2020 IPWEAQ Excellence Awards Commemorative Book

EXCELLENCE AWARDS 2020

CELEBRATING EXCELLENCE IN PUBLIC WORKS

Noosa Park Road Boardwalk 2019 Excellence Awards Project of the Year

PRESIDENT’S FOREWORD

For the past 20 years, IPWEAQ has been celebrating the achievements of councils, engineering and consulting firms, and supplier organisations delivering exceptional outcomes for Queensland communities. A record 86 projects were received for the 2020 IPWEAQ Excellence Awards which will be celebrated at the Brisbane Convention & Exhibition Centre, Tuesday 10 November 2020.

Congratulations to all nominees entered for the 2020 awards program. It is our great pleasure to showcase the people and projects that make Queensland great and our best wishes for the gala awards night.

I’m very proud to present the nominations for 14 category and five people awards in this Commemorative Book. The winners will be announced on Tuesday 10 November.

Thank you once again to our 14 judges (see page 4) for devoting a substantial amount of time and reflection considering the nominees. There were a number of results with less than 1% between scores making it another challenging year choosing winners.

Thank you also to our overall Excellence Awards sponsor, Premise and to each of the individual award sponsors for your support of our sector.

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IPWEAQ EXCELLENCE AWARDS 2020

Craig Murrell President

SPONSORS

Overall Dinner sponsor

Excellence Award sponsors

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JUDGES

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IPWEAQ EXCELLENCE AWARDS 2020

THANK YOU TO OUR 2020 JUDGES

Martin Crow

Rob Daly

Dion Jones

Gerhard Joubert

Glenda Kirk

Seren McKenzie

Patrick Murphy

Kym Murphy

Natasha Murray

Craig Murrell

Dawson Wilkie

Graeme Wills

Ian Woodyard

Craig Young

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PEOPLE AWARDS

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IPWEAQ EXCELLENCE AWARDS 2020

ENGINEER OF THE YEAR NOMINEES

PROUDLY SPONSORED BY

ANDREW BRECKENRIDGE

GED BRENNAN

Certifying Specialist Engineer, City of Gold Coast

Managing Director, GenEng Solutions

Andrew Breckenridge is the City of Gold Coast’s Principal Structural Engineer, within the Engineering Design team, who brings a wealth of structural engineering knowledge with over 30 years’ experience from both private and public sectors. For the past ten (10) years, Andrew has delivered designs for multiple local government infrastructure projects ranging from small to large scale. It is clearly evident that the local infrastructure designed by Andrew has a positive impact to the lifestyle of the community of people living in the City of Gold Coast. Andrew should be recognised from the wider peer group for his excellent and dedicated efforts to the discipline of engineering and the betterment to the community as a whole.

Ged has spent his professional career in public works either working directly for local government or the state and now as Managing Director of GenEng providing services to the government sector across Queensland. In addition to this Ged has been a very active member of IPWEA, including serving on the IPWEAQ board as President.

The official positions are relevant but Ged’s greatest contribution to local government engineering is the informal mentoring he provides to a number of engineers around the state. People who feel comfortable enough to pick up the phone and have a chat or ask a question on how to deal with a particular problem they are facing. It is impossible to quantify the benefit this is providing the broader industry, the true effects of which will only be realised with the passage of time. It is said that the truest measure of leadership is the leaders they produce. This is true for Ged both as a leader and as an engineer. By this measure Ged’s contribution to local government and public works engineering will continue for generations, not just in the infrastructure he has built but most importantly in the people.

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PARAIC BUTLER Major Projects Manager, Whitsunday Regional Council Paraic Butler is the current Whitsunday Regional Council, Major Projects Manager. He is responsible for delivery of Council’s Water, Sewerage and Waste yearly capital works program (Budget in excess of $50m). Paraic’s main priorities are: Capital works asset delivery including procurement, construction management, commissioning, and handover; Project services; and RPEQ oversight of Capital/Civil Projects. Paraic is being nominated for the People’s Award, due the positive impact he has had on the internal and external stakeholders involved in any project he has been a part of.

Paraic is an engineer that displays a well-rounded set of people skills and technical ability that is arguably second to none. His professional yet personal demeanour, inspires those around him, whether contractor or co-worker, to engage in a collaborative solution-focused manner when undertaking any task/challenge at hand. Paraic’s ability and willingness to mentor those around him, has successfully enabled many officers to continuously improve upon and innovate on how they undertake works and positively engage with stakeholders.

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IPWEAQ EXCELLENCE AWARDS 2020

WESLEY DAVIS (WES DAVIS, MIEAUST NER RPEQ MIPWEAQ) Technical Services Manager, Ipswich City Council Wes optimizes the attributes of a great leader and demonstrates the technical, professional and personal skills required for an applicant for Engineer of the Year.

Wes Davis is the Technical Services Manager of the Infrastructure and Environment Department at Ipswich City Council (ICC) and leads a multidisciplinary team to deliver exceptional outcomes for the community. His ability to influence and invest time in the right areas sets Wes apart from many of his peers. He is humble enough to know when to defer to others, inside or outside of his team, whilst also being comfortable in making decisions where appropriate. Importantly, none of this is achieved in spite of people, but rather with and through engagement and delving to understand.

Wes graduated with Honors from the University of Southern Queensland in 2019 and has continued through his career to demonstrate his dedication to developing his technical and professional skills.

Through his senior leadership roles at both Redland City Council (RCC) and ICC Wes is responsible for successful delivery of complex engineering designs for $80million plus capital infrastructure programs encompassing fields of marine, parks, traffic and transport, roads and drainage and footpaths and cycle ways.

GARTH KATH

TIFFANY PARKER

Senior Civil Engineer, George Bourne & Associates

Senior Structural Engineer, City of Gold Coast

George Bourne & Associates would like to nominate Garth Kath for the “Engineer of the Year” IPWEAQ Excellence Awards. Garth has a Bachelor of Civil Engineering (First Class Honours) and Diploma of Engineering Practice. Garth has been working with GBA for four years and brings a wealth of knowledge to our company. Garth is our leading mentoring engineer for our graduate program. He is the goto man for work and play for all our engineers, who likes assisting colleagues anyway he can. Garth’s knowledge of civil engineering has assisted his colleagues and he now manages his own sub-team.

Garth is known for his skills and is strong at working out ways to make a project work better. He is a great role model in the office.

Tiffany is a structural and civil engineer with extensive experience in planning, design, construction and rehabilitation projects. She has taken on the role of Lead Engineer and Asset Custodian Representative for transport structures, looking after the 692 City’s bridges and major culverts.

Tiffany leads planning and development of the Capital Bridge Renewal Program, provides subject matter expert engineering advice and expert knowledge on multi-agency collaboration projects with the State Government and local Councils.

Operational work often requires a quick risk assessment followed by the sound engineering advice. Tiffany thinks well on her feet, stays calm and in control, and offers good practical solutions.

She gives her peers and management confidence and peace of mind, whilst our local Gold Coast community benefits from the safe and wellmaintained infrastructure.

Tiffany goes above and beyond and is always willing to help no matter what challenge she is presented with. She is very respected and well-liked, fosters a positive working environment and promotes continuous improvement.

Thanks to her dedication, excellent engineering acumen, highly developed problem solving skills and a broad spectrum of experience, she has successfully lead planning and delivery of over 70 projects within the City of Gold Coast (City).

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ANDREW PINE Manager (Safer Roads), Department of Transport and Main Roads Andrew has a strong commitment to serving the community. This is demonstrated in the responses to the criteria below, but also in activities outside of his engineering career. He was awarded the ‘Most Outstanding Soldier’ award when serving as an infantry soldier in a leadership role in the Australian Army Reserves. More recently he plays the key role in the management of a local grassroots basketball club.

His career has focussed more recently on initiatives that will deliver positive road safety outcomes, including development of a significant road safety program initiative for regional Queensland, that has been prioritised by Infrastructure Australia, and leading the development of the new speed limit review technical assessment and process in 2018 (MUTCD Part 4). For this, Andrew delivered training to Council, TMR and consultant engineers across the state and is the subject matter expert on speed limit setting.

Andrew leads a small team by example, with integrity and professionalism that ensures team members have a positive culture in which to perform well and grow.

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IPWEAQ EXCELLENCE AWARDS 2020

WOMAN IN ENGINEERING NOMINEES

PROUDLY SPONSORED BY

JOHLLIN LAMMERSDORF

ROBYN LETTS

Transport Engineer, Cairns Regional Council

Civil Engineer, George Bourne & Associates

Johllin is being nominated for the ‘Woman in Engineering’ Award as she has been involved with a variety of successfully delivered projects in Queensland communities over the past 10 years, and has showed exceptional leadership whilst in acting in the Senior Transport Engineer role for an exteded period. She has worked in the private sector, public sector and in the construction industry.

Robyn Letts is a Civil Engineer with approximately five years’ experience and has been working with George Bourne & Associates for two years. In that time, she has been involved in a wide variety of projects including roads, airports, housing, subdivisions, pipelines and more, mainly for local government clients. Robyn contributes to the whole project life cycle from design to procurement to construction and is an asset to all projects she is involved with.

Johllin displayed exceptional leadership whilst acting as Senior Transport Engineer for a period of two months recently, which included staff supervision and mentoring, the delivery of various road infrastructure projects and additional strategic transport planning tasks whist also covering her own role. Her professionalism, time management and delivery of key projects for Council during the COVID workplace restrictions is a testament to her strength, character and leadership.

Robyn is a high achiever with exceptional attention to detail. She is able to problem-solve and work within a team to identify the most reasonable approach to satisfy the requirements of all stakeholders. She is willing to help anyone in the office, no matter their job, and is a great mentor for graduates. She has gained the respect of colleagues and clients alike.

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TIFFANY PARKER

MICHELLE STEVENSON

Senior Structural Engineer, City of Gold Coast

Senior Civil Designer, Trinity Engineering and Consulting Pty Ltd

Tiffany is a structural and civil engineer with extensive experience in planning, design, construction and rehabilitation projects. She has taken on the role of Lead Engineer and Asset Custodian Representative for transport structures, looking after the 692 City’s bridges and major culverts.

Tiffany leads planning and development of the Capital Bridge Renewal Program, provides subject matter expert engineering advice and expert knowledge on multi-agency collaboration projects with the State Government and local Councils.

Operational work often requires a quick risk assessment followed by the sound engineering advice. Tiffany thinks well on her feet, stays calm and in control, and offers good practical solutions.

She gives her peers and management confidence and peace of mind, whilst our local Gold Coast community benefits from the safe and wellmaintained infrastructure.

Tiffany goes above and beyond and is always willing to help no matter what challenge she is presented with. She is very respected and well-liked, fosters a positive working environment and promotes continuous improvement.

Thanks to her dedication, excellent engineering acumen, highly developed problem solving skills and a broad spectrum of experience, she has successfully lead planning and delivery of over 70 projects within the City of Gold Coast (City).

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IPWEAQ EXCELLENCE AWARDS 2020

As a full-time mother and an experienced senior civil designer, Michelle is an extremely worthy candidate for Women in Engineering. She is a passionate and dedicated worker and she ALWAYS puts 110% into all her work. Michelle is a woman of many talents, having completed 2 university degrees and a diploma, her engineering knowledge is unprecedented. She has proven to the team that she is ready to take on any job at any time.

She is committed to her work ethic and brings us outstanding outcomes every time. Overall, Michelle is amazing to work with every day and we couldn’t imagine an office without her.

YOUNG ENGINEER OF THE YEAR NOMINEES

PROUDLY SPONSORED BY

BRIANNA BARNETT

MATTHEW BRENNAN

Senior Works Manager, Western Downs Regional Council

Civil Engineer, George Bourne & Associates

Brianna is a full-time working mum that balances raising kids and running the Works Department for Western Downs Regional Council. She provides an excellent balance of technical knowledge and strategic leadership to our Engineering Management Team. She leads by example and is inclusive within the team empowering all levels to contribute to the team’s success. Brianna has proven many times that she is calm under pressure and provides direction in stressful situations not only in her works function but also as the Planning Lead in Disaster Coordination.

George Bourne & Associates would like to nominate Matthew Brennan for the “Young Engineer of the Year” IPWEAQ Excellence Awards. Matt has a Bachelor of Civil Engineering (Honours). Matt has been working with GBA since 2017 where he joined us as a Graduate Engineer. Matt has experience in Project Management/superintendency experience, Environmental Plans, assisting in designing and implementing Traffic Management Plans and Traffic Guidance Schemes, Tendering, Quotation/estimating for various projects, Contract Documentation, and Flood Damage – road inspections, submissions and acquittal documentation. Matt also has experience in road construction, bitumen sealing (roads/airports), concrete works experience through RMPC, MWPC, government funded and local government projects.

Matt has been a great asset to GBA through work and play. He enjoys assisting colleagues and has stepped up to mentor our new graduates.

Brianna’s personal principles is to “keep challenging yourself - push yourself outside of your comfort zone and keep learning, that’s the most effective way to continue to expand on your skill set”.

She has proven to be an expert communicator with her staff both office and site based. Her calm presence is helpful when engaging with the community to target collaborative solutions. She never underestimates the depth of knowledge and experience of her work crews, supervisors and coordinators and is an avid listener. From the Works Crew up to the General Manager, Brianna is a highly respected team player and strongly deserves the recognition of being successful in this award.

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PHILLIP KARFS

REECE SAINSBURY

Senior Project Officer, City of Gold Coast

Infrastructure Planning Engineer, Livingstone Shire Council

Philip Karfs is an outstanding young engineer who demonstrates leadership, passion and a never say die attitude towards any task he is assigned. Phil demonstrates a maturity beyond his years which has led to him being well respected for his technical achievements not only by his colleagues, but within the broader Transport and Traffic industry.

Reece Sainsbury graduated from CQ University in 2017 and joined Livingstone Shire Council’s Infrastructure Operations unit as a Graduate Civil Engineer. Reece very capably undertook a varied range of tasks within the transport area and quickly demonstrated his natural aptitude and flair for engineering and his ability to learn quickly.

The initiation and development of the City of Gold Coast’s Transport & Traffic Branch, Network Intelligence Program has delivered real-time network performance reporting to support the development of evidence based solutions and an optimal transport outcome for the Gold Coast. This outcome has enabled senior management to make informed decisions on the future of the Gold Coast transport network..

After 12 months in this role, Reece was successful in securing a mid-level transport engineering position in the Infrastructure Planning Team. In mid-2019, after preparing a successful Federal Government funding application for the upgrade of 40km of Stanage Bay Rd at the northern end of the Shire, Reece was selected by the Executive Director to manage the design and delivery of the $22M project.

Reece has very capably approached all of his responsibilities with enthusiasm and a sensibility that belies his limited years. He is an excellent communicator and has a very healthy work ethic.

His genuine and considerate nature and natural leadership qualities have made him a very valuable member of the Livingstone team.

Reece has recently overcome a serious personal health challenge, gaining enormous respect from his work colleagues for his resolute courage and positive attitude. He is a very worthy nominee for this award.

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TEAM MEMBER OF THE YEAR NOMINEES

CAMERON DAVIDSON

TONY HOARE

Program Coordinator (Maintenance), Western Downs Regional Council

Senior Civil Designer, Trinity Engineering and Consulting Pty Ltd

Cameron Davidson (Cam) is being nominated as Team Member of The Year in his role as WDRC’s Program Coordinator for the Works Maintenance team. Cam goes above and beyond in his role, often responding to callouts and enquiries out of hours and on weekends and generally taking ownership of his team’s role in providing a safe and presentable region.

These attributes were well demonstrated and widely celebrated during his role responding to February 2020 flooding in Dalby and throughout the Western Downs. The Flooding that hit the region although not the highest levels we had seen was unprecedented in the speed at which the community was impacted. Cam proactively consulted with landowners and businesses likely to be impacted by the rising Myall Creek, and worked tirelessly to inspect and appropriately sign flooded roads and ensure safe access was restored as soon as possible. Through Cam’s capable work strategies, access was restored to effected areas of Dalby, hours after flood waters receded, minimizing the impact of the event to business and residents.

Tony is undoubtedly one of the most skilled senior civil designers in the industry. His strong work ethic, kind nature, and high level of expertise make him the ideal co-worker and he is a pleasure to work with every day. Over the years, Tony has committed countless hours towards the betterment of the Far North whether it be through large scale civil design projects or smaller projects in the private sector.

Tony is a leading example for the next generation of engineers and designers to come and he never turns down an opportunity to mentor and young workers in the industry.

During the February floods and other historical events Cam has always held a level head and led his team safely through their responsibilities and selflessly protecting his community.

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ALYSON O’ROURKE

LENNY WRIGHT

Coordinator Network Intelligence and Transport Systems, City of Gold Coast

Program Coordinator Construction, Western Downs Regional Council

Alyson O’Rourke is a passionate and dedicated public servant and has delivered many quality transport outcomes for the City of Gold Coast and is a worthy recipient of an IPWEA award.

Alyson O’Rourke is the current Co-ordinator (Network Intelligence and Transport Systems) within the Transport and Infrastructure Directorate for the Council of the City of Gold Coast. Alyson has a senior role in managing the City’s transport futures program including the planning and development of the Intelligent Transport Systems network to effectively manage the transport operations for Australia’s sixth biggest city. Prior to taking on these responsibilities, Alyson also had a significant role within the City of Gold Coast in the planning and management of the transport for the 2018 Gold Coast Commonwealth Games.

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Lenny Wright is a long serving and well-respected member of the Western Downs Regional Council Team. Through the culmination of technical knowhow, sound experience and a drive to continually improve his personal and team’s performance, Lenny is able to continuously exceed targets and lead his team to success.

Lenny is continually recognised as a high achiever and has been a deserving recipient of various accolades for his consistent team focus and service delivery. However, if you were to ask him how he continually hits the target his simple and humble answer would likely be “Mate I’m just doing my job”.

Lenny Wright is a strong and active leader in WDRC’s Works department. Lenny’s dynamic approach ensures consistent project delivery. He is a prolific instigator of respect and comradery within the construction team and throughout the company leading to efficiency’s and improvements through professional networks.

IPWEAQ ANNUAL CONFERENCE REGISTER ONLINE

BRISBANE CONVENTION & EXHIBITION CENTRE | 10-12 NOVEMBER 2020

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

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

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DELEGATE RATED 2019 -2020

SOCIAL FUNCTIONS

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

Excellence Awards Tuesday 10 November 6:00pm - 10:00pm Brisbane Convention & Exhibition Centre

Sponsorship and exhibition opportunities available please contact Monica Robertson on 3632 6802 or Monica.Robertson@ipweaq.com

State of Origin dinner Wednesday 11 November 7:00pm - 10:00pm Brisbane Convention & Exhibition Centre

Closing Ceremony Thursday 12 November 3:00pm (during Afternoon session) Brisbane Convention & Exhibition Centre

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FUTURES CHALLENGE PARTICIPANTS

MARTIN LUNA

CRAIG S. VAN NEUREN

Griffith University

University of Southern Queensland

Thesis presentation: Application of Remote Optical Sensors for Real-Time Nitrate Monitoring and Decision-Making Systems.

Thesis presentation: How Building Information Modelling software (BIM) is being used in the Architectural and Engineering (AE) industry and how the use of this software is impacted by the AE industries own understanding of BIM - A South East Queensland (SEQ) Perspective

Martin is a fifth year Civil Engineering and Science student, with aspirations to tie industry and academia together through innovative and creative research projects. Furthermore, with over a year and a half of experience as an undergraduate Research Assistant, he has had the opportunity to investigate the applications of engineering in real-world circumstances, further enhancing his knowledge of the discipline. Coupling this with a communitycentred approach to engineering research, Martin has continually strived to improve his personal and professional development through his studies and extracurricular activities.

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Craig grew up in Melbourne, however, has had an 18+ year career as an architectural, structural, hydraulic and civil draftsman within the Built Environment space in Brisbane, the BENG(Civil)(Honours) at USQ seemed a natural progression to his professional career. Craig has recently been awarded through the Recognition of Prior Learning program at TAFE Qld. The Diploma of Building Design and has applied for his QBCC Building Design licence, Craig is looking forward to finishing his studies this year and having more time for his family.

SALLY WILLIAMS University of Southern Queensland Thesis presentation: Influence of Water to Grout Ratio and Curing Time on Pulling out Load of Rock Bolt Systems Sally Williams is a fourth year Civil Engineering Student studying at University of Southern Queensland. Her final year dissertation studies the influence of water to grout ratio and curing time on the pulling out load of rock bolt systems. She is currently participating in an internship at the department of Transport and Main Roads with the Structures Asset Management team. She has also worked at Toowoomba Regional Council for three years as an intern engineer, gaining experience in construction, water and waste management and asset management. Previous to her engineering career Sally ran her own business as a visual artist and obtained a Bachelor in Fine Arts with honours at Queensland University of Technology. Her career change is reflective of her ability to adapt, learn, think outside the box and accomplish goals beyond expectations. Sally tributes these qualities to her parents and her rural upbringing in central northern New South Wales. She has lived in many locations across Australia and Canada but now chooses to live in Brisbane Australia.

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PROJECT AWARDS

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ASSET MANAGEMENT NOMINEES

PROUDLY SPONSORED BY

estimates, etc.

Finally, this infrastructure planning tool summarises the investment requirements for Council decision making as: 1. Investment year 2. Asset class - transport, water, wastewater, etc 3. Priority - critical, essential, and beneficial 4. Status - funded, reprioritised, solution required, etc

ASSET INFRASTRUCTURE PLAN - SMARTER, FASTER & BETTER PLANNING TOOL Townsville City Council The Asset Infrastructure Plan is a GIS based investment planning tool, introduced at Townsville City Council in 2020, in line with Council’s Asset Management Framework for smarter, faster and better asset investment planning and decision making. This tool focuses on community, desired service, and infrastructure of Council’s open space, transport, water, wastewater, and stormwater service delivery. This infrastructure planning tool narrowed the wider gap existed between the Local Government Infrastructure Plan (LGIP) and the 10 Year Capital Plan. Townsville City Council’s 20/21 Capital Budget was adopted using this investment planning tool, in order to achieve sustainability in Council’s performance.

5. Treatment - maintenance, renewal, upgrade, and new projects Further, this tool identifies the overlapping infrastructure needs in future years and highlights them for investment decision making and grouped them for same delivery year, i.e. renewing the water mains before renewing the footpath/ road. Also, this tool highlights the benefit realisation of the previous year’s investment by showing the improved desired service or reduced gaps in service delivery.

The planning is the area where significant savings are made in making right decisions on right investment at right time for any local government that heavily relies on assets to provide community service delivery. Simply, this tool transformed the planning and decision-making process of Townsville City Council in line with Council’s Corporate Plan Goal of Smarter, Faster and Better for Sustainable Council Performance in Community Service Delivery.

The inputs to the tool are categorised based on: 1. Community - age, population density & community requests, 2. Desired service (level of service) - park access (km) for parks, water supply pressure (KPA), and fire flow (l/s) for water supply, degree of saturation for roads, embellishment types for open spaces, etc. Are some examples 3. Infrastructure - condition of existing assets, maintenance history of existing assets, average annual daily traffic (AADT) data, accident data, etc This tool geographically processes the inputs and clearly illustrates the gaps in desired Council’s service delivery. Council’s asset management planners systematically worked through the gaps and identify the infrastructure needs for sustainable service delivery to Townsville Community. Further, this planning tool allows planners to document the solutions to the identified needs with priorities, cost

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management team has meant that all members feel ownership of processes and there is a strong sense of optimism, trust and respect within the group. Bringing different skill sets together to focus on bridges asset management as a subgroup of the asset management team, has enabled our Council to mitigate the impact of significant staffing constraints. As a result of this project, bridges and major culverts are now inspected on a regular basis, and clear advice based on good quality data is provided to Council to ensure well informed bridge investment decisions with a strong focus on renewals.

BRIDGING THE GAP BETWEEN ENGINEERING AND ACCOUNTING Mareeba Shire Council Mareeba Shire Council has introduced a new team-based asset management framework to resource and fund the inspection, maintenance and replacement of bridges and major culverts.

With many aging bridges needing replacement and limited resources, a team of operational and management staff have collaborated to ensure the Shire’s bridges remain safe and functional.

Mareeba Shire’s $67M bridge, major culvert and causeway portfolio is dispersed over 53,457km2, and with only one crew available to inspect, maintain and complete capital renewal projects, it seemed obvious that there were insufficient resources to manage the portfolio. Like many Councils, Mareeba has an aging asset portfolio, limited resources and minimal capacity to increase rates. Further complicating matters, when Mareeba Shire de-amalgamated in 2014, it was assessed by Queensland Treasury Corporation as having a financial outlook of ‘very weak with a negative outlook’.

Before the project commenced, aside from a handful of outsourced specialist consultant reports, the remainder of the bridge and major culvert network had not had a recent properly recorded engineering inspection. Of the inspected 23 bridges, 15 were in poor or very poor condition and at risk of catastrophic failure.

Through the Bridges Asset Management Project, Mareeba Shire has turned the perceived weaknesses of a small team and lack of resources into strengths, where teamwork has empowered staff and provided new opportunities. Developing a great asset

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These improvements have significantly contributed to Mareeba Shire Council’s remarkable financial recovery from a position of “very weak with a negative outlook” in 2014 to a progressively improving financial position which is currently “sound with a neutral outlook” in 2020 by Queensland Treasury Corporation. This could not have been achieved by accountants or engineers alone, and it is only by introducing a team-based asset management framework that the outcome achieved is greater than the sum of its parts.

DEPOT ASSET MANAGEMENT PROGRAM Brisbane City Council

BRISBANE CITY COUNCIL’S PROACTIVE APPROACH INCORPORATING ENVIRONMENTAL SUSTAINABILITY AND CIRCULAR ECONOMY OPPORTUNITIES IN ROAD ASSET MANAGEMENT

Brisbane City Council owns and runs depots which accommodate operations that work to support core Council services. These include field services (road construction and surfacing, park maintenance and cleansing, urban cleansing, footpath construction and maintenance) and bus services.

Brisbane City Council Brisbane City Council is Australia’s largest local government authority. It maintains a road network of 5,800 km, ranging from local residential access streets to major arterial roads. Approximately 93% of the network is asphalt surfaced and to construct and maintain these roads, Council operates two asphalt plants, two quarries and a recycling facility.

Brisbane City Council’s Depot Asset Management Strategy (the Strategy) provides a medium to long term plan for investment in key asset components at the depots to ensure they support delivery of effective and efficient services to the community while meeting contemporary sustainable development principles and reducing Council’s operating costs.

As part of Brisbane Vision 2031 - Our Clean, Green City goals, Council actively uses recycled materials in its pavement works. Recycling processes includes the use of Recycled Asphalt Pavement (RAP) and crushed glass in asphalt, recycled concrete as a pavement material and strengthening of pavements by stabilising the existing pavement materials.

The Depot Asset Management Strategy project was developed in recognition of the need to ensure the depots have appropriate medium to long term investment plans to inform the most effective allocation of maintenance and operating expenditure against capital renewal allocations which are aligned with asset performance requirements.

Through the successful collaboration with local universities and other research organisations, Council has been able to extend its research into the effective use of these recycled products to understand their performance and the resultant benefits to Council and the community.

Driven by regular condition and defects assessments, and matched to the business requirements of depot users, the Strategy was developed to reduce ad-hoc expenditure on maintenance items and create the framework for engagement with facility managers, businesses using the depots, and strategic property management staff which translates to prioritisation of investment in those items which optimise the performance of the assets. During capital works, a number of opportunities were identified to utilise expansive roof areas for solar electricity generation.

Our proactive approach is the means to harness the substantial environmental advantages in the use of recycled materials to meet Council’s goals of cost effective, environmentally sustainable solutions for the maintenance and construction of the road network for the residents of Brisbane.

Pavement recycling is part of the normal practices to sustainably manage Council’s road network.

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FOOTPATH/SHARED PATH FUNCTIONALITY ASSESSMENT Logan City Council We are nominating our Footpath/Shared Path Functionality Assessment project. Our Road Asset Management (RAM) team have created a Minimum Viable Product (MVP) which uses a 2-part process of Data Collection and Data Analysis to ensure that we have a deeper understanding of our footpath network regarding condition and defect detection, functionality, accessibility and continuity.

Footpath Data Collection - We created a Data Collection Vehicle that is comprised of the following: • An eTrike, including a large cargo box, with a custom weather-resistant and lockable lid, two 8MP digital cameras for image capture (one for collecting imagery of the footpath pavement, the other for collecting the surrounding environment), • A drone flight controller with GPS module, for recording accurate location and other telemetry data, including pitch/yaw/roll, speed, and bearing, • A small but powerful single board computer to control capture rate, size and quality of the imagery captured as well as to embed GPS coordinates as EXIF data to the imagery (geotagging), • A lithium-polymer rechargeable battery system with inverter to power the devices.

An eTrike was chosen to simulate the experience of multiple footpath users including pedestrians, cyclists, and users on mobility devices such as scooters and wheelchairs, and to encourage active transport.

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Footpath Data Analysis - The geotagged footpath imagery captured during data collection is processed through a deep neural network image classifier to automatically identify footpath defects.

Initially we trained our model by creating categories for various defects and identifiable objects, including cracking, displacement, footpath grinding, and tactile indicators, then labelling these on over 1,000 images. The model is now performing with a sound level of reliability for detecting common defects and identifiable objects. Now, instead of a team of trained staff reviewing the images and manually identifying defects and other features, through machine learning and automation this task can be run on a single computer in the background and will perform faster and at less cost than previously possible. As we capture the entire footpath network, this defect data will assist in creating prioritised rehabilitation and maintenance programs.

The geotagged imagery of the surrounding environment and telemetry data is particularly beneficial for other stakeholders within Logan City Council who may want to use the imagery to evaluate accessibility and footpath continuity, and to assist with future planning, such as filling missing gaps in the footpath network or upgrading footpaths to shared paths (minimum 2.5 metres wide).

million over the 10 year forecast.

INVESTING IN INFRASTRUCTURE USING INNOVATION City of Gold Coast City Assets Branch of the City of Gold Coast has developed a comprehensive suite of asset management plans encompassing their transport, flood mitigation and drainage and beaches and waterways portfolios along with a Summary AMP Report which provides a reporting framework that supports the sustainable management of a $13 billion infrastructure portfolio.

Upon completion of the AMPs, an appropriate presentation medium was required to clearly articulate key messages and present funding requirements to the City’s Transport & Infrastructure Directorate Leadership Team and Transport & Infrastructure Committee, as part of the annual budgeting process. Instead of using traditional means such as power-point slides, an ESRI GIS Story Map was developed based on content from the AMPs. This innovative means of presenting key findings and messaging from the AMPs in a new digital format enabled City Assets Branch to take the audience on an informative visual journey involving the use of graphics, images, interactive maps and thematic maps to clearly illustrate the quantum of assets being managed, the condition rating of assets across the city, growth of the asset base over time, and funding requirements needed to manage the asset base and maintain levels of service over the forthcoming 10 years.

In the last 12 months significant advancements have been made to the branch’s asset management planning framework with a detailed focus on: • Deterioration factors – what were the key environmental factors influencing the deterioration or accelerated deterioration of key asset types • Defects – what were the key common defects that are a clear indication of deterioration over time • Treatment options – what were the most effective treatment options available that could be implemented as part of a renewal strategy • Renewal strategy – outline an optimised maintenance and renewal strategy to manage these assets effectively and efficiently over their lifecycle With this level of detailed analysis, the branch was better equipped to analyse actual asset performance and identify at risk assets against proposed renewal forecast models. This analysis provided the branch with a greater level of confidence having substantiated the renewal modelling outputs, formalising the City’s approach to the lifecycle management of its transport, flood mitigation and drainage and beaches and waterways asset portfolios, and provided the branch with a substantiated business case to justify an increase to the bridge renewal requirement in the order of $45

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PARK DATA MANAGEMENT IMPROVEMENT Brisbane City Council The Property Team members from Asset Information Management, Brisbane Infrastructure, Brisbane City Council, determined that action was needed to improve the current business processes associated with managing the lifecycle of asset information related to Brisbane’s Park facilities.

A significant amount of data is stored in Council systems on behalf of the asset custodians Natural Environment, Water & Sustainability (NEWS). Whilst a large quantity of data is available, much of the data lacked relevance to business needs, requires updating, cleansing, simplifying the structure and improvements to the accessibility tools available to stakeholders.

The project was developed based on need identified

by Property Team staff members who have experienced significant challenges in the execution of business as usual data management. Additional challenges have included participation in Council projects that rely heavily on the availability of quality data based on the very diverse and complex asset classes found in Brisbane’s park and bushland facilities. Further challenges have resulted from the introduction of new enterprise systems and rapidly changing technologies associated with data management and reporting. It was determined that a point had been reached whereby ongoing use of existing processes and policies to manage asset data could not continue in its current form without significant risk to maintaining accurate Council planning activity and budget development.

Underpinning the data renewal efforts are a series of ongoing field surveys that have at their core more collaborative efforts to define the data capture scope to satisfy the business needs of stakeholders.

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STRUCTURE ASSET DATA AND REPORTING Brisbane City Council The aim of the structure asset data and reporting project was to develop a dashboard to provide to all stakeholders to report quarterly on: •T he number of all structure assets by asset class with relevant information •T he number of structure assets built and retired •A link the Fixed Asset Register to show current written replacement value •A link to asset condition •A tool to monitor assets without maintenance plans •M onitor assets that have been retired and need deactivation of maintenance plans and associated SAP automated notifications •A way to enable spatial visualisations of equipment by type, condition, location etc • I mprove integration between the Physical asset register and the Financial asset registers •R eport on the useful life of the structures as defined by the Strategic Asset managers to help forecast future budgeting requirements •A way to enable reporting on missing mandatory information This report allows users to analyse the information any time they need it (self-serve reporting) and using functionality of Power BI program to review the data and information different ways.

There was a need to produce the overall general report on structure assets, as stakeholders have been requesting different customised reports Other project options were considered however, we selected Power BI, as that is Brisbane City Council preferred reporting application and it can be used by all customers/stakeholders.

It was proposed that we develop a dashboard reporting tool for Structure assets which would be available to all stakeholders and would allow information to be updated every 3 months.

This report joining information from number different resources which is extremely efficient and provides a variety of information.

University of Technology to undertake research into impacts of blue light on human health •A nalysed control management technology and prepared technical specifications •R eplaced all park and bikeway lighting to LED technology with the ability to be controlled into the future (using 7 Pin NEMA) as part of the More Energy Efficient Lights for Brisbane (MEELFB) Project •P roactively contributed to the review of Australian Lighting Standard (AAS 1158 and XXX).

Before

The transition to LED lighting technology for Council controlled lights is recognised as an outstanding example of being informed, collaborative, prepared and consultative when introducing new technology on a large scale.

This is evidenced by the LED Minor Street Lighting Trial, completion of the research project with QUT, community engagement with residents and community groups and detailed cost benefit and market assessment of potential CMS.

After

TRANSITION TO LED LIGHTING TECHNOLOGY Brisbane City Council Brisbane City Council has over 120,000 public safety lights citywide of which Council has direct control of 15,000. In June 2016, Council commenced the transition to Light Emitting Diode (LED) technology which started by partnering with Energex to trial LED streetlights at 17 locations across Brisbane.

The aim of the trial was to better understand the performance of LED street lighting, community perceptions and to inform future lighting standards.

Since June 2016 the team has: • Successfully reviewed and updated lighting standards and planning scheme policy instruments • Conducted extensive community engagement with residents of trial areas and community groups • With Energex, commissioned Queensland

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COASTAL ENGINEERING NOMINEES

PALM BEACH SHORELINE PROJECT

KURRAWA SEAWALL PROJECT

City of Gold Coast

City of Gold Coast

As part of the City of Gold Coast’s (City) Ocean Beaches Strategy 2013–2023, the City recently completed the Palm Beach Shoreline Project (PBSP), which was a two-phase project incorporating:

The Gold Coast has 52 km of coastline, extending from Point Danger in the South to Jumpinpin in the north. With such an extensive and dynamic coastline, a comprehensive coastal management plan is needed to manage and protect the coastline. As part of this integrated coastal management plan, the construction of seawalls is used to limit the extent of coastal erosion caused by severe storm events.

• Phase 1 – Nourishment of Palm Beach with more than 470,000 cubic metres of clean sand placed in the active surf zone, completed in September 2017.

• Phase 2 – Construction of an artificial reef completed in September 2019.

This project focusses on the development of a monitoring and maintenance plan for the Palm Beach Artificial Reef (PBAR) component of the overarching PBSP. The monitoring methodology utilises several innovative investigation techniques including drone inspection, multibeam survey and remote operated vehicle inspection. The outcomes of the individual investigations are combined to provide an overarching assessment of PBAR structure. Areas of assessment include any settlement of the structure or movement of armour/ core rock, development of significant voids. The frequency of investigation is initially bi-annually, with allowances for further investigation if a trigger wave height is exceeded. This is a cautious approach given the new nature of the structure; and it is expected the frequency of inspection will be reviewed and refined over time.

This project also involved an operational component in the form of a unique emergency alert procedure which monitors forecasted wave conditions for the PBAR 24/7.The need for the procedure is driven by the Monitoring and Maintenance Plan and provides a proactive management tool for the City for the safety of our recreational users.

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The Kurrawa Seawall project involved the construction of approximately 175m of new seawall at Kurrawa Park, Broadbeach on the Gold Coast.

This project forms part of the City’s Ocean Beaches Strategy 2013 – 2023 and has improved the resilience of community infrastructure to coastal erosion during extreme weather events. Under the City’s Ocean Beaches Strategy, the City undertakes the annual construction of seawalls and coastal protection structures to ensure that the coastline is protected from coastal hazards. The works were undertaken from June 2019 to October 2019 and linked together two existing seawalls to provide improved coastal protection from severe storm erosion events.

Key objectives of the coastal protection works were: •T o protect the public infrastructure from damage caused by severe storm events •T o link together two independent seawalls, providing increased protection through a continuous seawall structure •T o maintain beach amenity by concealing seawall structure beneath the dunes and undertaking substantial dune revegetation works to increase the recovery of the dune systems

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enhanced delivery of products and services to the community.

A restructure of the organisation in 2018 saw the Water & Wastewater Directorate expand to include Waste Services and a name change to Water & Waste Directorate. Whilst Waste Services was not captured within the scope of the IMS for certification in June 2019, the directorate committed to embedding Waste within the IMS, and in May 2020 underwent a special audit and achieved certification across all its business functions.

ISAAC REGIONAL COUNCIL WATER & WASTE DIRECTORATE IMS Isaac Regional Council Isaac Regional Council’s Water & Wastewater Directorate made the bold decision in 2017 to develop and implement an Integrated Management System (IMS) to drive business performance, deliver continual improvement and maximise efficiency.

Within two years, the directorate achieved its vision and attained Integrated Management System certification to the global standards of ISO 9001:2015 Quality Management System, ISO 14001:2015 Environmental Management System and Australian Standards AS 4801:2001 OH&S Management System.

This initiative has led to the enhanced long-term sustainability of the directorate in delivering essential services, enabled the thinking of doing more with the same, whilst maintaining the highest safety, quality and environmental standards.

The Isaac Region is home to almost 25,000 people across eight communities, spanning a geographic area the size of Tasmania. Due to its size and dispersed population centres, Council faces many unique challenges in managing its essential services of water, wastewater and waste.

The directorate’s IMS saw a streamlined approach taken to doing business by reducing duplication of documentation, implementing systematic processes and ongoing monitoring of targets and objectives.

This puts the Water & Waste Directorate at the forefront of delivering best practice outcomes.

The IMS gives the directorate a roadmap for improvement and efficiency and is helping drive a significant change in culture, processes and

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IPSWICH MOTORWAY UPGRADE: ROCKLEA TO DARRA - STAGE 1 PROJECT KP MCGRATH DRIVE – RECYCLED ROAD City of Gold Coast Recycled materials like glass, rubber tyres and recycled plastic are providing an entirely new concept of beneficial design in road construction.

In June 2019, City of Gold Coast successfully trialled a specifically designed, innovative asphalt mix using recycled materials on a 410 metre section of KP McGrath Drive in Elanora on the Gold Coast – a first for the city. Incorporating a mixture of 25% recycled glass and plastic material, the base asphalt layer of the road was developed using a recycled glass mix, with a recycled plastic mix used in the upper layer of the road. Constructed using 3.5 tons of recycled plastic, 200 tonnes of crushed glass and 300 tonnes of reclaimed asphalt pavement, this city-first trial successfully incorporated the use of recycled industrial materials within traditional road construction methods. The outcome was a match in the quality of road pavement, as well as increased sustainability and environmental benefits.

As the project was located out the front of a major shopping centre with a bus route it was critical to engage these stakeholders early during the planning phase of the project. The project was welcomed by majority of the businesses within the shopping centre as it was being completed at night and would not impact business and would improve the general amenity of the area along with improved road safety and reduced road maintenance.

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Department of Transport and Main Roads with Brisbane City Council embedded resource The Department of Transport and Main Roads is upgrading the eastern end of the Ipswich Motorway between Rocklea and Darra in a staged approach.

This project covers a 3km section of the Ipswich Motorway from Granard Road, Rocklea to just east of the Oxley Road Interchange, Oxley.

Rocklea to Darra - Stage 1 includes: •U pgrading the motorway from 4 to 6 lanes •H igher bridges over Oxley Creek, including 7 new bridges •N ew 1.5km Boundary Road Connection Road linking Boundary Road, Rocklea across the Oxley Floodplain through to the Blunder Road intersection at Oxley •N ew northern service road over the Oxley Creek floodplain •N ew traffic signals at the Suscatand Street intersection.

A significant component of the project was the inclusion of a full-time engineer, Mr Derek Wright from Brisbane City Council to be embedded within the project. The position is paid for by the project.

•F acilitate the passage of the Contractor’s Design Process providing guidance on the design requirements on BCC assets in a timely manner including:

• Facilitate discussions with BCC officers to enable a single consolidated set of comments to be provided for each design package • Work with the Contractor, TMR and the relevant BCC officers in closing out review comments • Provide BCC sign off (no objection letters) on design packages.

• Represent BCC Standards – identify and provide BCC standard requirements where parts of the works fall within BCC boundaries to ensure assets meet council’s whole of life requirements.

• Access to BCC roads – facilitate access to BCC roads for construction by the contractor including acceptance of Traffic Management Plans for BCC roads.

• Construction Handover – review and acceptance of works on BCC roads before the end of the defect’s correction period.

• Facilitate agreement between BCC and TMR on short (during construction) and long term (post construction) maintenance and identify BCC requirements for handover.

RAPADWSA SEWERAGE TREATMENT PLANT REGULATORY INVESTIGATION PROJECT RAPAD Water & Sewerage Alliance The Sewerage Treatment Plant (STP) Regulatory Investigation Project was conducted by the Remote Area Planning and Development Water and Sewerage Alliance (RAPADWSA), a regional development organisation of councils which aims to foster, facilitate and promote the sustainable growth and development in Central West Queensland. The organisation represents the seven local governments and governance is via a board of directors, representing those members including Barcaldine Regional Council, Barcoo Shire Council, BlackallTambo Regional Council, Boulia Shire Council, Diamantina Shire Council, Longreach Regional Council and Winton Shire Council. The project was a collaboration between six of the seven RAPADWSA member Councils. The STP Regulatory Investigation was identified as a priority project for the region to achieve two primary objectives for member councils: 1. Regulation suitability. Determined if the Environmental Authority (EA) conditions of approval reflected the current site operations.

Confirmed the conditions were not over prescriptive or limiting and investigated whether a regional approach could be adopted for STP’s across the region by adopting standard streamlined conditions. Streamlined conditions would provide standard requirements for compliance for member councils.

2. STP Performance. Undertook an assessment of the performance of the STP’s in the region to identify if the STP’s were achieving water treatment standards in accordance with the conditions of approval. This stage of the project focused heavily

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on the release water quality in accordance with the limits set in the EA’s.

Stage 1 of the project included a thorough investigation of the member councils STP EA conditions. The conditions were scrutinised to determine if they were reflective of the operation of the plants. The conditions were also assessed against modern model conditions to determine if a streamlining of conditions would be favourable for individual councils.

Stage 2 of the project required a collation and analysis of monitoring data from STP’s across the region. The analysis provided findings in relation to member councils level of compliance against their conditions of approval and information relating to specific water quality criteria.

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Data for potholes includes location, severity, and whether it is new, existing or repaired.

After running the trial for twelve months, and adjusting as necessary, sufficient system accuracy has been achieved. Additionally, other benefits have been identified during the project such as using the same technique for footpath defects, and stormwater pipe defects.

In April 2020, the project began scaling up with a view to cameras being active within 15 waste collection trucks by the end of 2020 and a further 15 by the end of 2021. This will allow accurate defect records to be generated for every road every week.

ARTIFICIAL INTELLIGENCE - ROADS & FOOTPATHS Moreton Bay Regional Council Roads represent Council’s largest asset with a total value of over two billion dollars with the ongoing management and maintenance of roads having a material impact on Council’s financial health. To inform this work, road condition assessment audits are undertaken once per year, along with customer reports from time to time. By the time this data reaches Council’s asset management system, it is often too late or inaccurate to be of value.

The challenge was “how could we use vehicles that touch our roads every week to do the scanning for us and deliver timely and accurate road condition data”?

It is well established that by using Artificial Intelligence techniques, potholes and other road elements can be recognised automatically from video footage. Additionally, Council’s kerbside waste collection trucks touch every road in the region every week. Therefore, could there be a way to harness this technology to deliver timely road condition data?

A pilot project began in January 2019 to mount a consumer grade dashcam, small computing device, GPS and 4G modem to the dashboard of a Council garbage truck. Video footage is transmitted to the cloud where Machine Learning algorithms are applied to identify various elements such as potholes, cracking, line markings, signs etc. This data is automatically sent to Council’s Asset Management system as defect records against the corresponding road asset record.

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estimates, etc.

Finally, this infrastructure planning tool summarises the investment requirements for Council decision making as: 1. Investment year 2. Asset class - transport, water, wastewater, etc 3. Priority - critical, essential, and beneficial 4. Status - funded, reprioritised, solution required, etc

ASSET INFRASTRUCTURE PLAN - INNOVATIVE INFRASTRUCTURE PLANNING TOOL Townsville City Council The Asset Infrastructure Plan is a GIS based investment planning tool, introduced at Townsville City Council in 2020, in line with Council’s Asset Management Framework for smarter, faster and better asset investment planning and decision making. This tool focuses on community, desired service, and infrastructure of Council’s open space, transport, water, wastewater, and stormwater service delivery. This infrastructure planning tool narrowed the wider gap existed between the Local Government Infrastructure Plan (LGIP) and the 10 Year Capital Plan. Townsville City Council’s 20/21 Capital Budget was adopted using this investment planning tool, in order to achieve sustainability in Council’s performance.

The inputs to the tool are categorised based on: 1. Community - age, population density & community requests, 2. Desired service (level of service) - park access (km) for parks, water supply pressure (KPA), and fire flow (l/s) for water supply, degree of saturation for roads, embellishment types for open spaces, etc. Are some examples 3. Infrastructure - condition of existing assets, maintenance history of existing assets, average annual daily traffic (AADT) data, accident data, etc This tool geographically processes the inputs and clearly illustrates the gaps in desired Council’s service delivery. Council’s asset management planners systematically worked through the gaps and identify the infrastructure needs for sustainable service delivery to Townsville Community. Further, this planning tool allows planners to document the solutions to the identified needs with priorities, cost

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5. Treatment - maintenance, renewal, upgrade, and new projects Further, this tool identifies the overlapping infrastructure needs in future years and highlights them for investment decision making and grouped them for same delivery year, i.e. renewing the water mains before renewing the footpath/ road. Also, this tool highlights the benefit realisation of the previous year’s investment by showing the improved desired service or reduced gaps in service delivery.

The planning is the area where significant savings are made in making right decisions on right investment at right time for any local government that heavily relies on assets to provide community service delivery. Simply, this tool transformed the planning and decision-making process of Townsville City Council in line with Council’s Corporate Plan Goal of Smarter, Faster and Better for Sustainable Council Performance in Community Service Delivery.

and services are as follows: • Pedestrian, bicycle and scooter detection • Environmental noise monitors • Air quality monitoring • Climate monitoring • Public safety lighting • Gobo light projectors • Public Wi-Fi, • USB and general power points Most of the poles have been future proofed by having connectivity to high spend fibre optic cable with other poles using mobile telecommunication networks. This allows the high spend transfer of local data to an analytic server and central management system dashboard. The Smart Poles are also part of Council’s strategy to manage the 5G roll out as each pole has the capacity to house two small cells in the pole and antenna in the pole’s beacon.

BRISBANE SMART POLES Brisbane City Council The Brisbane Smart Poles (BSP) project involved installing 20 poles across Brisbane to collect important data about how the city functions.

This project is aligned with Brisbane City Plan 2014 and the Digital Brisbane 2.0 strategy and contributes to Brisbane Vision 2031. The delivery of Brisbane Smart Poles supports a New World City that demonstrates it is smart, creative and accessible.

Twenty Brisbane Smart Poles (BSPs)BSP have been installed at key locations such as Kelvin Grove, Mt Coo-tha and City Botanic Gardens, the two Fortitude Valley malls, high use inner suburban areas and CBD street locations. Poles are also located on Telegraph Road Skate Parks and Sandgate and Wynnum foreshores.

The poles comprise different sensing devices and services depending on location. The range of devices

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Interflow, with the cooperation of Ipswich City Council, carried out the rehabilitation by propping the crown of the chamber to allow safe access, installing a 900mm spiral wound Rotaloc PVC liner, then filling the chamber with grout and sand using boreholes from the surface.

The project was completed using access from manholes 100 metres away at the perimeter of the field. No excavation was needed.

The success of the project relied on innovation in work methods and equipment adaptation.

Once preparation was complete, site work took less than 4 weeks.

ELIZABETH STREET DRAINAGE REHABILITATION, WOODEND, IPSWICH City of Ipswich/Interflow Pty Limited This project was to secure a large, redundant brick and stone chamber buried in 10 metres of landfill under school sports fields.

Constructed as a culvert 20 metres long by 2.5 metres high and 2 metres wide it, it originally allowed vehicle access across an open channel.

Before being buried in the landfill, its ends were sealed and 900mm pipelines were joined to it at each end to form part Ipswich’s stormwater drainage system. The 900mm pipeline joined at a 90-degree angle into the side of a 1,800mm diameter pipeline draining to the Bremer River.

Continuing deterioration of the chamber risked collapse, and possibly a large sink hole. The brickwork was starting to fail, and the floor was covered by heavy debris dislodged over time.

With the landfill likely to include hazardous or contaminated material, and with a depth of 10 metres, excavation was problematic. Without excavation, access to the chamber to repair it was only possible by entering from manholes around the edge of the field and traversing for about 100 metres inside the 1800mm and 900mm pipework.

In late 2019 Ipswich City Council called tenders for installing a 900mm diameter structural liner through the chamber to connect with the existing entry and exit pipelines then filling the remaining void in the chamber with sand or other suitable material.

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The project was carried out safely, with no environmental issues and with minimal disruption to the community.

Government to an amount of approximately $4.6M, with the balance being funded from the Emerald Airport Reserve Account. As a result, the project did not rely on rate payers for funding. Additional works included a $3M upgrade to the general aviation area involving reconstruction of the aviation apron, refuelling area and widening of the taxiway apron.

EMERALD AIRPORT RUNWAY – REHABILITATION AND OVERLAY PROJECT Central Highlands Regional Council The Emerald Airport Runway – Rehabilitation and Overlay Project represents the first time Stone Mastic Asphalt (SMA) has been used on an airport runway in Australia. This project pooled combined skills and resources of several levels of Government, private engineering advisory companies, and even senior members of the University of Sunshine Coast engineering staff and research graduates.

CHRC partnered with Boral to complete the Emerald Airport Runway project and the main construction took a period of approximately three months, including not only asphalt works, but additionally painting, electrical, civil and safety works. The contractor (Boral) used a special asphalt crew, experienced in laying SMA (winners of a prestigious AAPA award the year prior) to deliver the works.

Practical completion was signed off on 16 December 2019 with the project currently in its defects and liability phase.

The project is carried as a proof of capability by contractors.

This project was initiated by Central Highlands Regional Council (CHRC) to resurface and remediate the airport aircraft manoeuvring areas (runway, taxi-way and apron) pavement. The surface was characterised by deep cracks, break-up of the surface, localized failures and the grooved surface was worn down to millimetres. The pavement was at the end of its functional life. Additionally, the airport is built atop black soil, requiring innovative and costefficient solutions to be found to navigate resultant technical and financial implications of this.

Objectives of the project were to plan, design and resurface the pavement of the runway. Development of preliminary and detailed design enabled preparedness for resurfacing, ensuring the airport’s continued operation while coordinating a project that was a ‘first of its kind’ in the history of aviation.

Whilst SMA is used on roads around the world, airport usage is limited and Australia’s experience with SMA has not extended from use on aprons and taxiways. This project is an initiative that adopted a new and very different approach, leading to improved service delivery of aviation infrastructure, engineering and financial performance.

The Project received funding from State and Federal

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FOOTPATH/SHARED PATH FUNCTIONALITY ASSESSMENT Logan City Council We are nominating our Footpath/Shared Path Functionality Assessment project. Our Road Asset Management (RAM) team have created a Minimum Viable Product (MVP) which uses a 2-part process of Data Collection and Data Analysis to ensure that we have a deeper understanding of our footpath network regarding condition and defect detection, functionality, accessibility and continuity.

Footpath Data Collection - We created a Data Collection Vehicle that is comprised of the following: • An eTrike, including a large cargo box, with a custom weather-resistant and lockable lid, • two 8MP digital cameras for image capture (one for collecting imagery of the footpath pavement, the other for collecting the surrounding environment), • A drone flight controller with GPS module, for recording accurate location and other telemetry data, including pitch/yaw/roll, speed, and bearing, • A small but powerful single board computer to control capture rate, size and quality of the imagery captured as well as to embed GPS coordinates as EXIF data to the imagery (geotagging), • A lithium-polymer rechargeable battery system with inverter to power the devices.

An eTrike was chosen to simulate the experience of multiple footpath users including pedestrians, cyclists, and users on mobility devices such as scooters and wheelchairs, and to encourage active transport.

37 IPWEAQ EXCELLENCE AWARDS 2020

Footpath Data Analysis - The geotagged footpath imagery captured during data collection is processed through a deep neural network image classifier to automatically identify footpath defects.

Initially we trained our model by creating categories for various defects and identifiable objects, including cracking, displacement, footpath grinding, and tactile indicators, then labelling these on over 1,000 images. The model is now performing with a sound level of reliability for detecting common defects and identifiable objects. Now, instead of a team of trained staff reviewing the images and manually identifying defects and other features, through machine learning and automation this task can be run on a single computer in the background and will perform faster and at less cost than previously possible. As we capture the entire footpath network, this defect data will assist in creating prioritised rehabilitation and maintenance programs.

The geotagged imagery of the surrounding environment and telemetry data is particularly beneficial for other stakeholders within Logan City Council who may want to use the imagery to evaluate accessibility and footpath continuity, and to assist with future planning, such as filling missing gaps in the footpath network or upgrading footpaths to shared paths (minimum 2.5 metres wide).

of floodwater (>20m) in the Bundaberg Regional Council (BRC) area and left a population of some 300 residents isolated. The risk for loss of life for some was extreme.

After 6 years of planning and investigations, BRC received $1.05 million in funding from the Queensland Government, through the Department of Local Government, Racing, and Multicultural Affairs (DLGRMA) to construct an all-weather evacuation route for the Givelda, Electra, and Pine Creek area.

The proposed evacuation path was to allow a 4 meter wide 4WD evacuation/access path to an area of relief that was inaccessible in times of major flooding to a 20% AEP or higher event, and enable the residents of the isolated areas to be more resilient and selfsupporting in these trying times. It was to reduce strain on emergency and recovery services, improve public safety and allow a resupply route.

The project was completed in November 2019, and included: 1. The formalisation of the flood route through State Forest and uncleared road reserve.

2. The installation of 4 floodway’s and a major culvert structure spanning the width of Cherry Creek, a tributary of Pine Creek.

3. The installation of a rain and flood level gauge on the major crossing over Cherry Creek, with a direct feed to the Bureau of Meteorology website for up to date flood level information

GIVELDA & ELECTRA FLOOD EVACUATION ROUTE & WAYFINDING (BURNETT RIVER) Bundaberg Regional Council & State of Queensland acting through Department of Local Government, Racing and Multicultural Affairs

4. The installation of custom flood evacuation route signage, directing users along the route while also displaying emergency broadcaster frequencies for AM and FM radio and UHF Channel 10 for up-to date flood information - an Australian first.

In late January 2013, tropical cyclone Oswald formed in the Gulf of Carpentaria before moving down the east coast of Australia in the form of a tropical low.

As a result, most of the east coast of Queensland, and parts of the New South Wales coast experienced very heavy rainfall during the period from 22 to 29 January. This rainfall resulted in severe flooding in many areas within 200 kilometres of the east coast, with the city of Bundaberg experiencing its largest flood in recorded history. A large portion of the Pine Creek, Givelda and Electra areas were isolated in major flood events at Pine Creek by river backwater or creek flooding. This area had the greatest depths

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binder at the point of treatment and provides improved cohesion and binding properties with the aggregate matrix. It penetrates just far enough into the asphalt mortar at the surface to provide a key, giving a durable seal to prevent water ingress and to dramatically slow down further oxidization due to weathering and UV degradation.

Operational Benefits - RHiNOPHALT reduces airfield disruptions and increases customer satisfaction through: • Maintains Runway Friction Levels • Less asset for resurfacing or maintenance • Enables overnight Operating Windows with Rapid treatment & curing time, meaning early re-opening for traffic

MACKAY AIRPORT - RHINOPHALT PENETRATIVE ASPHALT PRESERVATIVE. A QUEENSLAND 1ST! Mackay Airport & Downer Runway 14/32 Mackay AP was last resurfaced in 2010. So, in 2019 at the ripe old age of 9 years Mackay Airport Runway 14/32 needed a face lift.

Over time many problems that develop within asphalt pavements can be attributed to the oxidisation of the oils in the asphalt binder and water penetration. Water, through chemical reaction is an asphalt pavement’s greatest enemy, causing breakdown of the pavement structure.

Mackay Airport were seeking a cost-effective treatment to extend the life of runway 14/32. After much consideration and extensive market research of suitable products, RHiNOPHALT came out on top.

RHiNOPHALT is a Penetrative Asphalt Preservative (PAP) treatment for **any Asphalt surfaces** which is a product supplied by ASI Solutions in the UK and exclusively licenced to Downer.

RHiNOPHALT is a low cost, cold applied, chemically engineered preservative applied to the top surface of a ‘Pavement’, forming a membrane on, and uniquely, within the bituminous surface. Ideally, applied 1-2 years after surfacing has been laid and maintained as part of a 5-7 year cyclical regime of application and re-application with optimum results being delivered by targeting ‘pavements’ with an IRI Condition Index of ‘Very Good’ or ‘Good’ to radically slow deterioration of the surface.

RHiNOPHALT preserves the condition of the asphalt

39 IPWEAQ EXCELLENCE AWARDS 2020

• Safety - Ambient Applied, no hot works • Can be used to treat all asphalt surfaces, including grooved surfaces • Reduction in FOD (Forigen Object Debris) Overall, RHiNOPHALT improves asphalt asset availability and reduces operational risk.

Financial Benefits - Substantial financial benefits are achieved through improved asset management because RHiNOPHALT: • Adds years to the life of asphalt, delaying expensive cost of replacement • Reduces unplanned maintenance intervention • Minimises the sweeping costs associated with stone loss • Maximises airfield availability Timely applications of RHiNOPHALT delays the need for major resurfacing operations and reduces whole life cost.

UNSEALED ROAD NETWORK RESILIENCE & LIVEABILITY PROJECT THE MONITORING OF PUBLIC LIGHTING LEVELS AT LOGAN CITY COUNCIL. Logan City Council Logan City is located between Brisbane, Ipswich and the Gold Coast. Logan City is expected to be one of the fasted growing cities in Queensland with an expected population of 430,000 by 2031 and 550,000 by 2041. This is a population increase of more than 68% over the next 21 years.

To service the city’s growth, Council manages a transport network consisting of 2,375 kilometres of roads and growing in parallel is a public lighting network of approximately 33,000 lights.

An accurate measurement of lighting level throughout the public lighting network was a knowledge gap in the Council’s asset management.

Council is acutely aware of the required standards and community value of providing appropriate levels of lighting in the areas encompassing the road reserve, kerb & channel, nature strip and footpath.

In line with the public lighting guidelines, Council staff conducted a global search for the most appropriate system to achieve the desired outcomes for Council. The project team was searching for a system that would not only accurately record the lighting level, but also have a fast, accurate, continuous data delivery system. A key deliverable of the project was to ensure that the data delivered created an accurate GIS mapping layer – making the invisible, visible.

In line with Council’s principal of supporting local businesses, the project team found a Logan based lighting survey company and the idea to build Logan City Councils very own vehicle mounted light monitoring system was undertaken.

Western Downs Regional Council Western Downs Regional Council’s (WDRC) Unsealed Road Network Resilience & Liveability Project is a program execution improvement project which has now become standard practice in WDRC securing large cost savings and improving sustainable outcomes into the future.

Council traditionally programmed bitumen dust suppressions in front of those residences in close proximity to unsealed gravel roads to be delivered as standalone projects in Council’s capital works program. Council officers identified an improvement opportunity to review the dust suppression considerations list in conjunction with the gravel resheeting program and update planning programs to deliver additional bitumen dust suppression to residences on unsealed roads to reduce duplicated efforts and costs.

For the past 2 years WDRC has delivered the improved project delivery program in the maintenance team resulting in an overall maintenance cost reduction of up to 40%.

This collaborative maintenance project planning has since been proven and is now a standard planning process in the project program construction. This means that these improvement opportunities will be continuously identified, and more effective dust suppression methods targeted. In addition, this program redirects costs from repetitive maintenance to betterment projects that eventually minimise maintenance costs and increase asset value at an overall reduced budget outlay.

This program has been received very positively by community members who can see the direct result of this improvement plan. Instead of lobbing for additional dust suppression in dry times they can see the liveability improvements from some clever maintenance program improvements.

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more flexible workforce to undertake multiple functions and multiple tasks

WATER INDUSTRY WORKER REGIONAL PILOT PROGRAM Mackay Regional Council Attracting, training and retaining workers in regional areas has significant challenges. In response, five regional councils have partnered to review the skills of their water and wastewater workforce, provide learning opportunities and a career path with the additional benefit of reduced risks to water quality across the regions.

Challenging the traditional model, the project has seen Burdekin, Cairns, Mackay, Townsville and Whitsunday councils collaborate on an upskilling project for employees.

The Regional Water Industry Worker (RWIW) pilot program began in February 2019 with funding secured from QLD Water Regional Alliance Program (QWRAP) and matching financial and in-kind support provided by the five participating councils.

The upskilling program has been rolled out across North Queensland for existing water network staff and take steps in reducing the risk to water quality by closing the loop on “catchment to tap”, increase team efficiencies and provide a meaningful career progression for water and wastewater network operators.

The funding has been used to support a Learning and Development Project Coordinator role for 12 months to coordinate the project including the planning and implementation of the program across all five councils.

The aim of the regional pilot is to develop a regional Water Industry Worker (WIW) workforce to enable: • A competency-based training program with a focus on water and wastewater network staff

• Accredited training outcomes through the National Water Training Package (NWP) and broader Vocational Education and Training framework • Multi-skilling across drinking water distribution and sewerage network collection functions • Improved resource utilisation and cross-skilling to tackle demarcation issues between trades, non-trades, and plant operators to create a

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• Opportunities for inter-organisational resource sharing to assist in resource planning, leave relief and cross-training possibilities • Building resilience for Councils during times of natural disasters, floods and cyclones, by being able to support neighbouring councils with trained and competent staff.

INNOVATION & SUSTAINABILITY IN WATER NOMINEES Program) and developer contributions. It was completed by Logan Water in July 2020 and will manage wastewater from about 20,000 people, with future stages providing services to about 189,000.

Developing the WWTP was challenging - In 2010, Logan Water selected 204ha of farm land in Cedar Grove via a siting study. While the study did include a review of some social issues, there was no community engagement. Logan City Council’s subsequent decision to acquire the site was confidential.

CEDAR GROVE ENVIRONMENTAL CENTRE: ‘ON THE NOSE’ PROJECT TO COMMUNITY SHOWPIECE Logan Water Project snapshot - Developing Logan City’s newest wastewater treatment plant (WWTP) at Cedar Grove was challenging. The community was outraged, and Queensland’s environmental regulator imposed the strictest license conditions in history.

However, Logan Water innovated; working with the regulator on policy and collaborating with the Cedar Grove Community Reference Group and Economic Development Queensland to engineer a Queensland first.

Cedar Grove Environmental Centre features the State’s first WWTP to benefit the environment through membrane technology and constructed wetlands to achieve record low nutrient levels, and offsetting remaining nutrients through catchment restoration. The site is also a centre for research and a community recreation reserve (Attachment 1).

As years passed, many community members forgot about the proposed development. When Logan Water announced that planning of the WWTP was re-commencing in 2017, the community was outraged.

Another challenge was the environmental approval for the WWTP. Logan Water collaborated with the environmental regulator to understand the project’s environmental risks and protection of the Logan River. This forced a change in the typical engineering approach to treatment design and effluent management.

The collaboration led to a positive, but daunting, result; the strictest environmental license conditions in Queensland. Under the license, Logan Water must achieve a net environmental benefit for the catchment – maximising the uptake of recycled water and reducing nutrients entering the Logan River (from all sources) by 1.5 times the amount discharged in effluent.

How this project evolved - Logan City is growing fast. With approximately 330,000 residents, the population will increase dramatically in the coming decade. In part, this is due to urban development in the city’s south; an area which includes the Queensland Government’s [Greater Flagstone Priority Development Area] To service growth, a new WWTP has been constructed in Cedar Grove, and 20km of trunk pipelines and four pump stations built between Greenbank and Cedar Grove (refer to map in Attachment 2).

This $117m of infrastructure was funded by Economic Development Queensland (Catalyst Infrastructure

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drinking water that may otherwise be used elsewhere, deferring potable water infrastructure upgrades. The community benefits by having significantly improved public spaces, reliable wastewater treatment and better environmental outcomes to the local receiving waters. The upgraded plant showcases new treatment technology (membrane bioreactors), providing an opportunity for wastewater operators to further develop and build their professional capabilities in a regional area where skills shortages are a nationwide issue.

GREENING & GROWING BOWEN Whitsunday Regional Council The Greening and Growing Bowen program of works worth $32 million aimed to provide recycled water to open public spaces and sportsgrounds. The cornerstone of the program included a $25.4 million upgrade of the Bowen Sewage Treatment Plant (STP) to double the capacity of the existing plant and improve the quality of the recycled water. The project also included 5.7 km of recycled water pipes installed throughout the township of Bowen, upgrades to sprinkler systems in 6 parks to facilitate the use of recycled water, upgrades to the main pump station and pipelines delivering the wastewater to the plant.

The Greening and Growing Bowen program is partfunded ($9 million) by the Australian Government’s Building Better Regions fund and ($3.3 million) by the Queensland Government’s Local Government Grants and Subsidies Program and Building our Regions which targets infrastructure development in regional areas.

The previous Bowen STP was a hydraulically overloaded and aging plant servicing the population of Bowen (approximately 7,500 people) discharging treated wastewater to Port Denison, a direct contributor to the Great Barrier Reef. Most of the parkland and sports ground facilities were supplied by the town’s potable water scheme, driving drinking water demand from the local water treatment plant and adding pressure to an already well utilised asset.

This has since been replaced with recycled water from the Bowen STP, saving Council over $250,000 per year and deferring capital expenditure over the long term.

The program generates jobs and stimulates economic growth, delivers valuable treated effluent to industry and parklands and helps to conserve

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Through the Greening and Growing Bowen Program, a recycled water treatment system was built capable of producing low risk, fit for purpose recycled water that can be used in open space irrigation as a water conservation initiative, significantly reducing the quantity of nutrients entering the environment. By greening Bowen, the local community benefits by the improvements made to the aesthetics and amenities of the town and increases the potential to attract tourism infrastructure and other growth opportunities.

• State Planning Policy (SPP) 2017.

The (EPP) nominates environmental values (EVs) and water quality objectives (WQO’s) representative of the desired condition of all receiving waterways.

The SPP sets Design Objectives (DO’s) for urban development to remove a portion of the pollutant loads that urban land use generates in order to mitigate subsequent environmental impacts. The intent is that by achieving the DO’s, this will give rise to achieving the WQO’s.

In 2014, the Sustainable Planning (Infrastructure Charges) and Other Legislation Amendment Act 2014 (SPICOLA) was introduced making it a requirement for local governments in Queensland to formulate and publish a Local Government Infrastructure Plan (LGIP) in order to levy infrastructure charges to fund trunk infrastructure. An LGIP documents trunk infrastructure as that infrastructure necessary to service urban development including a predetermined level of service within a city’s Priority Infrastructure Area (PIA).

With the introduction of SPICOLA, the City identified the need for a new framework guiding stormwater quality infrastructure planning that would meet the requirements of the EPP, SPP (2017) and SPICOLA (2014).

LOCAL GOVERNMENT INFRASTRUCTURE PLAN - WATER QUALITY City of Gold Coast The City of Gold Coast (City) is a rapidly growing city.

With growth, come challenges associated with an increasing urban footprint. As stormwater runoff flows across this urban footprint, it carries with it several pollutants that if left unaddressed, will result in the decline in health of the receiving waterbodies such as canals, creeks and rivers. An approach to stormwater quality management is required that recognises the environmental impacts of urbanisation, the linkages between land and water management, and the importance of community values.

This project is an exemplar of excellence in the category of Strategic Planning as it provides the City of Gold Coast (City) with a robust and systematic approach to infrastructure planning and provides transparency on what the City is proposing in order to meet future urban development. The framework is robust and allows the City to strategically plan trunk stormwater quality infrastructure, in an efficient and orderly manner which aims to ensure the ongoing health and vibrancy of the Gold Coast’s iconic water environments..

Historically the City of Gold Coast (City) approach to the management of stormwater quality has been guided by: • the Environmental Protection Act 1994 (EP Act), sub-ordinate legislation Environmental Protection (Water and Wetland Biodiversity) Policy (EPP) and,

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times, project sequencing and access logistics. A key UU driver for the project was working with FH through Early Contractor Involvement (ECI) solution development phase. This ensured timely works Delivery to return LP STP to maximum capacity and minimise bypassing high-flow wet weather events.

• Design advancement - Design development underwent comprehensive Safety in Design (SiD) reviews Fulton Hogan, designer with, and UU’s prior to agreeing to the Risk Adjusted Maximum Price (RAMP)

LUGGAGE POINT STP FST DISTRIBUTION CHANNELS SETTLEMENT MITIGATION PROJECT Urban Utilities & Fulton Hogan The Luggage Point Sewage Treatment Plant (LPSTP) is Urban Utilities’ (UU) largest and most critical sewage treatment facility (STP). The STP services 780,000 Brisbane’s residents and is required to maintain stringent performance criteria regarding release of effluent to the environmentally sensitive Moreton Bay. As one of Queensland’s most important coastal resources and a popular recreational area, Moreton Bay features a wide array of marine habitats for plants, birds and marine wildlife, including vulnerable dugongs, threatened turtles and dolphins.

Within the LP STP timber piles supporting critical hydraulic treatment structures recently underwent rapid and severe deterioration prompting UU to complete urgent and complex rehabilitation works to the live plant. Worst affected by this deterioration was a distribution channel splitting flows to Final Settling Tanks (FST’s) that are essential for the plant to maintain effluent performance metrics.

As soon as deterioration was detected UU implemented extensive structural movement monitoring across the entire site, immediately completed short-term repairs to the channel and commenced planning and design of a longterm solution. During this planning phase further deterioration of the structure was detected by the monitoring system, which increased the risk of a potential catastrophic failure. Fulton Hogan (FH) joined the project at this point and we worked collaboratively towards a viable solution.

Works delivery schedule – Developed to maximise efficiency given the inherent constraints of lead

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• civil construction - Civil scope focused on the safety of construction and plant operatives from several hazards identified as isolations (electrical and hydraulic); exclusion of all but construction workers and use of staged, detailed demolition.

This mitigated risk of shock loading to existing structures during main channel and chamber demolition works. The construction was carefully sequenced and scheduled to minimize resource overlap and maximise work areas access.

• Structural Mechanical Piping (SMP) components - SMP works were designed to be constructed totally off-line with air/hydraulic testing of pipework carried out off-line whenever possible.

• Electrical instruments and controls - Before return-to-service all replacement/new mechanical and electrical equipment was recommissioned, including reconnection and proving.

issues and perform a gap analysis of Councils’ systems. RAPADWSA engaged The ARCS Group to conduct the review and prepare a program of works for the project. The purpose of the review was to investigate the performance of current Telemetry and SCADA systems, identify potential upgrades and replacements to improve the operation of each system, and recommend any actions needed to mitigate relevant risks of the systems to cyber-attack.

The ARCS Group presentation of the program of works to RAPADWSA concluded the concept phase of the project. This nomination is for the concept stage of this project only. Subsequent stages have not yet been completed.

RAPADWSA TELEMETRY AND SCADA PROJECT (CONCEPT STAGE) RAPAD Water and Sewerage Alliance The Telemetry and SCADA project was conducted by the Remote Area Planning and Development Water and Sewerage Alliance (RAPADWSA) as a collaboration between six of the seven RAPADWSA member Councils. RAPADWSA through the Queensland Water Regional Alliances Program (QWRAP) employs an innovative approach to collaboration on water and sewerage projects, delivering significant cost savings to members.

The region’s Telemetry and SCADA systems were identified as a significant operational risk through a joint-strategic planning initiative involving all seven councils’ technical personnel and councillors. The region’s Telemetry and SCADA systems have been in a state of decline due to years of minimal technical support for councils.

RAPADWSA agreed to undertake the concept stage of the Telemetry and SCADA project to identify

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technical similarities and common suppliers and engineers. This contract administration process was further simplified by the previous work undertaken and funded through Queensland Water Regional Alliance Program (QWRAP) of the development of similar contract documentation and equipment lists.

SHARED SUPERINTENDENCY - MIRANI WATER RECYCLING FACILITY/BOWEN SEWAGE TREATMENT PLANT DELIVERING OPTIMUM EFFICIENCIES Mackay Regional Council -Water Services/ Whitsunday Regional Council -Water Services Mackay and Whitsunday Regional Councils tasked a highly skilled and qualified superintendent to oversee the Bowen Sewage Treatment Plant and Mirani Waste Recycling Facility upgrades in a three year forward works program. The design and construction were undertaken in conjunction with the Principal Contractor’s Quality, Safety and Environmental Management Systems with the proposal that an independent superintendent administer the contract; one of the many duties of a superintendent was the requirement to be fair and impartial to both parties of a contract.

The recommendation was for a superintendent not directly employed by either Council but engaged through a consultancy basis with importance that they are not perceived to be influenced by either party, particularly either Council. It was the superintendent’s role to ensure that all requirements of the contract are delivered in conjunction with the relevant specifications and codes, determined in the Procurement stage.

Early collaboration through the Whitsunday, Isaac, Mackay (WIM) Alliance implemented the strategy for the new works packages to be merged, allowing the joint delivery through using the same superintendent together with aligned and consistent contract documentation, covering both work sites.

The shared superintendent has facilitated significant efficiencies and lessons learned across both councils and both projects, regarding tender evaluations,

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The timely completion of these modern state of the art treatment facilities meeting the new Great Barrier Reef (GBR) regulations has been critical to the prevention of potential environmental harm, and the use of highly experienced and qualified professional contract administrators has not only been in the best interest of these Councils cost-wise but also for the sensitive GBR environment. This project has been a prime example of the benefits that are realised when regional councils collaborate in the early stages of capital planning to deliver projects more effectively and thus assist in the progression of higher levels of regional collaboration maturity.

In 2019 Sunshine Coast Council procured the Smart Irrigation Management System (Hydrawise) and began implementing the system across its open space network. The region’s total area of lawns and gardens increased by 38 hectares in 2019. The cost savings and resource benefits to Sunshine Coast Council have been a significant driver for the $1.5 million project, which will span over 100 sites across the region, including sportsgrounds, recreational parks and streetscapes.

SMART IRRIGATION WATER MANAGEMENT SYSTEM Sunshine Coast Council Sunshine Coast Council has become the first council in Australia to procure and implement a cloud-based smart irrigation system. This has already achieved significant water savings as well as a significant reduction in maintenance resourcing through the benefits and features of this new industry technology.

This stands out as a huge improvement for Sunshine Coast Council, the community and the environment as climate change pressures are evident.

Since the introduction of the systems, there is no longer a need for resources to inspect or monitor each system, nor attending each site and manually set or adjust programs. The introduction of the Hydrawise systems has produced a huge saving in labour resources which is far greater than the traditional efficiencies from using desktop platforms.

It is estimated that up to 1000 hours of labour have been reduced due to the automated function the system provides. This reduction in labour provides a massive saving and allows resources to be deployed to other more critical tasks.

The Smart Irrigation System (by Hydrawise) is a complete Wi-Fi irrigation control system providing smart technology that digitally manages irrigation. It provides simple user functionality through iPhone or Android apps or web browser application. With the touch of a button, or swipe of the screen, it provides users with the following capabilities: • Automated water scheduling and adjustment based on data collected through sensors and weather stations, with option for manual control • Access to alerts for instant response to faults including leak or flow detection • Personalised remote-control access from anywhere • Remote testing environment including on and off function • Instant job notifications without having to carry out an inspection • Global command functions with availability to shut down the entire network

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The solution and construction all occurred in a matter of months, amidst events such as bushfires at Stanthorpe, a State of Fire Emergency that restricted works and intense media interest as we approached what the media labelled as “Day Zero” in what would be the biggest town to run out of water in Australia.

This project is an example of the professionalism of local government employees and the consultants, contractors and organisations that work with them, showcasing the public works sector and what can be achieved.

SUPPLYING WATER TO OVER 5000 PEOPLE WHEN THE DAM RUNS DRY - THE STANTHORPE WATER SUPPLY STORY Southern Downs Regional Council Stanthorpe is a town in southern Queensland in the local government area of Southern Downs Regional Council. Stanthorpe has a standalone water supply (i.e. no connectivity to any water grids) and the over 5000 residents are supplied by Storm King Dam. The capacity of Storm King Dam is just over 2000 ML and has never run dry in over 60 years, albeit it has come close. Stanthorpe itself does not have a high population growth however is a tourist town and does accommodate a high transient population due to the nature of the horticulture and agriculture businesses in the region.

Following years of low to zero rainfall and another failed wet season in 2018/19, Council realised the water in the dam was going to run dry before the next wet season. Council worked closely with the State Government, contractors and consultants to identify options and a preferred solution for the continued supply of water. As such, Council and contractors constructed 2 x 1ML tanks, 1.5km of water pipe, extension of an existing raw water line to a fill point area, roadworks at both fill point and drop off area, installation of 5 filling and receiving points, and 3 fill stations to record volumes of water for accurate volumes. Additionally, upgrades to the water treatment plant to treat water from a different source, traffic management for speed reduction for trucks turning and entering the New England Highway and a tender for a panel of providers for water carting was required and completed.

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PROJECTS UNDER $1 MILLION NOMINEES

BUNYA MOUNTAINS LOOKOUT Western Downs Regional Council The Western Downs Regional Council’s Bunya Mountains Lookout showcases the natural beauty of the Bunya Mountains. The main objective of this project was to utilise an existing lookout and recreate it as a destination for locals and visitors to take in the breathtaking views and appreciate the beauty of the mountains and the rich cultural history of the area.

This was achieved by creating an easily identifiable area where passer-by’s can safely pullover and park.

Visitors can then walk safely and comfortably along accessible footpaths and elevated platforms taking in the tranquil surroundings and learning about the rich cultural heritage of the area through tasteful informative posters until they reach the breathtaking platform that is our Fishers Lookout.

The project included: • The refurbishment of the existing J.S. Fishers Lookout to renew the historic J. S. Fishers pylon, create a larger, safer and more aesthetically pleasing lookout vantage point. The accessway also received an upgrade to improve access for all visitors and create a pleasant walk from the carpark to the lookout.

• The construction of a new 350 square metre elevated viewing platform to provide a better vantage point for visitors to immerse themselves in the lush vegetation along the mountainside.

• The bitumen upgrade of the carpark and linking footpaths including the access to existing walking tracks in the area.

The Fishers Lookout Project, located at the Bunya Mountains, Qld, began construction in February 2019, was completed in June 2019 and opened to the general public in August 2019. The official opening ceremony for the lookout took place in January 2020.

DANBULLA ROAD CULVERT RELINING Tablelands Regional Council The existing 2.6m DIA corrugated iron pipe had reached the end of its life, with the invert rusted out and the shape starting to deform.

Tablelands Regional Council had 2 basic options for replacement.

The first to dig out the existing pipe and replace with RCP pipes and back fill. The second was to sleeve and concrete infill between the 2 pipes. The pipe invert was 4m below the gravel road and the area is subject to seasonal inundation, given our location in the wet tropics and the proximity to Tinnaroo dam.

The road is gravel and used as a logging road, it also provides access to camping areas on Tinnaroo dam which is popular at most times of the year.

The project had 3 main constraints: 1. The works had to be done in a short timeframe, this was due to the level of the dam allowing access to the site and the looming wet season.

2. The road closure for the works needed to be minimal, as mentioned the area is a popular camping and recreational area. The time of year the works were undertaken was getting close to school holidays which is a very busy time for the area.

3. There was a limited budget due to several other drainage structures also requiring attention. The site itself was limited in area to access the structure from either upstream or downstream, and in an environmentally sensitive area. With the dam downstream and National park forest upstream..

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Queensland programme to construct a Learn to Ride (LTR) Pathway in Australiana Park. The project was originally envisioned as a generic concrete pathway on flat ground with Stop and Give Way signs; however this concept was developed by experienced consultants in collaboration with Council and the community to become a unique destination-based facility, reflective of the Southern Downs’ landscape and rural setting. The vision included undulating bike riding terrain, over various obstacles that rural bike riders and rural families encounter in their daily travels, such as: a simulated cattle grid, a dry creek bed, a railway level crossing and a culvert bridge. The flat concrete bike riding surface was also changed up with “whoops” and berms as well as a meandering “gravel” road section with corrugations.

LEARN TO RIDE PATHWAY IN AUSTRALIANA PARK, WARWICK Southern Downs Regional Council In order to promote the general physical health and wellbeing of residents in the region, Southern Downs Regional Council (Council) foresaw a need for more outdoor activity areas as identified in Council’s strategic framework documents. Council had previously commissioned a Masterplan of Australiana Park in Warwick. The park masterplan involved extensive community consultation and proposed several park upgrades including a bike pathway to promote more physical activity for children and parents. This facility complements the existing cycling-focussed infrastructure (BMX track and velodrome) and the existing playground and recreational facilities in Australiana Park. This also follows the recommendations of the Council’s Cycling Masterplan for the region completed in 2019.

In 2019, Council was successful in obtaining funding from the Queensland Government’s Works for

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The “learn to ride” concept was kept in spirit with a balance track for the young riders to learn how to balance on their bikes and gain confidence, while their older siblings enjoyed the more challenging bike riding aspects, all within the one area so that parental supervision could be maintained at all times. The riders learn road safety behaviours, such as giving way, through the inclusion of traffic lights, a roundabout and various intersections. The arid setting and current drought conditions meant that careful selection of plants was required. Hardy native trees, shrubs and grasses were chosen to provide shade, ground stabilisation and add to the Australian character of the site. The path provides links to an existing BMX track and meanders around existing playground equipment, and is near an existing velodrome, which has made the area a real hub for cycling-based exercise.

NOGOA RIVER TRAIL Central Highland Regional Council

LOGAN STREET PAVEMENT REHABILITATION PROJECT Logan City Council, National Asset Centre of Excellence (NACOE), Queensland University of Technology Logan Street Pavement Rehabilitation project completed in late 2019 was originally an ordinary road rehabilitation project, it morphed into much more significant activities and became the first and only road in Australia instrumented with enough (90) sensors to quantify the benefit of incorporating geogrids in the pavement through capturing live environment and performance data of both the pavement and geogrid. It is also the first pavement rehabilitation project in the Queensland Local Government space which successfully employed the cutting-edge Intelligent Compaction (IC) technology in both the pavement and wearing course construction. This project is the outcome of a close collaboration of multiple parties, which include Logan City Council; the National Asset Centre of Excellence (NACOE) - an initiative between the Department of Transport and Main Roads and the Australian Road Research Board (ARRB); and the Queensland University of Technology.

For Council, adopting geogrid in pavement has the potential to reduce the required pavement thickness to cater for soft and unsuitable ground conditions.

This will allow enhanced productivity and efficiency by significantly reducing the amount of in-situ material that needs to be removed and replaced with new pavement.

For the construction team, the IC technology employed in this project allows the road crew to carry out real-time compaction monitoring and make timely adjustments to the compaction process by integrating measurement, documentation, and control systems. The real-time feedback promotes energy efficiency and minimizes time delay if the rework is needed.

The Nogoa River Trail is a recreational walkway composed of two trails which are located strategically parallel to the Nogoa River in Emerald, Queensland. The trail reaches almost 2kms, commencing at the Botanic Gardens and finishing upstream at the top weir. Various skills and resources have been combined with contribution provided from the Western Kangalou People, Federal government, private engineering advisory companies and Council representatives.

Central Highlands Regional Council (CHRC) had an objective to link the Selma and bottom weirs by constructing a walking trail in proximity to the Nogoa River for the benefit of its community.

The Nogoa River area was chosen due its highly visible location that is situated near many tourism attractions and facilities by the town of Emerald.

Additionally, construction of this project created an opportunity to beautify an unused, underdeveloped reserve while providing an appreciation of the heritage of the area.

ENV/CH Interpretive Signage provides pedestrians with information on Environmental and Cultural Heritage Values in the immediate region of the Nogoa River Trail project area, helping to create story of history which creates a positive user experience.

The project has also made the river and surrounding area more attractive and accessible while promoting river based recreational activities.

This project is part of a Masterplan for recreational trails across Emerald being implemented by Council and received funding from the Federal government as part of the Building Better Regions Funding program to an amount of $259,600, with a total project budget of $520,000.

CHRC have staged the project into southern and northern side walkways which was originally anticipated for completion in June 2020, however Council have requested an extension on the government funding received due to recent COVID related delays.

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footprint and containing a precious light and humidity sensitive plant community.

Council’s Infrastructure Design & Delivery team worked together to develop a cost effective practical solution for the build of a new shade structure, which consisted of overlapping shade sails at a scale new to Noosa Council. Objectives of the design were to provide artificial shade, complement existing shade patterns and blend in within the surrounding trees.

NOOSA BOTANIC SHADE GARDEN CANOPY Noosa Council In the 1980s, Noosa Council relocated an extralarge bird Avery to the Noosa Botanic Garden and repurposed it as a shade house to establish and protect unique flora for public display. Included in this plant community is the prized King Fern, which was obtained as a pup from the World Expo ‘88 Australia display.

The existing shade house structure to be demolished, consisted of a steel frame, an iron mesh and shade cloth covering and a roof structure of tensioned steel cables. The removal of this structure was to be a delicate procedure to protect the highly prized shade plants that could not be relocated.

In 2013, a storm damaged the ageing Avery structure and temporary repairs including bracing of the structure were necessary. As a safety precaution, the facility was then closed to the public and maintained by a small dedicated group of volunteers and Council staff under strict WH&S procedures. This triggered the planning of a new structure for the shade garden. Several designs for a new structure were proposed, with no commitment being made due to the technical nature and cost of these designs.

In 2018, Seqwater provided a $200,000 donation for the project, which Noosa Council matched providing an additional $200,000. Even with this significant budget, it was going to be a challenge to deliver such a large scale project surrounded by a wellestablished tree canopy, having an unconventional

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The procurement and project delivery phases were split into four packages to provide Council with greater control over contractor accountability, project outcomes and the protection of the plant community in and around the shade garden. The contracted delivery packages were developed for a detailed engineered design, careful demolition, structural build and entry gate / perimeter fencing.

The landscaping and irrigation design and implementation were carried out by Council’s Parks and Gardens Team.

techniques to provide a natural hand-crafted aesthetic and softening of hard surfaces, a focus on community safety by encouraging traffic flow as a unisex facility and ensuring open visual aspects and improving the connectivity to the surrounding public spaces.

Construction Duration: 5 months. Budget: $0.5M Amenities: 12 stalls, parents room, beach shower, commercial waste enclosure. Construction Materials: Rammed earth, hardwood timbers, concrete and steel.

PEREGIAN BEACH AMENITIES BLOCK Noosa Council With an increasing local population, accommodation, shops and restaurants, Peregian Beach is a tourism and shopping hot spot for the immediate community and the growing Peregian Springs residential estate developed in the late 1990s.

Through monitoring community need and growth, Council identified that the existing 1960s, 2 male and 2 female toilet amenities block servicing this hub was in critical need of replacement.

Peregian Beach, located in the Noosa District is a place where the local community value the lifestyle defined by clean beaches lined by sand dunes and space for community generated festivals. This village offers residents and visitors a vibrant atmosphere based around a town square as a central point circled by boutique shops, restaurants and play grounds in very close proximity to the popular patrolled Peregian Beach foreshore.

The Noosa Design Principles applied to the design of a new amenities block showcases features of the Peregian Beach character and the Noosa look and feel. The design called for inspiration from the surrounding natural environment while encouraging innovative elements, effective use of community open space, promoting opportunities for social interaction and the enhancement of local vistas.

Key innovative features of the design include, use of the existing Pandanus Palm and other endemic species to frame the facility and blend it into the natural surrounds, the use of rammed earth building

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venue. Given the significant period of time of which this Masterplan was delivered, our Aurecon leaders in the project were able to create a unified team culture with BCC and our sub-consultants.

Whilst maintaining transparent and consistent communication with the client, we brought the best of Aurecon and our partnerships so that the experience was enhanced with technical specialist inputs.

RIVERSTAGE 2022 MASTERPLAN Aurecon The Riverstage 2022 Masterplan project was pursued with Brisbane City Council (BCC) to strengthen our relationship and create opportunities for more meaningful engagements. Being the largest council in the world by land mass area, the ability to work with BCC is important for Aurecon in having a lasting local presence and connection to decision makers within the state government space.

Aurecon designed a methodology which leveraged our in-depth local knowledge, our experience for innovative and efficient solutions and most importantly our people’s capabilities in creating an exceptional experience. From the very beginning when we were developing our proposal and presenting to the BCC executives, that we showcased our passion for public works infrastructure and ensuring that Riverstage achieved commercial and iconic value for Brisbane from now into the future. By aligning our vision with BCC in an engaging and well-prepared presentation at the proposal phase, we were successful in creating shared goals, expectations and approaches towards the 2022 aspiration of Brisbane being a strong, creative and leading economic hub.

This Masterplan was delivered over a period of 10 months. Aurecon engaged BCC in a number of stakeholder engagement workshops, digital offering meetings, monthly update meetings. Additionally, technical site inspections were conducted early in the Masterplan program to inform relevant opportunities and constraints for each option, whilst engaging current BCC operations to get a holistic understanding of client needs. The site inspections were arranged with key engineering leads to evaluate the existing condition of the

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An acknowledgement of the strong relationship and enjoyment by the client working with Aurecon was evident in our close out meeting for the Masterplan report where the client thanked up for our “terrific” and “fantastic” effort, deliverables and team commitment. The client was positive about continuing the relationship for future phases, furthermore, showing the value and reputation we had created within the team but also for the future benefits our Masterplan will provide to future generations in Brisbane.

PROJECTS $1 TO $2 MILLION NOMINEES Project managed and delivered by Sunshine Coast Council with master planning and design undertaken by aquatic specialist Liquid Blu, followed by final design and construction by local Sunshine Coast company Murphy Builders.

BEERWAH AQUATIC CENTRE UPGRADE Sunshine Coast Council, Liquid Blu, Murphy Builders Swimmers and water therapy patients alike now have a contemporary new pool and better amenities to enjoy, thanks to a $1.8 million upgrade of the Beerwah Aquatic Centre on the Sunshine Coast.

The splash-tastic works undertaken in the 2nd half of 2019 included a new 17 metre, heated and covered pool (including associated mechanical and electrical equipment), with accessibility features including a wheelchair ramp, handrails and seating. The facility includes easily adjustable blind-style walls so that the pool can be enclosed or fully open as required by weather conditions.

A fresh-look main entry from the carpark was also constructed, along with an impressive facelift for the primary road façade and refurbished change room amenities, providing modern ambience and compliance. Feature artwork through underwater images were also included.

This new infrastructure complements the existing 25 metre and 12.5 metre pools and adjoining toddler’s pool, which has transformed the facility as a vibrant community hub, providing tremendous opportunities for physical activity and social interaction.

The project was a true example of partnership delivery, made possible with capital funding from the Sunshine Coast Council, on-site operators Swimfit and grant funding from the Australian Government through Sport Australia.

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In addition to the hydraulic assessment, further detailed environmental investigations, survey, geotechnical analysis and stakeholder engagement were conducted during the planning approvals process to ensure every aspect of the bridge construction was optimised. From a design perspective, pedestrian and cyclist safety was paramount and several new safety features were included in the bridge and approaches. The existing bridge abutments were retained as a heritage aspect, used for embankment protection and as a fishing platform.

COPLICK FOOTBRIDGE REPLACEMENT City of Gold Coast The existing Coplick footbridge spanned Tallebudgera Creek at Scotty Logan Lane, Tallebudgera Valley. The 36m long four span bridge consisted of a reinforced concrete substructure and timber superstructure. It had an overall timber deck width of 4.3 m with timber handrails to both sides.

The bridge was constructed in 1936 by the Department of Transport and Main Roads. The bridge serviced Tallebudgera Connection Road as the main creek crossing and thoroughfare for vehicles travelling from the Gold Coast into New South Wales. When DTMR constructed a new two lane road bridge downstream, the old road bridge was handed over to City of Gold Coast (City) in 1997 and its functionality became a pedestrian and equine bridge crossing.

A previous level 2 condition report conducted in 2014 indicated that several bridge elements had severely deteriorated and the bridge was subsequently rated Condition State 4 (very poor condition). In 2016 all timber girders on span 4 were replaced due to severe deterioration.

Due to the flooding concerns, deterioration to the timber elements and high ongoing maintenance costs, the project team determined the structure had reached the end of its serviceable life and replacement was required.

The replacement of the bridge required further detailed hydraulic analysis of a suitable structure that would improve conveyance of the creek during flood events. In order to select the optimum bridge position and finished deck level, three (3) separate scenarios were modelled and analysed as part of the hydraulic investigation process.

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As a financial cost incentive, the City was able utilise and restore an existing single span steel bridge (known as a Unibridge) which was in storage. The steel bridge was previously used as an emergency replacement bridge following major flooding events.

The decision to repurpose the steel bridge reduced the overall project cost and ensured a relatively new and unused asset now had a permanent home.

The new bridge was constructed from January 2020 to July 2020 and costs $1,987,000.

Bridge Replacement Program, who jointly funded the project with Toowoomba Regional Council, the completed Emu Creek Hall Road bridge will provide a reliable link for the community, local and regional businesses and road users in general.

EMU CREEK HALL ROAD BRIDGE - EMU CREEK Toowoomba Regional Council Emu Creek Hall Road Bridge was constructed by Toowoomba Regional Council to replace the existing aged and decaying timber bridge and maintain connectivity between important rural communities north of Crows Nest. The bridge provides an important link between the New England Highway and Pierce Creek Road, both major links between the north and south. Prior to construction, Emu Creek Hall Road bridge was a three-span timber and concrete composite bridge, narrow and in poor structural condition. An 8t load limit had been established.

The new bridge is a single-span concrete bridge with spaced T girders and a cast insitu concrete deck. The mass poured concrete bridge abutments were founded on high strength quartzite outcrops with steel tenons bored and grouted into the rock to anchor the abutments in place. The upgraded Emu Creek Hall Road Bridge has a deck height 500mm higher than the original and provides immunity in a 20-year flood event with the 100-year flood event flowing 730mm over the deck surface level. Designed and constructed to AS5100 Bridge Design, and SM1600, the bridge is capable of accommodating all standard vehicles and loads, with concrete elements designed for a 100 years design life.

Utilising experienced staff and local expertise, Toowoomba Regional Council undertook the construction in-house, and leveraged the opportunity to train and upskill staff, which will aid in delivering bridge projects in the future. Construction was carried out over 5 months and also involved a separate internal Council crew from the North working on the bridges approach roadworks.

As acknowledged by the Australian Government’s

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Without a rate base to leverage off Council is required in many cases to access funds via highly competitive grant programs to deliver services often above and beyond the level of service expected of mainland Councils. The cost and timeframes to deliver infrastructure on the island are also challenging with locality loadings between 70 and 85 percent. This means that a Cairns building costing $1mil could cost up to $1.85mil on Mornington Island.

The project included a number of phases and originated from a small amount of funding for a scoping study to identify which buildings may be suitable for rectification. The engineering scoping study included over 100 buildings and a 280-page report recommending works required and detailing engineering tiedowns and specifying materials and systems for each suitable building. More detailed engineering reports were completed on a select number of buildings that required invasive inspections and included complex structural challenges. One building of a high priority for rectification was a large old tavern that had fallen into disrepair and not been in use for over 10 years.

The Tavern provided challenges due to unregulated modifications that had occurred as well as a less than adequate original structural design. The final innovative multi-benefit solution involved the installation of cyclone shutters to all openings, bracing and tiedown connections.

MORNINGTON ISLAND PLACES OF REFUGE Mornington Shire Council/Peak Services This project was the identification and rectification of Council owned assets able to be engineered to increase cyclonic resilience on Mornington Island.

As the island does not have a cyclone shelter and many of Council’s assets are legacy buildings from missionary days of the mid-1900s, or demountable buildings in service long past their best, there was a desperate need to provide engineered solutions to offer some places of refuge on the island. The region experiences a high number of cyclonic events, sometimes numerous events in one season, Council faced extreme financial pressure and high levels of anxiety to ensure people on the island are kept safe, sometimes resulting in Council paying for people to be flown off island as there were no Council buildings that were considered safe even for mild cyclonic events.

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PROJECTS $2 TO $5 MILLION NOMINEES

BEAUTIFUL BOWEN TOWNSCAPE IMPROVEMENT PROJECT Whitsunday Regional Council The project being nominated is the 5 milliondollar Beautiful Bowen Townscape Project recently completed by the Whitsunday Regional Council (WRC). Bowen is a small township north of Queensland which is well known for its beautiful beaches, rocky headlands, local hills, esplanade parks, murals and the Big Mango. With the Bowen and Whitsunday region being severely damaged

by Cyclone Debbie in 2017, Whitsunday Regional Council were successful in securing funding of $5 million for this project under the State Government Building our Regions program to assist in re-building local tourism infrastructure and the local economy.

The project was aimed at enhancing the amenity and identity of the town of Bowen to thereby attract increased tourism (both domestic and international), increase economic investment and create a sense of community pride. The project was completed over a 2-year period and works undertaken included: • Improvements to wayfinding and entry signage at key entry points into Bowen; • Extensive tree planting and turfing along Herbert Street;

INNISFAIL INTERSECTIONS SAFETY IMPROVEMENT UPGRADE Queensland Department of Transport and Main Roads (TMR) - RoadTek Branch and Cassowary Coast Regional Council The Queensland Department of Transport and Main Roads (TMR) progressed a $3.9 million project to upgrade the intersection of Bruce Highway and Innisfail-Japoon Road.

The project was part of the 10-year Bruce Highway Safety Upgrade Program, an $8.5 billion program which is jointly funded by the Australian and Queensland governments, with the Australian Government contributing $6.7 billion and the Queensland Government contributing $1.8 billion.

The Bruce Highway Safety Upgrade Program is the largest road infrastructure program Queensland has ever seen. It is aimed at improving safety, flood resilience, and capacity along the length and breadth of the highway between Brisbane and Cairns.

The purpose of this upgrade was to address two safety hot spots at the intersection of Bruce Highway and Innisfail-Japoon Road, and Bruce Highway and McGowan Drive roundabout to improve the flowthrough of traffic for businesses, residents and motorists in Innisfail. This was delivered to a high standard with minimal interruption while enhancing community connectivity.

• Upgrades to roundabouts, streetscapes and footpaths;

The intersections upgrade included:

• Improved street furnishings including, bins, signs that were all themed the same for consistency and to promote a sense of identity.

• additional guardrail

Whitsunday Regional Council is proud of the project and believes that it has strengthened Bowen’s character and celebrates the many positive elements of the township.

• drainage and pavement improvements at the McGowan Drive roundabout

• signalisation of the right turn at the intersection • roadway lighting upgrade

Cassowary Coast Regional Council (CCRC) and TMR

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worked in a collaborative and consultative manner to deliver a safe interconnected transport structure for the community of Innisfail, and more broadly those travelling along the 1677km stretch of the Bruce Highway from Brisbane to Cairns.

The Innisfail Intersections Safety Improvement Upgrade (IISIU) project was delivered on schedule, on budget, and provided a great learning opportunity for all involved.

JONDARYAN ST RUTH ROAD RECONSTRUCTION Toowoomba Regional Council The initial section of the Jondaryan St Ruth Road Reconstruction Project was jointly funded by the State Government (Transport and Infrastructure Development Scheme, TIDS) and Australian Government through Roads to Recovery (R2R) with a combined budget of $2.08 million. Jondaryan St Ruth Road, under normal conditions, carries <100 vehicles per day, however it functions as a detour route when the Warrego Highway is blocked to traffic at any location between Dalby and Jondaryan.

The project involved full pavement reconstruction and widening from a 4m seal to an 8m seal, with an earthworks area of over 36,000m². This project is located on the gently sloping plains of the Jondaryan floodplain region, consisting of dark cracking clay soils of considerable depth and reactiveness providing challenging criteria for the construction of the road not only due to the underlying subgrade conditions, but also due to the sensitive conditions of overland flow across the adjacent prime agricultural land. The project was undertaken in-house using two Council construction teams and was delivered on budget over a 5-month period. The road was closed to traffic for the duration of the works.

The project was developed to improve heavy vehicle capacity. The completed road upgrade provides for PBS 3 vehicles (B doubles and road trains) without requiring a permit and contributes to efficiency and development of nearby businesses. Local feedlots generate considerable heavy vehicle traffic transporting feed and live cattle.

Works are now progressing on subsequent stages of the project.

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sand bypass pipeline. The design of the structure has taken into consideration loads from the pipeline.

• Designed with consideration of the effects of climate change, particularly sea level rise, up to 2120 including wave action and scour potential • installation of a permanent steel liner to each pile for increased durability.

KIRRA BOARDWALK RENEWAL City of Gold Coast The iconic Kirra Point boardwalk overlooking Kirra beach is 173m long and 1.8m wide. It runs parallel with Marine Parade and forms an integral part of an iconic strip of the Coolangatta beach esplanade.

The original timber boardwalk was constructed in 2001 and had reached the end of its service life due to the condition of the timber superstructure.

Major rehabilitation works were identified through a condition assessment report and subsequent engineering assessment and investigation.

• Replacement of a small boardwalk adjacent to the main boardwalk that was damaged during Cyclone Oma in February 2019 The new boardwalk was constructed over a ninemonth period from September 2019 to June 2020 and was completed with a total project expenditure of $3,235,604.

Due to significant ongoing costs associated with maintaining an aging timber boardwalk it was considered uneconomic to continue repairing the structure and for this reason replacement was selected as the preferred renewal strategy.

The renewal project included planning, detailed design, procurement and construction activities, and achieved the following outcomes: • a new 1.8m wide elevated precast concrete deck with cyclist friendly and DDA compliant balustrades • strengthening and modification of the existing stainless-steel balustrade • 100-year design life for the new boardwalk • crowd loading/spectator loading for public coastal events in accordance with AS 5100 • future proof designed for the addition of a 1m cantilevered boardwalk/viewing platform to be retrofitted at a future time • discrete LED lighting to balustrades for safety and aesthetic purposes • future proof design for the provision of a sand bypass pipeline beneath the superstructure including preservation of a services corridor beneath the structure to accommodate the future

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The solution and construction all occurred in a matter of months, amidst events such as bushfires at Stanthorpe, a State of Fire Emergency that restricted works and intense media interest as we approached what the media labelled as “Day Zero” in what would be the biggest town to run out of water in Australia.

This project is an example of the professionalism of local government employees and the consultants, contractors and organisations that work with them, showcasing the public works sector and what can be achieved.

SUPPLYING WATER TO OVER 5000 PEOPLE WHEN THE DAM RUNS DRY - THE STANTHORPE WATER SUPPLY STORY Southern Downs Regional Council Stanthorpe is a town in southern Queensland in the local government area of Southern Downs Regional Council. Stanthorpe has a standalone water supply (i.e. no connectivity to any water grids) and the over 5000 residents are supplied by Storm King Dam. The capacity of Storm King Dam is just over 2000 ML and has never run dry in over 60 years, albeit it has come close. Stanthorpe itself does not have a high population growth however is a tourist town and does accommodate a high transient population due to the nature of the horticulture and agriculture businesses in the region.

Following years of low to zero rainfall and another failed wet season in 2018/19, Council realised the water in the dam was going to run dry before the next wet season. Council worked closely with the State Government, contractors and consultants to identify options and a preferred solution for the continued supply of water. As such, Council and contractors constructed 2 x 1ML tanks, 1.5km of water pipe, extension of an existing raw water line to a fill point area, roadworks at both fill point and drop off area, installation of 5 filling and receiving points, and 3 fill stations to record volumes of water for accurate volumes. Additionally, upgrades to the water treatment plant to treat water from a different source, traffic management for speed reduction for trucks turning and entering the New England Highway and a tender for a panel of providers for water carting was required and completed.

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PROJECTS $5 TO $10 MILLION NOMINEES This ensures strong connectivity of the park both physically and visually - not only to the economic centre of town, but to the surrounding streetscapes, public open spaces and broader green infrastructure network.

With strong connections to the local community, the park includes an extensive network of different experiences for all ages and therefore encourages outdoor activity and social connectivity to boost active and healthy lifestyles. The large scale of the park has also allowed biodiversity improvements while strengthening ecological connections to other open spaces. This combined with the retention of significant mature habitat trees has already supported a vast increase in wildlife at the site.

CHINCHILLA PARKLANDS Western Downs Regional Council The Chinchilla Botanic Parkland (CBP) is a destination park promoting regional tourism, community wellbeing and pride. The park is the only Western Downs site to feature such a variety of recreational, educational, cultural and play opportunities. It celebrates Aboriginal and European cultural heritage and showcases the region’s endemic flora and palaeontology.

Council’s vision is that the Parkland will provide a safe and friendly space that will enhance the liveability of its communities well into the future. The overall Parkland will create increased opportunities for event and tourism development both locally and regionally, as well as boost economic benefits for Chinchilla businesses and fellow attractions such as the Chinchilla Historical Museum.

Western Downs Regional Council’s draft Open Space Strategy recognises a requirement to provide a ‘destination park’ in each of the major centres to promote both tourism and community wellbeing.

The Chinchilla Botanic Parkland is the ‘destination park’ for the township of Chinchilla and provides visitors and locals with an opportunity to experience a range of educational, cultural and play elements like no other. The Parkland is constructed on a 4.2ha site centrally located within Chinchilla. It hosts a state-ofthe-art water park, parkour elements, event spaces and new Regional Botanic Gardens which showcases the region’s rich variety of endemic flora. The park also celebrates historic elements of the site such as ancient megafauna, Indigenous culture and the recent history of the site as a Queensland Rail Depot.

Part of the initial planning investigations included understanding the park context within the township and its relationship with other green infrastructure and economic activity nodes, open spaces and open space corridors. The Master Plan identified key planning and design principles to integrate the new park into the existing urban fabric, including missing links and opportunities to strengthen connections.

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Works delivery schedule – Developed to maximise efficiency given the inherent constraints of lead times, project sequencing and access logistics. A key UU driver for the project was working with FH through Early Contractor Involvement (ECI) solution development phase. This ensured timely works Delivery to return LP STP to maximum capacity and minimise bypassing high-flow wet weather events.

• Design advancement - Design development underwent comprehensive Safety in Design (SiD) reviews Fulton Hogan, designer with, and UU’s prior to agreeing to the Risk Adjusted Maximum Price (RAMP)

LUGGAGE POINT STP FST DISTRIBUTION CHANNELS SETTLEMENT MITIGATION PROJECT Urban Utilities & Fulton Hogan The Luggage Point Sewage Treatment Plant (LPSTP) is Urban Utilities’ (UU) largest and most critical sewage treatment facility (STP). The STP services 780,000 Brisbane’s residents and is required to maintain stringent performance criteria regarding release of effluent to the environmentally sensitive Moreton Bay. As one of Queensland’s most important coastal resources and a popular recreational area, Moreton Bay features a wide array of marine habitats for plants, birds and marine wildlife, including vulnerable dugongs, threatened turtles and dolphins.

Within the LP STP timber piles supporting critical hydraulic treatment structures recently underwent rapid and severe deterioration prompting UU to complete urgent and complex rehabilitation works to the live plant. Worst affected by this deterioration was a distribution channel splitting flows to Final Settling Tanks (FST’s) that are essential for the plant to maintain effluent performance metrics.

As soon as deterioration was detected UU implemented extensive structural movement monitoring across the entire site, immediately completed short-term repairs to the channel and commenced planning and design of a longterm solution. During this planning phase further deterioration of the structure was detected by the monitoring system, which increased the risk of a potential catastrophic failure. Fulton Hogan (FH) joined the project at this point and we worked collaboratively towards a viable solution.

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• civil construction - Civil scope focused on the safety of construction and plant operatives from several hazards identified as isolations (electrical and hydraulic); exclusion of all but construction workers and use of staged, detailed demolition.

This mitigated risk of shock loading to existing structures during main channel and chamber demolition works. The construction was carefully sequenced and scheduled to minimize resource overlap and maximise work areas access.

• Structural Mechanical Piping (SMP) components - SMP works were designed to be constructed totally off-line with air/hydraulic testing of pipework carried out off-line whenever possible.

• Electrical instruments and controls - Before return-to-service all replacement/new mechanical and electrical equipment was recommissioned, including reconnection and proving.

September 2018 and March 2019, delivering: • The full renovation of the northern bar and foyer • Creation of a new southern bar and performance space • Full redevelopment of the box office and administration offices • Reconfiguration and high-quality upgrade of all amenities • The full renovation of all finishes, carpets, air conditioning, lighting and 1500 seat replacement in the auditorium.

EMPIRE THEATRE REFURBISHMENT STAGE 1 AND 2 Toowoomba Regional Council The Empire Theatre is a heritage listed art-deco performing arts venue that is owned by Toowoomba Regional Council and managed by Empire Theatres Pty Ltd. The Empire Theatre and the buildings within the precinct combine to be Australia’s largest regional performing arts complex, facilitating performances, shows and events from international, national and regional artists and performance groups.

Throughout its long history the building and precinct has undergone many transformations.

The intent of this most recent Empire Theatre refurbishment project was to ensure the precinct continues to serve the community as a functional, safe, significant and well utilised landmark.

Paramount to the project was the need to be sympathetic to heritage requirements of the 110-year-old building, while still delivering the identified benefits of the project Charter. All work was designed as a balance between the strict adoption of heritage practices as stipulated by approvals provided by the Department of Environment & Science and providing the best project outcomes for DDA compliance, operational improvements and finishes upgrades.

The project achieved practical completion in March 2019, in time for the opening night of the 2019’s major production of Kinky Boots, as a roaring success with Empire management, crowds and production staff.

Project planning commenced in 2014 with the commissioning of a building condition report, which was expected to inform the timely renovation 20 years after the last major upgrade in 1997. The report highlighted a substantial volume of capital renewal, compliance and backlog maintenance works required to ensure ongoing sustainability of the asset. Project scope was then developed to achieve the greatest possible gain within budget aligned with benefits to provide improved equitable access, revitalisation of the asset, to maintain a premium facility standard and improve the operation, traffic flow and the overall patron experience.

Toowoomba Regional Council project managed the $5,960,000 project, with MODE Design engaged as Architect and lead Consultant in 2017. The project was constructed by Hutchinson Builders between

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necessary to mitigate the odour and WH&S risks associated with high Hydrogen Sulphide emissions in the area effectively and permanently.

The scope of works comprises the design, supply, demolition, construction, installation, commissioning, performance testing and handover of the Luggage Point ATF. It also included all associated inlet covers, ductwork, coating of concrete surfaces and necessary temporary bypass pipework needed for the rising main into the inlet works.

The Inlet works and Rotary Screen Thickeners were covered, and the extracted odorous air conveyed by ducting to the new ATF. Scope of works:

LUGGAGE POINT STP AIR TREATMENT FACILITY AND INLET WORKS COATING Urban Utilities & Fulton Hogan Luggage Point Sewage Treatment Plant (LPSTP) is Urban Utilities’ (UU) largest STP currently serving 780,000 residents. This number is expected to rise to 1 Million by 2041. The LPSTP forms part of UU’s Metro Treatment Plants Capital Works Program of works consisting of brownfield upgrade projects across six treatment plants located in Brisbane’s Northern Metropolitan Region.

The Luggage Point STP is an activated sludge processor with inlet works (band screens and aerated grit channels), primary sedimentation tanks (PSTs), multistage bioreactors, clarifiers and an outfall channel. Primary and waste activated sludge is thickened and digested, with gas recovered for energy production.

A recent proposal by the Brisbane Port Authority to develop an international cruise liner terminal immediately South-East of LPSTP on the Brisbane River elicited the need for the current ATF Project.

Urban Utilities and Fulton Hogan (FH), with key stakeholder Brisbane Port Authority, worked closely together to on a viable solution to mitigate the odour issue at LPSTP. Initial proposal was for magnesium hydroxide liquid (MHL) be dosed into the pipes from Eagle Farm Pump Station. However, certain weather conditions could still cause odour issues at the STP, as MHL dosing to a pH in the order of 8.5 results in hydrogen sulphide being retained in the sewage, rather than escaping as gas. Because of Brisbane Port Authority’s planned development, it was decided that construction of a new ATF was

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• Coating of uncoated concrete areas, providing 20 years of H₂S protection for the inlet chamber and inlet works concrete • Reduce H₂S levels around the inlet works to below the Short-Term Exposure Limits (STEL) and Time Weighted Averages (TWA) defined by Safe Work Australia • Implement ATF for the inlet works and rotary sludge thickeners (RST) that achieves designated performance specifications and allow UU to meet odour discharge requirements of 500OU at the vent stack.

PROJECTS OVER $10 MILLION NOMINEES

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4. Provide a compliant and long-run, least cost sewerage service 5. Manage the efficient and effective provision of the required sewerage infrastructure The first three outcomes were achieved through the design and construction of the duplicate sewer.

Automated controls at the upstream convergence chamber more than double the dry weather flow capacity of the network and automatically divert wet weather flows to the new larger sewer.

The latter two outcomes were achieved by significant investigations during Project Feasibility, selecting modern micro-tunnelling construction techniques and utilising a Design and Construction contract with specialist tunnelling contractors selected through a rigorous six-month two stage procurement process.

Four augmentation options, including high-level relief sewers and shared Dry Weather Flow (DWF) sewer were considered. A shared DWF (duplication sewer) was chosen as it not only achieved population growth requirements (as all options did) but also met the additional key environmental deliverable to reduce overflows on the network.

BRISBANE BULIMBA CREEK TRUNK SEWER STAGE 2 UPGRADE Urban Utilities/Abergeldie/Obayashi Urban Utilities (UU) engaged Abergeldie Constructions in joint venture with Obayashi Corporation Australia (AOJV) to deliver the Bulimba Creek Trunk Sewer Upgrade Stage 2 Project comprising over 4.25Km of new 1,500mm diameter sewer pipe. The project duplicated the existing Bulimba Creek Trunk Sewer between Wecker Road, Mansfield and Cadogan St, Carindale.

The upgrade was necessary to meet population growth demands in South East Brisbane with an expected 45 percent increase in the catchment flows.

Overflows had regularly occurred previously on the existing single 1050m trunk in this section of sewer due to limited wet weather capacity with spills causing environmental, public nuisance and access restrictions affecting the Bulimba Creek, community parks and sports fields adjacent to the sewer.

The finished project offers dry weather flow splitting at 60/40 where most of the flows from the upstream network are diverted into the new sewer. To mitigate wet weather overflows, the design restricts flows in the live sewer to 300L/s by including an automated sewer gate. During wet weather, a flow sensor in the upstream chamber detects rising water and closes the gate on the existing sewer to 80% shut, thus diverting most flows down the new sewer.

This creates greater wet weather capacity in the live sewer to deal with the increased wet weather flows and reduce overflows.

The project outcomes were: 1. Minimise sewage overflows to the environment 2. Ensure the system operates within UU design standards 3. Ensure Standards of Service are achieved throughout the sewerage system

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Rivers Shire Council (PRSC) in 2004. Following a series of community and key stakeholder consultation PRSC approved the development in 2007. Although PRSC amalgamated with City of Redcliffe and Shire of Caboolture to form MBRC in 2008, MBRC have remained heavily involved in the Project and provided essential environmental and engineering assessment input. The project was heavily impacted by the GFC and for this reason, all work ceased in 2009. The project was then reignited in 2013 with the construction of the lake commencing in 2018.

CAPESTONE LAKE Moreton Bay Regional Council The Capestone lake is a 12.8 Ha Saline Water Lake which forms the centrepiece of the Capestone Southern Precinct. The pumped saline water lake is the only one of its kind in the South East Queensland Region and is a unique community asset. The Capestone Southern Precinct is a master-planned development which consists of approximately 2,500 residential allotments of varying density.

The total volume of the lake is approximately 290,000 m3. In order to circulate Saline Water and maintain water quality, the lake utilises a pumped saltwater exchange system. The saltwater exchange draws water from the adjacent Saltwater Creek and conveys flow to several discharge points of the lake via a rising main. The Saltwater Exchange has been designed to turn over the volume of the lake within a 30-day cyclic period under normal operating conditions. The positioning of the Lake and the associated Hydraulic design ensures flood immunity for the Capestone Southern Precinct.

The key parties in this project can be defined as: • Community: Residents of the Capestone Development • Council: Moreton Bay Regional Council (MBRC) • Developer: Urbex Pty Ltd • Principal Consulting Engineer: Empower Engineers & Project Managers • Civil Contractor: BMD Constructions The development application for the Capestone Southern Precinct was originally submitted to Pine

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An array of geotechnical, environmental, safety and operational challenges were brought to the design team during the extensive design period. Through collaborative workshops with various departments of Council, the design team were able to provide appropriate, cost effective and robust solutions which suited the operational needs of Council and the greater community.

The development triggered several state environmental approvals. Empower, along with the team of consultants were responsible for the navigation of the approvals process. This consisted of a range of coordination with the State Assessment Referral Agency.

improved service delivery of aviation infrastructure, engineering and financial performance.

The Project received funding from State and Federal Government to an amount of approximately $4.6M, with the balance being funded from the Emerald Airport Reserve Account. As a result, the project did not rely on rate payers for funding. Additional works included a $3M upgrade to the general aviation area involving reconstruction of the aviation apron, refuelling area and widening of the taxiway apron.

EMERALD AIRPORT RUNWAY – REHABILITATION AND OVERLAY PROJECT Central Highlands Regional Council The Emerald Airport Runway – Rehabilitation and Overlay Project represents the first time Stone Mastic Asphalt (SMA) has been used on an airport runway in Australia. This project pooled combined skills and resources of several levels of Government, private engineering advisory companies, and even senior members of the University of Sunshine Coast engineering staff and research graduates.

CHRC partnered with Boral to complete the Emerald Airport Runway project and the main construction took a period of approximately three months, including not only asphalt works, but additionally painting, electrical, civil and safety works. The contractor (Boral) used a special asphalt crew, experienced in laying SMA (winners of a prestigious AAPA award the year prior) to deliver the works.

Practical completion was signed off on 16 December 2019 with the project currently in its defects and liability phase.

This project was initiated by Central Highlands Regional Council (CHRC) to resurface and remediate the airport aircraft manoeuvring areas (runway, taxi-way and apron) pavement. The surface was characterised by deep cracks, break-up of the surface, localized failures and the grooved surface was worn down to millimetres. The pavement was at the end of its functional life. Additionally, the airport is built atop black soil, requiring innovative and costefficient solutions to be found to navigate resultant technical and financial implications of this.

Objectives of the project were to plan, design and resurface the pavement of the runway. Development of preliminary and detailed design enabled preparedness for resurfacing, ensuring the airport’s continued operation while coordinating a project that was a ‘first of its kind’ in the history of aviation.

Whilst SMA is used on roads around the world, airport usage is limited and Australia’s experience with SMA has not extended from use on aprons and taxiways. This project is an initiative that adopted a new and very different approach, leading to

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blue deck, creating a wayfinding element and incorporating the design language established by the masterplan. The southern landing at HOTA is celebrated with an artistic aluminium façade, shaped and anodised to represent the colour of the sun on the Nerang River over the past 40 million mornings.

Design of the infrastructure is a unique example of collaboration between specialist bridge engineering, architecture, landscape architecture and a contracting partnership that resulted in a successful integrated outcome.

GOLD COAST CULTURAL PRECINCT GREEN BRIDGE The City of Gold Coast The HOTA Green Bridge is a pedestrian and cycle link spanning 130 metres across the Nerang River, connecting the Gold Coast Cultural Precinct and Chevron Island.

Re-branded in 2019 as HOTA, Home of the Arts, the Gold Coast Cultural Precinct (GCCP) is envisioned to be a striking cultural destination and the new heart for arts, cultural and creative enterprise for the Gold Coast. The site wide masterplan includes an 8000 square metre international standard art gallery, scheduled to open early 2021, and an outdoor stage and concert lawn completed December 2017 - host to audiences of up to 5000 for concerts, events and festivals.

Opened 2 February 2020, the $19.5 million HOTA Green Bridge is part of a long term plan to provide multi-modal transport options for visitors to the precinct. It has created a direct connection to the main street business area of Chevron Island and significantly reduces the active transport travel time for visitors coming to HOTA from Surfers Paradise and the G-Link light rail.

Unusually for South East Queensland the bridge has a steel box girder, responding to three critical design constraints of flood conveyance, navigation clearance requirements and grades for equitable access confined by Stanhill Drive at the northern landing on Chevron Island and the lake at the southern landing in HOTA. The structure features a striking balustrade with voronoi-shaped panels and a colour-saturated

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engineers. This contract administration process was further simplified by the previous work undertaken and funded through Queensland Water Regional Alliance Program (QWRAP) of the development of similar contract documentation and equipment lists.

SHARED SUPERINTENDENCY – MIRANI WATER RECYCLING FACILITY/BOWEN SEWAGE TREATMENT PLANT DELIVERING OPTIMUM EFFICIENCIES Mackay Regional Council

The timely completion of these modern state of the art treatment facilities meeting the new Great Barrier Reef (GBR) regulations has been critical to the prevention of potential environmental harm, and the use of highly experienced and qualified professional contract administrators has not only been in the best interest of these Councils cost-wise but also for the sensitive GBR environment. This project has been a prime example of the benefits that are realised when regional councils collaborate in the early stages of capital planning to deliver projects more effectively and thus assist in the progression of higher levels of regional collaboration maturity.

Mackay and Whitsunday Regional Councils tasked a highly skilled and qualified superintendent to oversee the Bowen Sewage Treatment Plant and Mirani Waste Recycling Facility upgrades in a three year forward works program. The design and construction were undertaken in conjunction with the Principal Contractor’s Quality, Safety and Environmental Management Systems with the proposal that an independent superintendent administer the contract; one of the many duties of a superintendent was the requirement to be fair and impartial to both parties of a contract.

The recommendation was for a superintendent not directly employed by either Council but engaged through a consultancy basis with importance that they not be perceived to be influenced by either party, particularly either Council. It was the superintendent’s role to ensure that all requirements of the contract are delivered in conjunction with the relevant specifications and codes, determined in the Procurement stage.

Early collaboration through the Whitsunday, Isaac, Mackay (WIM) Alliance implemented the strategy for the new works packages to be merged, allowing the joint delivery through using the same superintendent together with aligned and consistent contract documentation, covering both work sites.

The shared superintendent has facilitated significant efficiencies and lessons learned across both councils and both projects, regarding tender evaluations, technical similarities and common suppliers and

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included civil engineering design, geotechnical and underground service investigation, hydraulic modelling of stormwater services, design of sporting field media and courts, verification of access and grade compliance, structural engineering design of retaining walls, civil structures and clubhouses, landscape architecture, architectural design, building services design, electrical supply and lighting and construction phase supervision.

SPRINGFIELD CENTRAL SPORTS COMPLEX Ipswich City Council / Cardno / Lendlease The Greater Springfield region has been recognised as a population “growth hot spot”, with a population of 41,000 that is expected to triple by 2030. Greater Springfield has been planned and designed to provide services that support not only the needs of the local community, but the surrounding communities of South East Queensland, particularly Ipswich and Logan.

A collective vision to create world-class amenity and top-quality infrastructure, as part of developing the Springfield Rise at Spring Mountain master planned community, Lend Lease Communities with the support of Cardno as the Principal Consultant, have delivered the Springfield Central Sports Complex, the district’s largest sporting precinct, designed to meet the needs of a thriving community catering for a diverse range of ages and sporting interests, creating countless opportunities to play and be active.

The $56 million development features four sports ovals, 16 netball courts, eight mixed use fields, eight tennis courts, LED smart lighting, two playgrounds, and will also include three clubhouses on completion.

The new sporting precinct will be of huge benefit for not only Greater Springfield residents, but all people promoting an active lifestyle and social cohesion within the local community as well as attracting major sporting events to the district.

Cardno was engaged by the Lendlease (Communities) to complete and manage the design and delivery of the Springfield Central Sporting Complex. Spaning 33 hectares the site includes regional facilities for AFL, cricket, rugby, netball, tennis and children’s playgrounds for the growing Greater Springfield area.

The suite of consultancy services provided by Cardno

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In addition, as principal consultant, Cardno was responsible for programming and coordinating all consultancy services and construction works, engaging and coordinating with multiple contractors on several construction fronts to deliver the full scope of works. Cardno was also critical to the community consultation phase of the project, producing 3d visualisation fly-throughs of the proposed design for Council presentations and community consultation public events.

During the preparation of the Environmental Impact Study, matters of both state and national environmental significance were identified on or immediately adjacent to the project. Interactions with these matters were carefully researched and offsets identified to minimise the impacts of the project.

Council’s planners placed constraints on activities, to the extent that they could not be undertaken during certain time periods, to ensure that there were no unintended consequences associated with the works.

They also required fauna translocation and habitat environmental enhancement to protect threatened species within or adjacent to the project footprint.

SUNSHINE COAST AIRPORT EXPANSION PROJECT Sunshine Coast Council The Sunshine Coast Airport Expansion Project is the largest civil infrastructure project ever undertaken by the Sunshine Coast Council. It delivers a new international standard runway with associated taxiways and aircraft parking aprons that will service the air travel demands of the Sunshine Coast for the next 100 years.

This project represents the first time that a Local Government Authority in Queensland has delivered a new international standard aviation facility.

Naturally, limitations were also placed on neighbourhood impacts such as flood levels and construction noise.

Finally, the project construction was undertaken over a three-year period that included several months of above-average rainfall in each year. This rain fell at crucial periods during the progress of the works and presented significant challenges both to the construction contractor and to Council as the Principal.

The project was delivered under a bespoke design and construct contract which included early contractor involvement to enable fast tracking of the design development to meet time constraints.

Council entered a landmark funding arrangement to provide the significant funds necessary for a project of this magnitude without ratepayers having to ‘foot the bill’.

The project is extremely complex and involves significant volumes of embankment sourced from marine sand deposits in Moreton Bay together with a range of environmental considerations associated with the dredging, delivery and hydraulic placement of that material. This was in addition to the environmental impacts that accompany a civil infrastructure project with a footprint of more than 175 hectares in a coastal location, abutted by National Park to the north and south.

These complexities were overlaid by the added considerations associated with the establishment of new controlled airspace and instrument flight procedures to enable the new runway to operate under the regulatory requirements for both domestic and international aviation passenger transport operations.

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THE TOOWOOMBA RAILWAY GOODS SHED Toowoomba Regional Council The renovation and restoration of the 1880’s-built Railway Goods Shed, is the catalyst for further economic and social development in the Toowoomba CBD as part of the Railway Parklands.

The building was in a state of neglect with serious structural damage and was unsafe for human habitation. Complex engineering design and construction challenges were encountered, requiring research and application of innovative solutions in achieving the restoration. This versatile event venue, with a 4000m2 footprint, now provides flexibility to meet and adapt to the changing demands of the growing economy and community.

The success is a demonstration of engineering excellence and innovation being applied to overcome challenges. Innovative engineering solutions protected the heritage fabric, saved this venue from complete deterioration, and also provides a facility that celebrates the past while embracing the communities needs for the future.

Through the delivery of this project, TRC was able to demonstrate the application of industry leading technical skills setting a benchmark not only for Public Works engineering but the profession more broadly. By employing a considered project management approach, the local community has an enhanced and enriched quality of life through the delivery of this public work infrastructure and asset revitalisation.

The delivery of this project has ultimately embodied TRC’s motto of “Rich Traditions, Bold Ambitions”.

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WATER INFRASTRUCTURE UPGRADE PROJECT Charters Towers Regional Council The Water Infrastructure Upgrade Program was created to deliver greater access to potable water and a more dependable supply in terms of quantity and quality for residential and industrial customers in Charters Towers. This is a fundamental requirement when seeking to attract industrial growth and the residential growth required to support industry.

The peak capacity of the water treatment plant had dropped to around 17 ML/day due to the age of the equipment and other infrastructure limitations. A planning report identified that the mean day max month (MDMM) demand in 2013 was 16.8 ML and that the demand would grow to a MDMM of 20.5 ML by 2028.

The core of the water treatment plant was constructed in the 1970s and had not been upgraded since. The significant challenge in maintaining water quality in Charters Towers is that the water is sourced from the Burdekin River and can have wide ranging quality depending on where in the catchment the rain is falling.

The city reservoirs were built in the 1890s (concrete) and the 1970s (steel). Both reservoirs required maintenance and had the added challenge of being situated on Towers Hill, a heritage area with many gold rush mining shafts.

The reticulation system had some long pipe runs to service areas such as the southern suburbs, resulting in low pressures and chlorine residual issues.

The Water Infrastructure Upgrade Program was formulated to address these issues and ensure that Charters Towers has reliable water infrastructure with the capacity to meet future demands.

ROAD SAFETY NOMINEES vehicles are protected and traveller comfort is preserved as well as addressing the existing deterioration of the pavement and large drop offs . All these improvements have allowed vast transport efficiencies for local primary producers and agricultural interests due to the ability to allowed permitted heavy vehicle access. The road is upgraded and now an industry supportive transport corridor improving the economic potential of the area, and a safe and well-maintained road for all road users

AUBURN ROAD UPGRADE Western Downs Regional Council Western Downs Regional Council’s (WDRC) Auburn Road Upgrade Project entailed the upgrade of a 35.97km section of Auburn Road in the Chinchilla area with the objective to remediate safety concerns and open up the corridor for heavier vehicle use supporting local industries.

Auburn Road commences from the Warrego Highway, approximately 2km west of the Chinchilla Town Centre, and extends over 100km to Redbank Road, Sujeewong, in a predominately primary producer / agricultural area.

The Western Downs Regional Road Transport Group (DTMR and WDRC) worked together to successfully deliver the Auburn Road Upgrade on this lower order state-controlled road.

The project consisted of widening the existing narrow bitumen (4m), which had significant shoulder drop-offs to an 8m wide sealed pavement.

Additional safety concerns where addressed to enable the Department of Transport and Main Roads (DTMR) to reinstate heavy vehicle permitted access that had been withdrawn in 2018.

The completion of this project attracted significant praise from the community and affected primary producers in the area. Not only was the project completed in a highly professional manner to budget and on time, but it had an immediate, measurable positive impact on the surrounding stakeholders.

Safety improvements encompassed widening of the road to ensure overtaking and passing

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Queensland programme to construct a Learn to Ride (LTR) Pathway in Australiana Park. The project was originally envisioned as a generic concrete pathway on flat ground with Stop and Give Way signs; however this concept was developed by experienced consultants in collaboration with Council and the community to become a unique destination-based facility, reflective of the Southern Downs’ landscape and rural setting. The vision included undulating bike riding terrain, over various obstacles that rural bike riders and rural families encounter in their daily travels, such as: a simulated cattle grid, a dry creek bed, a railway level crossing and a culvert bridge. The flat concrete bike riding surface was also changed up with “whoops” and berms as well as a meandering “gravel” road section with corrugations.

LEARN TO RIDE PATHWAY IN AUSTRALIANA PARK, WARWICK Southern Downs Regional Council In order to promote the general physical health and wellbeing of residents in the region, Southern Downs Regional Council (Council) foresaw a need for more outdoor activity areas as identified in Council’s strategic framework documents. Council had previously commissioned a Masterplan of Australiana Park in Warwick. The park masterplan involved extensive community consultation and proposed several park upgrades including a bike pathway to promote more physical activity for children and parents. This facility complements the existing cycling-focussed infrastructure (BMX track and velodrome) and the existing playground and recreational facilities in Australiana Park. This also follows the recommendations of the Council’s Cycling Masterplan for the region completed in 2019.

In 2019, Council was successful in obtaining funding from the Queensland Government’s Works for

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The “learn to ride” concept was kept in spirit with a balance track for the young riders to learn how to balance on their bikes and gain confidence, while their older siblings enjoyed the more challenging bike riding aspects, all within the one area so that parental supervision could be maintained at all times. The riders learn road safety behaviours, such as giving way, through the inclusion of traffic lights, a roundabout and various intersections. The arid setting and current drought conditions meant that careful selection of plants was required. Hardy native trees, shrubs and grasses were chosen to provide shade, ground stabilisation and add to the Australian character of the site. The path provides links to an existing BMX track and meanders around existing playground equipment, and is near an existing velodrome, which has made the area a real hub for cycling-based exercise.

Australand, development site (lot 281 on SP256169) • Darlington Drive for 500m at the intersection of Pearson Road.

The intersection upgrade provides connectivity between Peachey Road, Computer Road and Darlington Road, major freight routes servicing multiple industrial sites including the Carlton and United Breweries Yatala site and facilitates direct access to the M1.

PEARSONS ROAD UPGRADE PROJECT City of Gold Coast The City of Gold Coast Council (City) aims to ensure safe, secure, efficient and reliable freight movements through our local road network. The 3,000-hectare Yatala Enterprise Area (YEA) is currently among the most significant industrial areas in the State.

The area houses 550 medium to large businesses consisting largely of manufacturing, warehousing, wholesale/ retail, transport and storage. The YEA employs approximately 10,000 local residents and industry forecasts indicated that this is likely to increase by a further 6,000 over the next two years.

The intersection upgrade was identified in the City Planning Scheme as future major industrial arterial roads. By enhancing the capacity of the existing road network and providing a direct link to existing freight routes (i.e. gazetted routes and the M1), the productivity capacity of heavy vehicles to and from the YEA can be significantly increased. The intersection and adjoining roads were upgraded to a standard that will accommodate B-double and PBS vehicles.

The project was aligned with the National Heavy Vehicle Regulator (NHVR) access management operations. City works closely with the NHVR and TMR on single trip heavy vehicle approvals as an interim solution. With the project now complete, the City will make recommendations to TMR and the NHVR to have both Pearson Road and Peachey Road approved (by gazettal) as permanent multicombination heavy vehicle routes.

This project provides improved, safer access for higher mass, productivity vehicles servicing the City’s prime industrial development area. The Pearson Rd and Darlington Drive intersection upgrade is part of a larger proposal to upgrade roads within the YEA precinct in order to: • Accommodate larger multi-combination vehicles including b-double and Performance Based Standard (PBS) vehicle • Provide direct links to the existing TMR approved (gazetted) routes and to a key component of the Queensland freight network, the M1.

• Provide an integrated freight network within the YEA which creates development opportunities to support a wide range of future industrial activities.

The project upgraded the following roads within the precinct: • Pearson Road, from Darlington Drive to the Frasers Property Australia (Frasers), formally known as

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79 IPWEAQ EXCELLENCE AWARDS 2020

NOMINATE FOR AN IPWEAQ EXCELLENCE AWARD IN 2021

N ominees and winners featured in the annual Commemorative Awards Book with the winning project featured on the cover W inners featured on the IPWEAQ website and upcoming issues of Engineering for Public Works (EPW), our quarterly e-journal reaching over 150,000 digital impressions across five countries P roject of the Year featured in the excellence awards campaign the following year G ala awards ceremony and dinner attended by more than 450 invited guests and VIPs P hotos of award winners available for publicity purposes  M edia releases on all winning projects and individual award winners issued by IPWEAQ.  I nvitations to present awardwinning projects at key events including branch and annual conferences

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PROJECTS

• Engineer of the Year

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•P rojects under $1 million

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•P rojects $2 million to $5 million

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•P rojects $5 million to $10 million •P rojects over $10 million •R oad Safety •E nvironment and Sustainability • I nnovation & Sustainability in Water •C oastal Engineering

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