where commercial banks may be unwilling. Obviously the projects need to be commercially viable, and meet all the AIFFP expectations in terms of quality and development impact, but we are willing to consider taking on risks necessary to bring more investment to the Pacific.”

“AIFFP project ideas can come from discussions with partner governments, ideas fed in through our Australian diplomatic missions, and direct approaches by the private sector. Our email address is aiffp@dfat.gov.au” The AIFFP launched on 1 July, with early projects likely to be announced before the end of the year. A procurement panel of preapproved contractors will be established by the end of next year.

For more information visit: www.aiffp.gov.au Harry Hall Australian Infrastructure Financing Facility for the Pacific Department of Foreign Affairs and Trade

Business essentials Consulting Matters

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Resourcing over various projects sizes and playing nicely with others INCREASINGLY, THE SCALE AND COMPLEXITY OF PROJECTS ARE COMPELLING PRACTICES IN THE SAME DISCIPLINE TO WORK JOINTLY, POOLING THEIR RESOURCES TO DELIVER THE KNOWLEDGE, SKILL AND EXPERTISE THAT THE CLIENT REQUIRES AND FOR THE BEST PROJECT OUTCOME. AS SUCH, YOU MIGHT THEN NEED TO TURN TOWARDS DIFFERENT AVENUES OF RESOURCING AND INCLUSION OF OTHER PRACTICES AND STAFF TO ACCOMMODATE YOUR WORKLOAD. While working “in association” is an industry term commonly used by consultants for working together, it is not a structure which is recognised at law. It is important to clarify the underlying relationship. If you are working “in association” or “collaboration” with another practice, your legal relationship will have to take the form of a joint venture, a sub-consultancy or independent secondary consultants. These different legal structures for inclusion all of their benefits and disadvantages and it will come down largely as to what the project is, the amount of additional services/skills you require for inclusion and the risk profile your practice is prepared to accept.

One such example many consultants like to work with is as independent secondary consultants. The client will sign separate consultancy agreements with each practice, and each will have its own separate scope of services. Each practice will be liable for its own work, with no liability for the other practice’s. However, this structure works best when each practice has completely separate areas of work, for instance they are designing separate buildings within the one complex. If, they do need to work jointly, then this structure will complicate issues like variation claims and liability for defects. For this reason (amongst others), clients may insist on other types of structures.

One alternative structure for inclusion of another practice is working as a subconsultant to a head or lead consultant. Most consultants will work as a sub-consultant from time to time, and for some it is their usual method of engagement. Instead of being engaged directly by the principal/client, you would be engaged by a consultant in the same profession, a consultant in a different profession, or a building contractor. There is one consultancy agreement between the client and lead consultant, and a subconsultancy agreement between the lead consultant and sub-consultant Although this simplifies the legal relationships and this structure is often preferred by clients, in effect, the lead consultant becomes liable (and takes on the risk) to the client for the sub-consultant’s work as well as its own.

Joint ventures are treated differently from other structures of working jointly on projects by insurers. Joint ventures should only be undertaken after careful preparation including legal advice. This is because of the risk that comes with including other practices and having joint and several liability for each other’s’ errors, as well as the consequences of failing to notify insurers about the joint venture.

Another option practices could consider when wishing to collaborate and include the others expertise, would be to work together in a joint venture. A joint venture is a project which two or more practices undertake in common. The scope of services may be completely divided between each practice, or the same work may be undertaken together. A joint venture may be incorporated (where the two or more practices create a specific joint venture company to undertake responsibility for providing the services) or unincorporated.

Joint ventures are treated differently from other structures of working jointly on projects by insurers. Joint ventures should only be undertaken after careful preparation including legal advice. This is because of the risk that comes with including other practices and having joint and several liability for each other’s’ errors, as well as the consequences of failing to notify insurers about the joint venture. If you are entering into a joint venture, check your policy carefully or consult your broker to find out what cover you have.

Whether you decide to include another practice by calling your relationship a “joint venture” or “independent secondary consultants” it is important to remember that these terms are not necessarily definitive. If a relationship is set up along the usual lines of a joint venture, the law will treat it as a joint venture even if you have called it something else.

If your legal relationship is unclear, then extra time and expense will be incurred in defending any claims in order to work out your responsibilities, you may end up with unexpected liability for your joint venture partner’s errors and failing to notify the joint venture may leave you with less or no cover.

Lastly, for larger infrastructure projects, you might consider including other practices and parties by forming an alliance. Alliancing does not tend to be used by consultants working together. Legal advice should be sought before doing so.

No matter which avenue of inclusion you choose in order to maximise performance of services on a project, each will have different and varying implications for risk and for professional indemnity insurance. The legal structure chosen will also have liability and tax implications and so legal and accounting advice should be sought.

If you would like to know more about various structures of working with another practice, please refer to the Practice Guides, courses and webinar recordings available for purchase in the informed CPD library (https://cpd. informedprofessionals.com.au/coursecart) which specifically address these topics.

Planned Cover is a PI Pathway provider for Consult Australia.

Felicity Dixon informed by Planned Cover

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Consulting Matters Business essentials

Leading a Design Business In design businesses, it’s common for leaders to be the face of the business, to nurture existing and future clients, as well as be the key initiators of design. But it’s often also the case that leaders have a challenging time separating themselves from the day to day activities of the business—allowing for time and energy to focus on building the business, improving the operations, surrounding themselves with great people, and nurturing the future leaders.

This approach often results in profitability taking a back seat to producing brilliant design, which is great for the clients, but not so great for the design practice.

As a leader of a design business you are confronted by a set of circumstances (challenges) that are somewhat unique:

It’s incumbent on business leaders to lead by example and set the tone.

•L et go of design decisions and client relationships

Not only that, entrepreneurial vision and drive are often not inherent in the next tier of management, so enthusiasm for your vision, clear strategic objectives that filter through to every aspect of the business, and empowering your people are key to driving your business forward.

• Mentor others

What are the priorities for your business and how do you communicate these to your team? Do you pursue a culture of trust, sharing, collaboration, empowerment, performance, and profit?

• Leaders are typically the key initiator of design and client relationships

Talk about what you believe in, be open, and address those values in the everyday conversations that you’re having with your people. Use phrases that are inclusive of the collective whole of your business, using the tone and language that reinforces ‘this is important to us’.

• Leaders have a difficult time separating themselves from the day to day activities of the business

Successful leaders often exhibit the following personal qualities:

• Leaders often don’t share financials

• Have a clear purpose

• Effective business management is considered secondary to other considerations, including design capability, client relationships, and delivering projects

• Keep to clear and actionable goals and priorities

• Often the leader is the face of the business

• Profit and profitability can take a back seat to producing great design

• Are relationship builders • Understand and challenge their people • Understand the true value of their time

• The entrepreneurial drive of the founders is usually not found in the second generation

• Constantly ask themselves ‘am I the right person to be doing this’

• Client relationships tend to be deeper, stronger, and more personalised.

• Focus on what will make a difference

How important are sound business principles in your business? How do you demonstrate and drive this? Do you have a culture of empowerment?

• Are realistic (self-assessment)

• Accept and embrace performance criteria • Follow up and create energy • Effectively balance life and work

Talk about what you believe in, be open, and address those values in the everyday conversations that you’re having with your people. Use phrases that are inclusive of the collective whole of your business, using the tone and language that reinforces ‘this is important to us’.

• Actively pursue professional development.

In most design businesses there are critical elements of the business that the leaders need to drive and ensure they contribute to continuously – the “business drivers”.

In a design business, these are typically to generate work, to nurture client relationships and to design and deliver great work.

But what about all the areas of the business?

For a design business to be truly successful, the leaders’ attention is needed across strategy, communications, design, delivery, innovation, operations, human resources, and financial control. Having said that, most architecture, engineering, and design (AED) leaders that are elevated to senior roles or directors’ positions don’t have the necessary business management expertise to manage, direct, and drive a successful business that performs across these key business drivers As a leader, you need to be clear about your expectations around client outcomes, project and financial performance, and managing deliverables.

None of this comes overnight and it typically requires small steps. It comes through a well-constructed plan, time and experience, and the assistance of your team—the team of experts you surround yourself with. It goes without saying that what’s required is a balance between the time you spend ‘in the business’ and ‘on the business’. You need the time out from project-related activities to make this happen.

Be clear about where the business is heading and be prepared to engage your key people in why, where and how you will get there.

Ideally, you will be able to empower your staff, hand over control and give some of the responsibility and accountability for achieving your business objectives to others.

Your objective as a leader should be to empower your key people to take on responsibility for project and design delivery, project performance, client relationships, and business systems. Set them up to succeed and flow responsibility for decision making through the business.

Ask yourself the following questions of your key people (and future leaders):

Business essentials Consulting Matters

• Are they trained?

• Do they have the necessary skills?

• How much responsibility and accountability do they have?

• Are they responsible for performance (project deliverables)?

• Do they have the information and tools they need?

• Are they financially literate?

• Do they embrace technology?

• Do they delegate effectively?

And if they don’t have the necessary (or desired) capability, work with them to develop a plan to make it happen. Motivate your team by driving a culture of leadership and ownership succession. Articulate and provide an opportunity for future leaders and be clear about what it takes to become a leader in your practice. By providing a transparent path to leadership you will set the standard for future growth.

• Ensure your key people are working in their core capability (set them up to succeed) • Understand and nurture their inherent personal strengths/weaknesses, temperament, and abilities • Include measurable criteria in your executive agreements • Provide individual (and team) contribution requirements and link these to the profit/ bonus pool • Provide regular (and expert) feedback on performance on a quarterly or 6 monthly basis.

Your business can be the vehicle that enables you to shape and control your destiny – both in life and your career. Your challenge as a design leader is to balance the creative and commercial aspects of what you do.

Successful and effective leaders today are often doing less and achieving more. To borrow from Mies Van Der Rohe ‘less is more’.

Here are some steps to create a culture of leadership among your key people:

Robert Peake Management for Design

• Involve your people in articulating and clarifying your business ‘drivers’ and desired business outcomes e.g. strategy, rainmaking, design, innovation project delivery etc.

Management for Design provides can provide you with a framework to turn your ideas into actions.

Refocussing your way of working means you’ll spend less time micro-managing, while the key decisions will always remain firmly in your hands.

For more information, contact Rob Peake on rpeake@m4d.com.au.

• Define, articulate and measure the performance criteria across these business ‘drivers’

19

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20

Consulting Matters

Want to talk insurance with someone who knows your industry?

Working your way through your businesses insurance requirements, particularly when it comes to professional indemnity, can be like navigating your way through a forest.

That's why, way back in 2009, Consult Australia created the PI Pathway and partnered with brokers that we were confident not only knew our industry, but would also provide our members with the level of service that we would be happy to endorse.

Bovill Risk IC and Planned Cover have been partners on the pathway since its inception, and nine years later they are continuing to help our members find their way through the insurance forest for not just PI insurance but across all their business insurance needs.

To make sure you have the best available insurance for your business or project contact our PI Pathway Partners now.

Protecting Professionals

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Darren Pavic, Broking Manager PO BOX 1020 Richmond North Victoria 3121 1800 077 933 bw@bric.com.au

Simon Gray, State Manager PO Box 1983, North Sydney New South Wales, 2059 1800 077 933 sydney@plannedcover.com.au

Photo courtesy of Seb Zurcher

22

Consulting Matters Business essentials

ASI calls on Government and Construction Industry to work together to resolve regulatory woes With Australia’s construction industry regulatory environment reaching a critical tipping point, the Australian Steel Institute (ASI) believes that government and industry must work together to implement the viable, cost-effective solutions available.

Whilst industry can provide the tools, such as certification schemes, it is critical that Government provides and supports the regulatory and commercial ecosystem that will ensure these solutions gain traction.”

“The Government must lead by example and create an environment in which industry can develop and roll out third party certification tools. That means mandatory referencing of third-party certification of safety critical construction products in procurement documentation, as well as the provision of support for industry organisations such as ASI to raise awareness and provide training for the supply chain.”

ASI Interim Chief Executive Phil Casey said, “Independent, third-party certification of safety critical construction products is a necessary component of the total solution to the building construction problems in Australia.

In the current international procurement environment, the ASI is calling for stricter implementation and enforcement of existing independent structural steelwork compliance schemes to help ensure public safety.”

“Various state governments are currently examining and implementing recommendations from the recent Shergold Weir Building Confidence report, which is a step in the right direction.”

“However, there are some real areas of concern. There appears to be a tendency for implementing the easier recommendations, rather than adopting all in a sensible totality.

There has also been a significant focus on registration of specific parties within the supply chain, at the risk of shifting focus away from ensuring noncompliant building product does not enter the supply chain to begin with. Finally, there appears to be a tendency to try to avoid fundamentally changing regulation—rather, Government is focused on quick fixes.”

As a result of this regulatory failure presided over by the Government, the Australian Institute of Building Surveyors (AIBS) recently announced that building surveyors will soon no longer be able to obtain exclusion free Professional Indemnity insurance policies. If this is not resolved, many private certifiers will not be able to practice, resulting in the severe dislocation of an already strained construction industry. Recent suggestions of Government perhaps allowing these exclusions would amount to a stop-gap measure, rather than addressing the fundamental issues.”

“There are viable cost-effective solutions currently available to help address the recommendations from Shergold Weir and improve compliance outcomes. In fact, a recent report from the Australasian Procurement and Construction Council

outlined twelve principles for improved procurement outcomes (including third party certification), and provided a detailed list of a wide variety of certification schemes,” said Mr Casey.

One of the certification schemes developed by the ASI covers structural steelwork.

The ASI has been proactive in developing and providing a range of tools to address noncompliant building product issues related to steel and fabricated steelwork, including: • AS/NZS 5131 Structural steelwork – Fabrication and erection to provide a solid foundation for defining what compliance looks like • The National Structural Steelwork Specification, which is the implementation tool for engineers to embed AS/NZS 5131 in design and construction practice • The National Structural Steelwork Compliance Scheme (NSSCS), an open scheme which provides Government and builders a mechanism to procure compliant steelwork from certified fabricators “Australian Standards, such as AS/NZS 5131 are robust. Based on principles that have stood the test of time, these Australian Standards represent world’s best practice.

Certification schemes such as the NSSCS, based on robust Standards, can provide the rigour necessary to ensure compliant product,” said Mr Casey.

“ASI believes that a solution to the regulatory dislocation is in sight, but it will require both Government and industry to work together.

“As a community, we need to ensure that our regulations are fit-for-purpose and supporting industry led initiatives are adopted and effectively monitored to retain public confidence in the building and construction sector,” said Mr Casey.

Sally Wood Australian Steel Institute About the Australian Steel Institute (ASI) The Australian Steel Institute (ASI) is the nation's peak body representing the entire steel supply chain, from the manufacturing mills right through to end users in building and construction, heavy engineering, and manufacturing. A membership organisation, the ASI provides marketing and technical leadership to promote Australianmade steel as the preferred material to building, construction and manufacturing industries and policy advocacy to government. Our activity covers advocacy and support, steel excellence, standards and compliance, training, events and publications.

For further information, visit: https://www.steel.org.au/ References • https://www.industry.gov.au/sites/g/files/ net3906/f/July%202018/document/pdf/building_ ministers_forum_expert_assessment_-_ building_confidence.pdf • https://www.aibs.com.au/Public/News/2019/ MemberCommuniqueProfessionalIndemnityInsuranceUpdate.aspx

• https://docs.wixstatic.com/ugd/473156_54e042 e91f914e81a2e55b6a9bbbc301.pdf

• https://www.steel.org.au/focus-areas/quality-

and-compliance/national-structural-steelworkcompliance-scheme/

Consulting Matters

23

How to recruit with diversity in mind The benefits of a more diverse workforce are clear. So why do so many offices still look so homogenous? The truth is, hiring someone who has a different appearance, cultural background, age or experience doesn’t come naturally. Our unconscious biases are exactly that: unconscious. They stem from a natural need to make quick judgements, but they hold us back from embracing difference.

Here are five ways to recruit new talent with diversity in mind.

1. Broaden your talent network Instead of simply assuming the role requires ten years’ experience and a specific industry qualification, ask yourself what capabilities are truly essential. Cognitive diversity is often found outside the constraints of narrow industry expertise.

For former Google CEO and Alphabet Chairman Eric Schmidt, just two things predict employee success: curiosity and persistence. Everything else can be learned – which is why he says some of his best hires were former athletes or rocket scientists.1 2. Re-think those stereotypes According to Natalie Goldman, CEO of Fund to Fly, “people don’t realise their natural biases, but we still see them today in Australia”. “Women who become pregnant may be perceived as ‘unreliable’, or if the candidate has a foreign sounding name they potentially ‘won’t understand a customer call’”. These stereotypes are inaccurate. It takes recognition of your own biases and a conscious effort to flip that thinking.

3. Avoid subliminal barriers The subtle language of a job ad can influence prospective candidates. “If you describe it as a ‘competitive fast-paced environment’, you’ll attract male candidates,” explains Goldman.

“But a ‘collaborative, outcomes-focused high-achieving environment’ will resonate more with women. Yet they’re effectively saying the same thing.”

You need to “put down a rug” to make a blind audition truly blind. In the case of blind CVs, that means knowing you’ll absorb some clues via information like career breaks 4. Set targets, measure and reward Hiring with diversity in mind needs to come from the top. Words are great, but it needs to be reinforced with measurable outcomes such as manager KPIs, gender quotas or pay gap quotas.

If you provide referral incentives to staff for bringing in people, they think might be a ‘good fit’ you might actually discourage diversity – attracting more people who think the same and share the same experiences.

Underpinning all these measures is your workplace culture. If it already encourages innovation and creativity, it’s likely to flow on to your hiring and recruitment practices. If not, it may be time to think about the bigger issue and that starts with uncovering your own unconscious biases.

At Macquarie, we believe that our success comes from the different perspectives and ideas a diverse workforce offers.

Danny Chung Head of the Built Environment Macquarie Business Banking

To find out more about how Macquarie can support your built environment business visit Macquarie.com/built.

Why do accountants sell their business while engineers give theirs away?

Find out what your business is worth, visit: Macquarie.com/built

This article is an abridged version of a Macquarie expertise article, available at https://www. macquarie.com/au/business-banking/businessmanagement/expertise/how-to-recruit-withdiversity-in-mind. This information doesn’t take into account your objectives, financial situation or needs – please consider whether it’s right for you.

Macquarie Bank Limited ABN 46 008 583 542, AFSL and Australian Credit Licence 237502.

1

Google/Alphabet's Eric Schmidt in Innovation = Managed Chaos, Masters of Scale with Reid Hoffman podcast

4. ‘Roll out the rug’ on blind CVs When the Boston Symphony famously conducted blind auditions behind a screen to diversify its all-male orchestra, it found bias still crept in – because the sound of a woman’s heels crossing the stage unknowingly influenced the selection.

This information is issued by Macquarie Business Banking, a division of Macquarie Bank ABN 46 008 583 542 Australian Credit Licence 237502.

24

Consulting Matters Corporate social responsibility

Inclusive humanitarian action in Vanuatu Following ongoing volcanic eruptions on the island of Ambae in Vanuatu, more than 8,000 people were evacuated to neighbouring islands in July and August 2018 as part of the humanitarian response.

To assist in ensuring the needs of the affected population were met, RedR Australia deployed Gender and Protection Advisor Nimarta Khuman to UN Women in Port Vila, through the Australian Government’s Australia Assists program.

Since August 2018, Nim has been supporting the Vanuatu Government’s Department of Women’s Affairs and the Gender and Protection Cluster, to ensure the most at risk can access the assistance they need throughout humanitarian response.

“When we talk about gender and protection in humanitarian action, we need to ask whether we have addressed the different needs of the entire affected population, because there is no ‘one size fits all approach’,” said Nim. “We need to assess how age, gender and diversity affects different groups and some of the most at risk are women and girls, people with disabilities and people of diverse sexual orientations and gender identities.”

Celebration at the World Heritage Committee meeting in Azerbaijan, as Budj Bim is added to the World Heritage List.

It is globally recognised that humanitarian crises disproportionately impact women and girls through issues such as increased risk of gender-based violence, barriers to accessing essential services and lack of consultation.

People with disabilities and other marginalised groups are also often excluded during disasters, and face difficulties accessing services such as medical care, food distribution and WASH facilities.

“During the Ambae State of Emergency, referral pathways for gender-based violence and child protection services were developed, and Gender and Protection Cluster partners trained communities on violence prevention and provided services for survivors.

The people of Vanuatu are resilient and community based solutions are key. Building upon this, we have also raised awareness in communities on their rights and inclusive response throughout every phase.”

Nim and her colleagues have worked to mainstream these considerations across the work of other sectors, including health, water, hygiene and sanitation, food security, shelter, education and logistics.

“A joint Gender and Protection and Health Cluster was established to provide services across sectors for people with disabilities during the Ambae State of Emergency,” said Nim.

It is globally recognised that humanitarian crises disproportionately impact women and girls through issues such as increased risk of gender-based violence, barriers to accessing essential services and lack of consultation.

“The Gender and Protection Cluster has also worked with the Shelter and WASH clusters to raise awareness on issues such as accessibility, safety, lighting and privacy in shelter and toilet facilities, during different disasters,” she added.

Nim’s work has been critical in one of the world’s most disaster prone countries. In the past year, she has been working with the Gender and Protection Cluster on response to the volcanic eruptions, earthquakes, cyclone and tsunami which have affected different islands. Vanuatu also has one of the lowest rates of women in leadership positions globally, and a high rate of genderbased violence.

Nim said the Gender and Protection Cluster has been working with communities, chiefs, churches and government to make sure the participation and voices of women and girls are represented in disaster preparedness and response.

“Women are pivotal to addressing the issues which affect their communities, and the ongoing emergencies have presented

Corporate social responsibility Consulting Matters

25

an opportunity to increase women’s leadership in humanitarian action. Women have led humanitarian operations in the Department of Women’s Affairs, National Disaster Management Office, NGOs and in the community. They have mobilised their communities and looked after children, people with disabilities and the elderly during disasters,” said Nim. Scheduled to continue in her role until May next year, Nim will be working with her counterparts on strengthening preparedness and response at the local level, training stakeholders in gender and protection and developing protocols for elimination of violence against women and girls in emergencies.

“We are now in the Ambae recovery phase and have been working with the Prime Minister’s Office to ensure all sectors include relevant actions and budgets for gender and protection in the programs under the Ambae and Affected Islands Recovery Plan,” said Nim. “Gender and protection mainstreaming are essential in humanitarian response, to ensure that any assistance is inclusive and delivered to people with safety and dignity,” she added.”

Elliana Saltalamacchia RedR Consult Australia is a founding member of RedR Australia. For more information about RedR Australia, take a look at their website at www.redr.org.au.

Nim is deployed as part of the Australian Government’s humanitarian deployment program Australia Assists, managed by RedR Australia.

26

Consulting Matters Corporate social responsibility

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27

Budj Bim, Journey to World Heritage Listing

Budj Bim

The Gunditjmara Aboriginal people in southeastern Australia have a deep and enduring relationship with Budj Bim, a landscape characterised by lava flows, wetlands, and constructed aquaculture systems.

Despite a history that predates human settlement of Europe and the Americas, Budj Bim recently became Australia’s first World Heritage-listed site solely for Indigenous cultural values. It’s the twentieth Australian property to be added to the UNESCO World Heritage List.

The process to World Heritage nomination and inscription is not for the faint hearted.

It is rigorous, resource intensive and many fail the technical assessment requirements.

These days, the competition between States Parties for the coveted status of World Heritage Listing is considerable. Getting a place inscribed is a significant achievement, and it does not happen without committed people working together, frequently over many years. Delivering an outstanding World Heritage nomination dossier requires tenacity, deep expertise and long, trusting relationships between Traditional Owners, researchers and government.

What is Budj Bim? Budj Bim is a long dormant volcano located in south-eastern Victoria. For Gunditjmara, the volcanic eruption around 30,000 years ago revealed the ancestral creation-being Budj Bim. Mount Eccles (now called Budj Bim) and the scoria cones represent this creation-being in the landscape.

Celebration at the World Heritage Committee meeting in Azerbaijan, as Budj Bim is added to the World Heritage List.

The three serial components of the World Heritage property contain one of the world’s most extensive and oldest aquaculture systems. Constructing fish traps, weirs and ponds the Gunditjmara used the abundant local volcanic rock to shape a network of wetlands into an extensive aquaculture system to focus on kooyang – short finned eels (Anguilla australis) – and other fish as a food source.

The highly productive system provided a six millennia-long economic and social base for Gunditjmara society.

This deep time interrelationship of Gunditjmara cultural and environmental systems is documented through present-day Gunditjmara cultural knowledge, practices, material culture, scientific research and historical documents. It is evidenced in the aquaculture system itself and in the interrelated geological, hydrological and ecological systems.

Compilation of the World Heritage Nomination Dossier In 2017, the Australian Government, in partnership with Aboriginal Victoria (AV) and the Gunditj Mirring Traditional Owners Aboriginal Corporation (GMTOAC) engaged heritage consultants, Context, to prepare the Budj Bim Cultural Landscape World Heritage nomination dossier to the UNESCO World Heritage Centre.

Creating a World Heritage nomination dossier requires deep insight and technical clarity. It requires a considered understanding of the

key world heritage system and the underlying concepts. Critical thinking combined with analysis and synthesis of a vast corpus of research. The final dossier, stretching over 220 pages builds on a wealth of prior research along with extensive contributions from Gunditjmara. Much of the ground-work for the nomination came from studies and management plans undertaken by Context, and other consultants and researchers over many decades. The content of the dossier is closely prescribed by the World Heritage Committee and must follow their strict guidelines. The dossier required approval from the Federal Environment and Energy Minister, followed by an intensive review by UNESCO over an 18 month period. Finally, a draft Statement of Outstanding Universal Value was prepared, and a recommendation made to the World Heritage Committee, before being endorsed in Baku in July 2019.

Context has been privileged to have worked closely with Gunditjmara people and their representative organisations for nearly 30 years. Context Special Adviser (and Founder Chris Johnston) recalls: " The Mission where so many had grown up was important, but really it was the whole place – that rugged lava landscape, the eel trapping systems and the stories passed down. It was back then that the Elders said to me that they wanted World Heritage listing. With so many challenges to face, that path looked long and difficult. But now, here we are!"

Sharon Veale GML Heritage

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Consulting Matters Project case study

Project case study Consulting Matters

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New Museum for Western Australia Construction of the New Museum for Western Australia, led by Multiplex, is 85% complete and will open to the public in 2020.

The New Museum, which will be a significant landmark for the State, features nearly 6,000 sqm of galleries, including a 1,000 sqm space to stage large-scale special exhibitions.

The project has a number of unique aspects including: • The Museum’s striking structure elevates over 38 metres above ground level, and cantilevers for 17 metres over the existing heritage-listed Hackett Hall building which dates back to 1913.

• The requirement for column-free spaces to exhibition galleries as well as to the main entrance ‘city room’ meant minimal vertical support elements, and floor loading up to 8kPa live load.

lifted into place above the existing heritage buildings. In addition, an innovative approach was required to ensure access through the site was maintained while completing significant temporary works at ground level.

A single crane serviced the site so construction sequencing was critical. The city location of the site also meant logistics of transportation and delivery were a major consideration.

To overcome these challenges, the steel trusses were designed as individual segments to be assembled and lifted on site. Each segment was sized in weight and length based on their specific distance from the crane location, and grade 450 steel was used to minimise the overall weight of the trusses.

• The primary horizontal spanning structure is made up of high-strength steel trusses which span 20-40 metres, with some up to 50 metres.

To enable greater program flexibility, the project was constructed using a top-down technique. This strategy allowed the progression of the superstructure without needing the ground level and first basement works to be completed.

This complex, world-class project presented numerous challenges for the BG&E team.

The cantilever steel trusses that support the 20-metre span gallery floor beams had to be

The four heritage buildings were assessed for compliance with current codes and, as a result, seismic strengthening was incorporated into the fabric of the buildings.

Sustainable construction outcomes are achieved through skilful design engineering that minimises the use of materials, and reduces the logistical challenges on various construction sites to achieve better cost and time outcomes.

Site restrictions on this project meant that a single crane was used to service the site. BG&E’s engineering design approach enabled each truss segment to proceed independently, thus overcoming this site limitation while also reducing the structural steel tonnage required to complete construction.

As design engineers in the construction industry, their focus is to continually seek sustainable outcomes through innovative design that reduces or re-uses materials, while reducing logistical challenges on all projects.

Franca Toffanello BG&E

In-house training available!

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Aug 2019

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