SUMMARY OF INGENIUM 2012 ABSTRACTS
Please use the numbers given below when referring to the conference website programme to gauge
date and time of paper presentation.
1.1
John Roworth, Director of Infrastructure Services, IPWEAQ
Paper based around water, but covers a lot more. It is about risk management, project
management and contracting.
Contracting using an ECI model in a small rural community
When Longreach Regional Council committed to a mains replacement and upgrade
program for approximately $10M over 7 years, it left me with a problem. How to
deliver the works considering time, resources & value for money? I will present a
snapshot of the state of Longreach’s potable water reticulation system, which will
explain why council committed to the work. I will provide details of the decision making
process to utilise an Early Contractor Involvement model, the Expression of Interest
process, the tendering process, stage one of the Contract (the Early Contractor
Involvement stage) and stage two of the contract (the construction stage). I was unable
to find an ECI model that was of similar size and for similar work to learn from, so we
started from the beginning. A frank assessment will be provided. The assessment will
contain the views of the Principal, Contractor, Designer and Superintendent. It is
intended to be a co presentation by the major parties. Risk allocation, the agreement to
rates and the final form of the contract will be provided with details of the process for
each. The paper will provide some food for thought and comment on what worked and
what didn’t in terms of the administration, design and construction of the first phase of
the program.
1.2
Richard Kirby, Richard Kirby Consulting Limited
Richard is Director of Richard Kirby Consulting Ltd providing strategic, management and
engineering consulting services. His engineering career in Local Government spans over
20 years. Until March 2011, he was the Assets Group Manager for the Manawatu and
Rangitikei District Councils. This comprised leading a shared services team providing
asset management and engineering support to the two Councils with primary
responsibility for roading, water supplies, wastewater schemes, stormwater, solid waste,
parks and property activities. Richard was a member of the INGENIUM Board from
1998 to 2007 and was President of INGENIUM from June 2005 to June 2007. He is a
Chartered Professional Engineer (CPEng) and Fellow of the Institution of Professional
Engineers New Zealand (FIPENZ).
LAPP Cover for Councils’ Below Ground Services – The Canterbury Earthquake
Experience
The devastating earthquakes that hit Canterbury in September 2010, February and
June 2011 along with the thousands of aftershocks have created havoc in certain parts
of the region. Apart from the obvious damage to buildings and roads there was also
significant damage to underground services managed by Christchurch City and
Waimakariri District Councils. Although many of these services have been temporarily
restored they are still very fragile and may not be permanently restored for some years
to come.
The Local Authority Protection Programme Disaster Fund (LAPP) was established in 1993,
to help its New Zealand local authority members pay their share of infrastructure
replacement costs for water, wastewater, stormwater infrastructure damaged by a
natural disaster.
This paper is about how the LAPP Fund has helped reinstate services and restore
infrastructure damaged by the Canterbury earthquakes. It reviews;
1. The pre-quake valuations as compared to the eventual costs of
repair/reinstatement;
2. The assessment of earthquake damage;
3. How the options of repair and/or reinstatement were considered, and
4. The processes adopted for adjusting the LAPP claims submitted by the Councils.
Whilst the priority for Councils is to restore services and undertake permanent repairs,
the need to keep funders informed and up to date on the decision making is almost as
important. The risk of decisions being made that could compromise the flow of funding
from the external agencies is high. The LAPP Fund is one of the key funders of below
ground infrastructure and therefore one of the agencies that needs to be involved in the
recovery.
1.4
Franz Resl, City Care Ltd
Franz is City Care’s section leader – water and wastewater treatment, where his chief
responsibility is to provide, design, implement and maintain best practice water and
wastewater systems and policy. Prior to joining City Care, he was the wastewater
treatment plant manager for Christchurch City Council from 2005 – 2010.
Franz specialist expertise includes:
 Design of municipal and industrial water and wastewater plants, onsite
wastewater treatment systems and foul air treatment
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Bioenergy facilities, sludge conditioning and dewatering units
Anaerobic digestion including co-fermentation
Optimisation of water and wastewater plants, mass balances,
troubleshooting
 Turnkey delivery of water and wastewater plants
Keeping it clean – chlorination of Christchurch city’s water supply after the
earthquakes
As a consequence of the earthquake on 22/02/2011 the central and eastern zones of
the Christchurch City’s water reticulation was hit hard and E.coli was detected in the
drinking water supply. To avoid the outbreak of disease the district health board issued
a boiling notice. Further steps from the Council and ministerial organisations were
undertaken to make the drinking water safe again. This activity was relying on the
chlorination of the city’s drinking water, which had never been done before in
Christchurch. Watercare from Auckland were commissioned to assist with engineering
knowledge, cooperating with contractors for the installation of 26 dosing stations. These
stations, located at the major pumping stations, injected Sodium Hypochlorite into the
drinking water for disinfection.
City Care was commissioned by the Christchurch City Council to operate and maintain
the stations, once set up, to guarantee the disinfection of the city’s water supply at the
rate requested by the district health board.
As time was critical, the stations were handed over to City Care in a flying splice.
Commissioning, optimization and maintenance happened in parallel while the stations
had to operate the required dosing rate. A smart control strategy was developed to
allow for fast (less than 1 hour) response for required repairs. Well understood routines
about plant start-up and operation had to be left behind. Success under the enormous
time pressure was relying on engineering intuition and novel strategies for maintaining
dosing equipment.
1.5
Tracey Willmott, Dunedin City Council and Roger Oakley, MWH
Roger Oakley, Lead Presenter – BE(Hons)Civil, Dip RRP, CPEng, MIPENZ
Roger is a Senior Civil Engineer and Programme Manager with MWH. He has 26 years
experience in working with Dunedin City’s water infrastructure. This was initially with
DCC’s in-house design unit, and since 2002, with MWH.
Roger has been involved as project manager for much of Dunedin’s $100M upgrade of
its water treatment plants and pipe network. His current role is manager of MWH’s
professional services contract for DCC and team leader of the Water and Waste
project delivery team, which has a prime focus on the delivery of DCC projects.
Roger lead the development of the risk-based multi-criteria assessment methodology for
the renewal and development of the lifelines raw water mains that this paper discusses.
Reducing Risk and Saving Millions on Dunedin’s Critical Raw Water Lifelines
This paper describes a strategic overview undertaken to identify a master plan for
Dunedin’s main raw water pipelines that mitigated the lifelines risk, optimised the
renewals cost and enhanced the sustainability of the system for the future.
Dunedin City sources 55% of its raw water supplies from remote catchments via the
Deep Creek and Deep Stream pipelines, 74 and 34 years old respectively. ,. These
‘lifeline’ pipelines have a $110M renewal value and run broadly in parallel 60km from
intake to treatment plant from remote catchments. In places, they have a high risk of
extended disruption from natural and other hazards.
Progressive replacement of the 1930’s Deep Creek pipeline was becoming necessary
due to its condition. Consequently the strategic overview incorporated an innovative
risk-based quadruple bottom line assessment, requiring a different way of thinking from
merely determining the optimum time for pipeline renewal.
Key features included determining a clear understanding of what constitutes a successful
project outcome, establishing Boundary Conditions, and a transparent way of comparing
each bottom line factor. This then underlies the risk assessment for each physical layout
option.
Learn how this very successful strategy has offered potential savings of several million
dollars in near-term projects, and has revealed surprises in both risks and affordable
mitigations.
1.6
John Black, Opus International Consultants
Known as a “Pipe Whisperer” for many years, John was promoted to “Chief Whispers
to Pipes” in 2007. He has had over 48 years of engineering experience, with over 37
years involvement with water supply and drainage system design, construction and
operation. John was a member of the pipelines task group 7A for the first CAE Lifelines
Project in Wellington in the late 1980’s.
He has a good understanding of most pipeline materials from clay pipes to wood-stave
and cast iron pipes of 100+ years ago, through to the modern plastics pipe materials
and has been a participating member of three joint Australia/New Zealand standards
committees for polyolefin pipes, PVC, ABS and Polyamides and PL/45 (test methods)
since 1993.
He has provided independent technical advice regarding the selection of pipeline
materials for earthquake recovery and new works to the local authorities that have
been directly affected by the Canterbury Earthquake (Waimakariri and Selwyn District
Councils and Christchurch City) as well as other authorities around New Zealand.
Christchurch Earthquake Damage to Buried Pipelines
It can be said that there is no perfect pipe material for any purpose. All pipe materials
have their advantages and disadvantages and all are susceptible to failure due to
manufacturing faults, poor workmanship during installation and mis-application.
Some pipe materials and jointing systems have performed poorly while others have
survived the ground shaking, liquefaction and lateral spreading of the three major
Christchurch earthquakes between September 2010 and June 2011 remarkably well.
This paper considers the effects of the Christchurch earthquakes on buried pipelines,
gives examples of failure modes and presents an assessment of the advantages and
disadvantages of the various common pipe materials for water supply and drainage
infrastructure.
1.10
Claire Penman and Chris Maguire, MWH NZ Ltd
Claire has been with MWH for the last six years as an environmental scientist/planner.
She focuses predominately on environmental impact assessments and water resource
management. Alongside her technical work, Claire is the NZ Coordinator for the MWH
Young Professionals Group. Through this role she facilitates networking and social
opportunities, along with professional development of your professionals within the
company.
Young Professionals – the answer to the disaster recovery workforce dilemma
The natural disasters in Canterbury and Queensland over the past 18 months have
brought about an unprecedented response to recovery not seen on this scale in this part
of the world before. Young professionals (YPs) have become an integral part of the
disaster recovery effort in both regions. Their motivation to help ‘build a better world’
and ease of mobility means they are willing to move where help is needed. We are
seeing a reverse in the traditional movement of engineers from the South Island to the
North Island, as well as engineers coming in from overseas directly to Canterbury and
Queensland. This provides YPs with an opportunity to gain experience and tied to this is
the increased knowledge that YPs bring from their experience around the globe on
bigger projects than we would see on a regular basis. The timing of these disaster
recovery efforts, during the global financial crisis, has provided an opportunity for YPs
to continue to grow in a professional capacity whilst the market may be struggling
elsewhere. This paper will look at personal experience and insights from several YPs
and their intentions after the rebuild is complete.
1.11
Matt Findlay, Brian Perry Civil
Matt has a background in the management of civil engineering projects with a particular
focus on projects in the roading and water sectors. Having held senior site-based roles
on projects with Downer and Fletcher Construction Engineering, Matt joined Brian Perry
Civil as Civil Operations Manager in 2008. Since then he has overseen the delivery of
more than 30 projects across the water, transport and industrial sector for a diverse
range of clients including Watercare Services, Auckland City Council and Auckland
International Airport.
Construction Solutions for Deep Manholes and Chambers on Sewer and Stormwater
Pipelines
In recent years there has been increasing demand for the construction of deep manholes
and storage chambers on existing pipelines. The trend for deep manholes has been
driven by several factors including the provision of safe access and egress to pipelines
for cleaning and inspection and the requirement for increased system redundancy and
capacity. In addition, the increasing adoption of horizontal directional drilling
technology has enabled longer and deeper pipelines to be constructed placing new
demands on manhole requirements with manholes up to 25m deep having been
constructed. These have been constructed using both bottom-up and top-down
construction techniques using especially developed equipment and modified techniques.
Storage chambers are increasingly being used to increase stormwater and sewer system
capacity during rainfall events. Construction techniques for chambers vary from open cut
using conventional shoring systems, to the use of caissons in ground with high
groundwater levels and suitable ground conditions. The paper covers the practicalities
and limitations of each technique and the critical success factors in the construction of
both deep manholes and chambers.
1.12
Don Wright and Debbie Steven, Downer
Don Wright is an enthusiastic leader of work crews. He is passionate about training.
Don has been managing and inspiring operational staff for Downer and its predecessors
in the Central North Island for more than 30 years.
Stronger Christchurch: Helping Displaced Persons Obtain Needed Skills
Following the series of major earthquakes in Christchurch, the nature of employment for
many people ceased to exist. At the same time, a pressing need for workers to assist
with rebuild of infrastructure emerged.
In partnership with Ministry of Social Development (MSD), Downer initiated a training
course for such people. The first course included recent employees of Downer, and the
effect was to infuse some of the Downer culture in the remaining trainees.
Topics covered in the one month course include First Aid, Site Safe, Light Vehicle
operation, Wheels/Tracks/Rollers. Participants emerge with a Level II National
Infrastructure Certificate.
The experience continues to be very beneficial to both participants, to Downer and
ultimately to the people of Christchurch.
1.13
Bill Noell, Pattle Delamore and Partners Ltd and Rob Meek, Christchurch City Council
Bill was seconded to assist ‘on the ground’ with Christchurch City Council and City Care
restore and maintain service to the network after the 22 February earthquake.
Bill has over 20 years’ experience with assessment, upgrading and construction sewer
systems in New Zealand, UK and Ireland with Local Government and Engineering
Consultancy’s.
Bill is currently working as design engineer with the Stronger Christchurch Infrastructure
Recovery Team
A day in the life of an earthquake sewer recovery operation
This paper examines the unique collaborative response to restore and maintain service
to the sewer network following the 22 February Christchurch Earthquake. The response
bought together people from council staff, consultants and contractors from all over the
country to work with the Council’s maintenance contractor.
The combined approach and shared knowledge and experience enabled rational and
systematic responses to pro-actively identifying the service condition of the network
while responding to customer service issues. This paper examines some of the
challenging conditions encountered and the organisational approaches used to
overcome these difficulties.
The condition of the wastewater network was well beyond what contractors and
engineers had previously experienced, and a key role of the operational recovery team
was to assist each other identifying the cause of the problems and liaise with both public
and private contractors to ensure an efficient restoration of service to the public.
The interface between public and private drainage pipes was a particularly frustrating
aspect for operations recovery staff private drain layers and the public. Collaboration
between private drainlayers, council and EQC greatly assisted the resolution of these
issues.
1.14
Jeff Cuthbertson, Tasman District Council and Denis O’Brien, MWH
Jeff is the Utilities Asset Manager for Tasman District Council. In this role he is
responsible for all water, wastewater, stormwater and solid waste assets and the
delivery of these services. Jeff has more than 25 years experience in engineering
design in both local government and consultancy sectors.
Future Proofing Stormwater Infrastructure
This paper will outline the key challenges and solutions in planning future-proofed
stormwater infrastructure including:
 The desire to provide stormwater capacity for very long term growth to ensure
the drainage corridor is future-proofed.
 How to integrate stormwater planning with land use strategies as stormwater is
one of the most critical issues associated with growth.
 Why climate change impacts and risks needs to be incorporated into the
planning.
 Ways to integrate the hydraulic design with the landscape design to stimulate
public use of these drainage corridors.
 Ways to effectively utilise stormwater greenbelt buffers between residential
and mixed business zones.
 The challenge Council’s face with funding for this infrastructure given its longterm nature and the need to acquire land.
 Why infrastructure engineers and policy planners need to work together to
achieve the above.
The paper will also provide a case study of an actual experience in Richmond where
300ha of land was re-zoned in 2007 for future land developments. Borck Creek serves
a 1400 ha catchment which flows through a proposed new development area. This
area is low lying and is prone to flooding and requires engineering input.
1.15
Brian Sharman, Auckland Council and Xeno Captain, AECOM
Brian Sharman is a Strategic Project Manager in Auckland Council’s Stormwater Unit,
Development and Technical Services. Brian has extensive public and private sector
experience in stormwater and wastewater systems design and management in New
Zealand and the UK.
Xeno has recently joined AECOM as an Associate Director based in the Auckland office.
Xeno has over 31 years experience in the water industry. His experience includes
leading and motivating teams in stormwater services, planning, design, construction and
operations. Xeno is currently supporting Auckland Council’s Stormwater Unit with
preparing their network consent with his thorough understanding of the stormwater
networks in the Auckland Central area.
The Strategic Planning Approach of the Central Auckland Stormwater Initiative
The Central Auckland Stormwater Initiative (CASI) is a regionally-significant programme
initiated by Auckland Council to deliver improved stormwater services for a subset of
problematic catchments in the strategically-important central area of Auckland.
Catchments include the western part of the Auckland Isthmus including the Central
Business District and cover an area from St Heliers in the east to the Whau Estuary in the
west.
CASI used a strategic planning process to identify conceptual solutions across a number
of stormwater catchments that previously had proved difficult to resolve due to a
variety of complexities. Taking a top-down rather than a detailed approach has
proved successful in setting high-level budget requirements and identifying a set of
practical solutions, the most promising of which continue to be refined.
Potential benefits of integrating Auckland Council stormwater initiatives with
Watercare’s wastewater initiatives include identification of an optimised solution that
represents the overall Best Practicable Option for both stormwater and wastewater.
The provision of stormwater solutions in these catchments may provide opportunities for
optimisation of the design and operation of the proposed Central Interceptor. This will
enable the best community outcome for the management of stormwater contaminants
and the reduction of combined sewer overflows to receiving environments.
1.16
Emily Botje, Hamilton City Council and Shaun Jones, AECOM
Shaun is a Senior Engineer at AECOM and has 12 years diverse engineering experience
in the Auckland region including environmental, geotechnical and civil engineering. His
career to date has involved design and construction management of Stormwater
management systems, hydrological assessments, stormwater network modelling/
planning and project management of water engineering projects.
An Innovative Approach to Flood Hazard Mapping in Hamilton City
Hamilton City Council (HCC) recently embarked on a three waters modelling programme
to better understand the potential risks and hazards to the water, wastewater and
stormwater networks. In terms of stormwater, this has meant developing an
understanding of flooding potential across the entire city, identifying areas of potential
high risk hazards in order to enforce development and planning constraints / red flag
areas.
Due to budget and programme constraints, AECOM and HCC developed an innovative
approach to achieve these objectives. The approach that has been adopted includes a
rapid flood hazard model covering the whole city. The outputs from this model were
used along with the potentially affected properties to develop a cost benefit analysis of
the catchments across the city and identify areas of high benefit for detailed modelling.
This paper describes the model conceptualisation and development. As well as the
method undertaken to deliver the project on time and budget while achieving the
required outputs. It demonstrates the limitations of certain aspects of the results and the
potential advancements that could be made for a marginal additional cost. Finally, it
looks at the lessons learnt and how these can be applied to future projects.
1.17
Mark Christison, Christchurch City Council and/or Richard Young, Beca/Marcus
Gibson
Richard has a Batchelor of Science Degree in Engineering Geology and Geotechnics
and a Masters Degree in Soil Mechanics. He leads the CH2M Beca geotechnical team in
Christchurch being responsible for the technical, managerial and financial delivery of
projects. Following the recent seismic activity in Canterbury he has been involved in the
seismic assessment and remediation of many elements of Christchurch’s infrastructure.
Seismic Performance of Christchurch Oxidation Pond Bunds
The Darfield Earthquake and subsequent aftershocks caused significant damage to the
Christchurch City Council (CCC)’s oxidation pond bunds at Bromley, compromising the
ponds operational use and introducing risks of bank failure during wet weather and
further seismic activity.
This paper describes the geotechnical investigations, observations and seismic assessment
of the bunds, as well as outlining the repair methodologies that have been adopted and
their likely performance in further seismic events.
The pond embankments were constructed of locally sourced single size sand on alluvial
soils. The local soils have poor seismic performance characteristics, which combined with
the high watertable and high seismic accelerations, led to significant horizontal ground
movement following the 4th September event. As a result of the 22nd February and 13th
June aftershocks further ground movement was observed, with displacement occurring
over an extensive area.
CH2MBeca, as CCC’s consultant, has assessed the ground movements to develop a
programme of repairs to restore the integrity of the pond system, including their
hydraulic and treatment functions. Repair methods have been selected for each
embankment based on; observed damage, failure risk profiles, back analysis of seismic
performance and anticipated future seismic activity.
1.18
Jim Bradley, MWH and Buddy Mikaere, Buddy Mikaere & Associates
Jim Bradley – BE (Hons), Dip SE Delft (Distinction), FIPENZ, CEng (Civil, Environmental), IntPE, MCIWEM, BCEE
Jim is one of New Zealand’s leading practicing professional engineers and
communicators in the fields of sustainable wastewater management. He has been
involved in many local authority wastewater consents throughout NZ. In 2005 Jim was
the inaugural winner of the Engineering Excellence William Pickering Award for
Engineering Leadership and in 2004 the inaugural IPENZ Supreme Technical Achievers
Award for Sustainability and Cleaner Technology.
Buddy Mikaere – BA (Hons) (Maori), Dip Industrial Psychology
Buddy has been involved in a number of large water and wastewater projects
throughout New Zealand providing input into the identification of cultural issues that
require an understanding of cultural values and how these fit within the more generic
environmental issues that arise in consenting cases. He has acted both as an advisor on
tangata whenua matters to a number of local authorities and as a Commission on
consenting cases.
Collaborative Approaches with Tangata Whenua and other Stakeholders to
Wastewater Scheme Consenting
Consenting local authority wastewater projects can be difficult, expensive and time
consuming. But with an increasing number of long term consents (35 years duration – the
maximum permitted under the RMA), considerable experience has been gained and
positive outcomes achieved.
The authors will share their experiences in consenting projects with an emphasis on
successful, collaborative approaches with tangata whenua and other stakeholders. The
paper will focus on:
 Understanding at a practical level the Planning Instruments and how key
policies in these need to be addressed against investigations undertaken and in
collaboration and consultation with tangata whenua and other stakeholders.
 Working with tangata whenua in an on-going partnership and knowledge
sharing approach that acknowledges and encompasses cultural perspectives.
 Relevant and targeted consultation with key stakeholders along with wider
community involvement.
 Wide ranging assessment of alternatives that includes categories of
wastewater generation, alternative wastewater systems, off-set mitigation and
treatment and disposal / discharge of options.
 Sustainable wastewater management approaches including development of
wastewater strategies that underpin the scheme for which the consents are
being sought.
 Development of effective consent conditions that incorporate reviews and
ongoing stakeholder involvement as a means to underpin long term consents.
1.19
Richard Taylor, Thomas Civil and Environmental Consultants
Richard has been involved with water supply networks and water loss for over 20 years.
While at Waitakere City he implemented measures to reduce water losses to world
class standards. He has led several national initiatives (with Water New Zealand)
including the development of national guidelines for reporting water loss (BenchlossNZ
manual and software), national Water Loss Guidelines and organized three national
water loss conferences. Since November 2010 he has been a consultant with Thomas
Civil and Environmental Consultants, specializing in water loss work.
The Importance of Water Loss
In my experience, water loss from water supply networks is either overlooked by water
supply network operators or it is often a very misunderstood subject. Many managers
still refer to water losses in terms of percentage water loss, which is potentially very
misleading and not suitable for comparison between supplies. Often where performance
measures for water loss are included in Activity Plans and Long Term Plans, the target
for water loss is in percentage terms, which again can be very misleading and
problematic for water supply managers, as, if demand reduces, reported water loss will
increase even if real water losses have not increased. Water loss is also a very good
indicator of overall water supply network management for a number of reasons. The
LGA 2002 Amendment Act 2010 requires that national performance measures are
specified for water supplies (along with other key services) for reporting nationally, and
it is likely that Non-Revenue water and water loss measures will be included in these
national performance measures. Therefore it is important for managers to understand
these measures, what programmes are necessary to manage water losses, and how to
set water loss targets. This paper will address these issues.
1.20
Chris Maguire, Stronger Christchurch Infrastructure Rebuild Team (SCIRT) / MWH
Chris is a Catchment Engineer with SCIRT, seconded into the alliance from MWH Goobal
where has was a Water Resource Engineer and Project Manager, working with local
government. In under two years in New Zealand, Chris has worked with local
government in Hamilton, Canterbury and now is working on the Christchurch rebuild
within the SCIRT alliance.
Sharing for Success – How the SCIRT Delivery Model enables knowledge sharing
and idea creation
Tradition states that the client sets the scope, the designer designs and the contractor
builds. However in the face of the Christchurch reconstruction, tradition doesn’t
necessarily work. The SCIRT delivery model places the client, designer and contractor in
the same building.
The common goal for the successful reconstruction of Christchurch enables past
boundaries to be broken down and achieve a greater level of idea sharing and
knowledge transfer. The client, designer and contractor work in a cohesive environment
to change the traditional delivery method.
The paper will give examples how through a successful alliance; innovation around
resilience will inspire idea creation and enable knowledge retention in the Canterbury
Region.
2.1
Daniel Crichton, John Vercoe, Downer
Daniel is a Chartered Professional Engineer active in design of pavements and
structures. He is a member of Downer’s New Zealand Technical Services Group and his
work includes development of cost-effective alternative pavement. An important
component of this is the application of research data from Downer’s Bitumen and
Asphalt Development Laboratory.
Application of Performance Data to Design of Asphalt Pavements
Current Asphalt design rules in New Zealand employ the Shell Fatigue Function which
relates horizontal tensile strain at the base of the layer to allowable traffic loading.
The rules do not explicitly admit consideration of asphalt viscosity, except through
reduction of elastic modulus. This does not account for non-recoverable deformation, a
feature noticeable in many intersections in New Zealand. In addition, the Shell Function
was developed from testing of a broad range of mixes using conventional binders.
Polymer-modified binders are likewise not incorporated in design rules at present. Yet
these have proven ability to improve both rut- and fatigue-resistance.
Accordingly, more emphasis is being placed within the contracting industry in New
Zealand on design of asphalt pavements based on laboratory testing. Downer NZ has
a well-equipped asphalt laboratory and, through a long-term test programme, has
characterised its proprietary mixes for use in predominantly fatigue-resisting as well as
rut-resisting pavement environments.
This paper discusses the application of a range of polymer-modified asphalt mixes, to
both public roads and industrial pavements, and the development of design bases
derived from laboratory characterisation.
2.2
Husham Issa Al-Saleem, Humes Pipeline Systems
Husham has B.Sc. and M.Sc. degrees in civil engineering from University of Baghdad –
Iraq. He had 40 years engineering experience in civil construction and Research and
Development. He published more than 12 research papers and holds 3 Iraqi Patents.
Husham spent 6 years as a project engineer with a subdivision development contractor
in Auckland before joining Humes in 2008 in a position of Senior Civil Engineer –
Technical Services.
Evaluation of Design Live Loads for Utility Structures in New Zealnad Roads
NZTA BM specifies a combination of normal loading “HN” (an element of normal
loading represents a single stream of legal traffic) and overweight loading “HO” to
represent traffic loading on highway bridges. Neither of these is a true truck, but a
simplified load combination representing various loads on bridges.
Manholes and other utility structures in roads should be designed to serve their purpose
safely. In the absence of specific NZ design loads, most designers are currently using
either HN & HO (assumed as a truck) or AS3996-2006 loadings.
This work highlights the necessity to develop and specify a NZ design loading for short
span utility structures that do not overestimate potential loads, while at the same time,
producing a safe design that covers all NZ loading conditions.
The work reviews various limit state design loadings and load factors in NZ, Australia,
USA and UK, calculates their shear and bending moment effect on spans up to 5 meters,
and compares them to the effect of legal and actual truck axel loads in NZ.
The results indicate that it is feasible for the specifying authorities to review existing
overdesign practices and specify more relevant design loads.
2.3
Phil Harrison and Dan Ross, Opus International Consultants Ltd
Phil Harrison is a Principal Transport Planner with Opus International Consultants in
Auckland and Team Leader for the Panmure section of the Auckland-Manukau Eastern
Transport Initiative (AMETI). He has over 25 years experience in many areas of
transport planning and engineering. He started his career with the New Zealand
Ministry of Transport and later worked for a local authority before moving to the UK in
1990 and returning to New Zealand to join Opus in 2009. He has also worked in
Australia, Germany, Taiwan and Puerto Rico.
The Panmure-Pakuranga Busway: Future-Proofing Auckland’s Transport
Infrastructure
The Auckland Manukau Eastern Transport Initiative (AMETI) is New Zealand’s largest,
Council-directed transport project. It is a multi-modal transport improvement plan that
improves transport choice in the east Auckland area. Package 1 of this project includes
the installation of the Panmure section of a segregated busway, New Zealand’s first
urban arterial busway and part of the Auckland Rapid Transit Network (RTN).
The first portion of the RTN corridor stretches 2.7 km through the Auckland suburbs of
Panmure and Pakuranga, crossing the Tamaki River. In conjunction with several other
transport infrastructure upgrades, it will provide major public transport enhancements
throughout the area and to the CBD.
Construction of the Busway presents a multitude of engineering challenges that requires
a working balance of new, upgraded, supported and undisturbed infrastructure. The
Busway runs along the ridge of a submerged caldera with associated environmental,
geologic and heritage constraints that further challenge the planning and design
processes.
Phil Harrison and Dan Ross from Opus International Consultants’ Auckland office will
discuss the issues, constraints and compromises involved in developing this exciting
addition to the regional transport network. The presentation will be useful to those
interested in progressing high-level transport policy into fundable, feasible designs.
2.4
Peter Thomson, Tasman District Council and Geoff Ward, MWH
Peter is the Engineering Manager at Tasman District Council. His portfolio includes
responsibility for the District’s roads, bridges, rivers, water, wastewater, stormwater,
solid waste and development engineering. Tasman District is a large area, covering
9,786 square kilometres and boasts three national parks – Abel Tasman, Kahurangi and
Nelson Lakes.
Plan – Recover – and Plan Again
On 28 December 2010 an intense rainstorm hit parts of Tasman District extending from
Murchison to Golden Bay. This caused significant damage to the river and roading
networks.
Initial estimates put repairs at around $2.5 million for rivers and $3 million for roading,
including a 62 metre long bridge.
This paper discusses the immediate response during this busy holiday period and the
strategies needed to make sound long term decisions that are in the best interests of the
community and affordable by Council.
We consider ways a Council may deal with:
 prioritising limited funding from disaster funds for competing needs
 communication protocols
 the criteria to access national funding
Support from national funding agencies is dependent on ensuring that their criteria for
information on the assets are met.
Good decision making is reliant on being able to access accurate records, and the
strategies that are needed when the information is old or unclear.
This may affect how asset information is collected and stored many years before an
event that may “never” happen. Recent events in Christchurch should have at least
removed this potential complacency.
We also highlight the lessons learnt to improve on planning for the next event.
2.5
Tim Watterson, Sinclair Knight Merz and Steven Knowles, Leighton Contractors
Tim was the Design Manager on the project for Lead Consultant SKM, and was involved
with many stages of the project’s development from the D&C tender phase; ; detailed
design; through to construction. Tim has significant Design and Construct experience
having led the detailed design and construction monitoring teams for the $320m SH20
Manukau Extension D&C and $114m East Taupo Arterial D&C projects. He
understands the multiple challenges faced in designing and delivering complex roading
projects in urban and rural environments. These major infrastructure projects included
the design of interchanges, bridge structures and retaining walls, roading and traffic
services, drainage and utilities. Tim is focussed on providing innovative and cost
effective solutions for both Delivery Partners and End Clients that achieve successful
outcomes for project stakeholders. Tim is a Senior Associate at SKM based in Auckland.
SH20 Manukau Extension
SH20 Manukau Extension completes the vital southern section of the strategic Western
Ring Route in Auckland, creating the critical direct link from SH1 to the airport and an
alternative to SH1 via SH20.
The project increased capacity on SH1 and released a notorious morning peak traffic
bottleneck, resulting in more reliable trip times and improved connectivity for airport
travellers, commuters and local travellers.
The project is multi modal, incorporating local roads, provision of cycleways, the State
Highway network and rail transport links by the construction and formation of the
future Manukau Rail Link. The key aspects of the project to be discussed include:

Working in a constrained urban brownfield site

Challenges of multi modal D&C delivery

Economic stimulus for Manukau City

Effectively communicating with multiple stakeholders
The project has triggered regional growth and commercial regeneration in the area,
including:

improvements in the quality of life for Manukau residences/businesses through
removal of traffic from the city centre

Re-opening Manukau City Centre for the community and future growth

Relief to local roads - reducing traffic volumes in excess of 30%

Future growth opportunities at the Wiri and airport business zones, and at the new
residential suburb of Flat Bush.
2.6
Carol Greensmith, AECOM
Carol leads AECOM’s communication and community business in New Zealand. Her
career spans more than twenty years and has involved newspaper and radio journalism
and 15 years in central government communications and community engagement.
Prior to joining AECOM, Carol was the communication and stakeholder manager for the
New Zealand Transport Agency’s largest roading project, the Waterview Connection in
Auckland. Since then she has provided strategic advice and hands on delivery for
several transport projects; road, rail and public transport, as well as consultation for the
Ministry of Education.
Teambuilding – A journey worth making
Take five alliance partners who are often competitors, add two sub-alliance partners,
people from three countries operating out of two of them, and mix with embedded
client representatives.
Now build a team and a high performing culture where people communicate freely, feel
empowered to challenge and debate and work crazy hours because they share a vision.
This was the challenge for the Tuhono Alliance- created to deliver a multi-million dollar
bid for a multi-billion dollar project.
The client was judging the alliance not just on ideas but also on their team behaviour.
Communication within and between the different workstreams was critical.
Investment in team creation, communication and celebration was integral to a high
performance culture. Months of intense energy and effort meant there needed to be as
great a focus on the journey as on the goal.
Did we win the bid- No and losing was a huge disappointment. Our non-price attributes
were valued by the client as being worth a premium of tens of millions. Was it worth it?
Without a doubt!
It was an exhilarating journey not to be missed for the world; being excited to go to
work, challenged, supported and mentored, all ideas valued and where team was a
meaningful reality. It forged a special bond among those who were in it.
2.7
Alan King, MWH Australia
Alan is the Program Manager for the development and delivery of Queensland
Department of Transport and Main Roads (DTMR) Transport Network Reconstruction
Program (TNRP) for the Fitzroy Region. Over the three-year duration of the program the
team will deliver over $800M of restoration projects in response to the unprecedented
flooding events of 2010/11. Alan is leading an MWH and client team of 100 staff
fulfilling the services of program and project management, design, and construction
management.
Alan has more than 20 years in transport planning and engineering, including three
years in the role of Transportation Capital Programme Delivery Manager at North
Shore City Council from 2005 to 2007. Alan is proficient in the design and contract
management of transport infrastructure projects. In particular, he has a detailed
knowledge of progressing large scale capital programs through the establishment phase
and into delivery and finalisation.
Reconnecting Communities
Accessibility and connectivity underpin the existence of a sustainable community. Roads
and rail infrastructure provide a lifeline for our communities linking people to vital
services. Recently we have seen an increase in natural disasters periodically threatening
our social and economic capital growth by damaging these links. Today, more than ever,
the engineering industry plays a critical role helping Governments respond to natural
disasters in a time where funds are limited and response times are critical.
This paper looks at the highly effective delivery mechanism MWH has deployed in
partnership with the Queensland Government to deliver, by June 2014 more than
$800M of restoration works on state controlled roads that have been severely flood
damaged.. This represents a significant increase in the ‘business as usual’ maintenance
expenditure in the region and could not be achieved with traditional delivery teams and
processes.
MWH’s have established a Regional Program Office in Fitzroy, as an extension of the
local office of the Department of Transport and Main Roads, to provide program and
project management, financial management, construction management, site supervision,
environmental management, communications and design services. The paper will explain
how this approach has added value compared with traditional processes.
2.8
Ed Claridge, Beca
Ed Claridge is a Senior Fire Engineer with Beca currently involved with a number of
significant road and rail tunnel projects. Previously Ed worked as the Senior Fire
Engineer for NZFS Fire Engineering Unit tasked with overseeing engineering and
operational input into all of the current tunnel and underground transport projects
throughout New Zealand. During this time this work involved liaison and learning
experiences from a number of overseas fire brigades. Whilst at the NZFS he provided
representation on the Australasian Fire and Emergency Service Authorities Council on
both the Fire Engineering and Fire Brigade Intervention Model groups. Ed obtained a
BSc(Hons) in Fire from the University of Leeds and has recently completed his Master’s
thesis on Fire Brigade Intervention for performance based design’s for completion of the
Master’s degree in fire engineering from the University of Canterbury. Before coming
to New Zealand Ed worked in the UK as a fire engineer and risk assessor in the nuclear
industry and for an international risk management consultancy. He is a member and
branch councillor of the Institution of Fire Engineers New Zealand and a professional
member of the Society of Fire Protection Engineers, serving on the SFPE Fire Service
Committee.
Road and Rail Tunnel Fire Life Safety for the AMETI Project
The need to keep pace with Auckland’s changing demographics has seen the
implementation of the Auckland Manukau Eastern Transport Initiative (AMETI) project.
Over the last decade Australasia has seen a sharp increase in the number of significant
road and rail tunnels being constructed. The AMETI road tunnel and adjacent Panmure
rail station posed a challenge to designers, as the regulatory environment has not
adapted to the challenge that such infrastructure requires.
The AMETI road tunnel and rail project necessitated consideration of appropriate Fire
Life Safety and ventilation requirements and the challenge to develop a road tunnel
that would not place unnecessary burdens on the assets owner or operator over the
operating life of the project.
The desire and ultimate need for simplicity resulted in a naturally ventilated smoke
control and ventilation solution which resulted in complex aerodynamic interconnections
between the AMETI road tunnel and adjacent Panmure Rail station. The adoption of
international best practice and standards does not necessarily alleviate the issues facing
the various stakeholders, which can only be solved by a collaborative approach
involving the designer, asset owner, regulators, emergency services, other stakeholders,
and up-front clarity in design responsibility and ownership of residual risk.
2.9
Graeme Hamilton, Dunedin City Council
MBA; Dip. H.T.E; (Civil); MIPENZ (Business Management) CPEng, IER, MInstD
Graeme is Manager of Transportation Operations for the City of Dunedin, responsible
for an annual budget of NZ$68M.
He has a lifetime of experience in civil engineering, transportation planning, traffic
engineering, asset management and manufacturing. In Canada, he developed his own
transportation consulting company. Highlights included pre-planning for the 60,000 seat
BC Place Stadium, the Light Rapid Transit Sky-Train, the access and parking aspects of
World Expo 1986 with up to 200,000 visits per day, and providing technical advice to
a major Canadian parking company.
Graeme was Vice President of the Canadian Executive Board, of the Institution of
Transportation Engineering, and a Fellow of ITE.
He is a Member of the Institute of Directors and has held directorships on the Boards of
Simon Fraser University (Cda); Waikato Technology Park (NZ), The Dairying Research
Company (NZ); and Network Waitaki Ltd (NZ).
The Road to the Rugby World Cup in Dunedin
The RWC timetable set non-negotiable deadlines for the completion of a new 30,500
seat covered Forsyth Barr Stadium, and an adjacent 1.2km link road scheduled to
become a State Highway at a total project cost of $24.7M.
Part completion was not an option!
The Stadium Project received DCC approval in February 2009 with a target completion
date of early August 2011. DCC Transportation Operations came on board in
September 2009.
While the challenges were significant because of geotechnical and structural issues, the
biggest undertaking the team faced was the need to deliver a 36 month task in under
21 months. The roading contract including a bridge was let in June 2010 and remained
on the critical path for its entire construction.
Over and above the DCC’s other roading commitments, this project pushed staff
resources to the limit and required careful management to take account of burn-out and
stress issues.
The team developed a ‘can do’ attitude and, with effective communication along with
the skill of ‘thinking on their feet’, achieved rapid decision-making which became a
hallmark of the project’s success.
The project was successfully delivered in early July 2011, and the rest is history!
2.10
Luke McCarthy, GHD
Luke is a Senior Project Manager with GHD. Having spent a considerable time in the
far north of New Zealand, Luke is only too aware of the damage caused by significant
storm events. He has delivered programmes of repair, working with multiple contractors
over the length and breadth of the network, while always looking for value and striking
that balance between risk and cost. His diverse background allows him to participate
fully from the investigation phase through to the delivery.
Flood Damage Repairs: Short term fix, medium term headache or long term
liability?
Over the past 10 years, the Northland region has been hit by significant “weather
bombs” causing widespread damage and disruption. Approximately $100M has been
spent fixing and reinstating various networks to a reasonable level of service. The
social, economic, environmental and cultural costs can be significant and even run over a
number of years.
We cannot avoid Mother Nature; we are an island nation subject to all too frequent
ferocious and sudden weather that emanates from within the Tasman Sea and Pacific
Ocean. Through the application of whole of life design and the amalgamation of
engineering skills and innovation, we can sensibly and practically account for today’s
damage tomorrow.
This paper will discuss the good, the bad and the downright ugly side of the
management of flood damage, before and after the event, and look at ways to bring
about a sustainable approach to the short term fix, while minimising medium term
headaches, and addressing long term liability.
2.11
Suman Khareedi, Sue Evans and Henry Crothers, Opus
Suman is an experienced engineer and a project manager having worked for over 19
years on a variety of major infrastructure projects in three waters, roading,
infrastructure for remote communities, land development, landfill management, industrial,
and other civil engineering projects in New Zealand, Australia and India. Suman is highly
experienced in construction management and preparation of contract documentation.
Suman played key roles as a project manager in the Sewer Separation in Park Road &
Grafton and as a stormwater designer in the Northern Busway Southern sector &
Esmonde Road Interchange projects. He is currently project manager for the Daldy
Street and Halsey Street Urban Design project.
Delivering sustainable streets, challenges and opportunities in a brownfields
redevelopment site
Auckland’s Wynyard Quarter is New Zealand’s largest urban renewal project. This
area will ultimately become a high-profile, high-usage public space alongside offices,
retail outlets, fishing, marine, and accommodation facilities. A key objective of this
project is to integrate sustainability into design, development and operation of each of
the precincts that form part of the Wynyard Quarter.
Developing this area in a demonstrably more sustainable manner than is currently
typical meant overcoming a number of challenges. Key among these was converting an
industrial landscape on reclaimed land into a sustainable urban precinct within budgets
more-appropriate to a greenfield site. The creation of new prime real-estate also
severely limited the footprint available for delivering Waterfront Auckland’s vision for
an environmentally responsible development.
The Daldy Street redevelopment is a key project in the renewal of the Wynyard
Quarter. This paper describes how the Daldy Street Linear Park and Daldy Street were
used as a vehicle for delivering on sustainability objectives, not only from a technical
perspective but also from an urban design perspective. The paper also outlines how
urban design considerations can transform road infrastructure typically aimed at
transport and stormwater into positive features where the public life of the city is
played out, and where people enjoy walking, cycling, shopping, lingering and playing.
3.1
Gerard Cleary, Waimakariri District Council
Gerard as Manager Utilities and Roading at the Waimakariri District Council has
overall responsibility for the districts utilities and roading services and assets. He is a
Chartered Professional Engineer and has extensive experience in planning, design,
construction and asset management of public infrastructure in New Zealand.
Infrastructure Recovery Following the Canterbury Earthquakes
This presentation is an overview of the way Waimakariri District Council followed on
from the immediate response to the Canterbury earthquake series. It covers the
challenges of preparing for a complete rebuild of earthquake damaged areas of
Kaiapoi through to red zoning and planning for the government buy out in this area.
The district is also preparing to service unprecedented rapid growth in greenfields
development due to the demand for housing from red zoned areas in Kaiapoi and
Christchurch.
The successes, lessons and future challenges in recovering from this series of events will
be covered in the presentation.
3.2
Dr Andrew Tait, NIWA
Andrew is a Principal Scientist with NIWA’s National Climate Centre (NCC). He leads
and manages multi-year multi-organisation research contracts and interacts with internal
and external modellers and assessors of climate data and related impacts. He
specializes in climate change impacts and adaptation research, spatial interpolation
methods of climate data and the application of GIS and remote sensing tools for climate
analysis. Andrew oversees the provision of relevant up-to-date climate information on
the NIWA webpages and acts as a NCC liaison with the media. He also fosters and
promotes effective end-user communication of climate science and its applications.
Andrew is a lead author of the Australasian chapter of the IPCC Fifth Assessment Report.
The Climate Change and Urban Impacts Toolbox
New Zealand needs communities that are resilient to climate change and the hazards
that come with it. Urban environments are particularly vulnerable to extreme weather
and flooding events (including coastal storm surge). The "Impacts of Climate Change on
Urban Infrastructure & the Built Environment Toolbox" will help city, district, regional and
central government identify opportunities and reduce the impacts of climate change.
The Toolbox follows a science-based risk assessment process and demonstrates methods
of identifying adaptation options and evaluating their benefits. The central purpose of
the Toolbox is as a fundamental reference for councils who are undertaking analyses of
the potential effects of climate change on their city. It describes an end-to-end
evaluation process of:
 Understanding the issues
 Assessing the likely hazard (or change in the hazard)
 Indentifying the risks
 Evaluating options and their costs & benefits
 Using the tools and improving practice
Each Tool is a stand-alone document, designed to help the user with a specific task in the
evaluation process. Some Tools provide information and guidance, while others describe
models or approaches for estimating impacts and dealing with uncertainty. Wherever
possible, worked-through examples are provided as well as critical sections on data
needs, model assumptions and limitations.
The Toolbox can be viewed at http://www.niwa.co.nz/climate/urban-impacts-toolbox
3.3
Steven Pearce and Corinne Marsh, City Care Ltd
Steve is City Care’s contracts manager for facilities management, where he has been
responsible for the successful renegotiation of its most significant contract, as well as the
addition of a number of new clients to City Care’s FM portfolio. Originally trained as a
cartographic and building surveyor in the UK, he has over 20 year’s experience in the
industry and was involved in the establishment of the third and fourth order GPS
network. Since relocating to NZ 12 years ago, Steve has been extensively involved in
asset management in a variety of roles throughout the country and has been with City
Care since 2003. He is a member of FMANZ.
How would you stand up? An FM response to the Canterbury earthquakes
From the first moments following the September 2010 earthquake through to the present
… this paper looks to show the initial response and subsequent interaction between a
variety of clients and a facility management service provider across multiple, and very
diverse, property portfolios.
It poses these questions:
 How prepared are you?
 What factors should you consider when developing or reviewing your
emergency plan?
 How strong are your current contractual relationships?
 What would you face in these exceptional circumstances?
 How did the contractual relationship fare – what has been done to mitigate
risk?
 What changes were made to levels of service?
We will consider the challenges encountered in trying to re-establish operations and
maintenance to multiple property portfolios, affected in a variety of ways – some of
which provide critical services to the people of Christchurch.
We will outline the types of inspections and checks developed, as well as review the
importance of wider relationships, and the problems encountered in trying to procure
and operate in a new and very different environment.
We will also look at how insurance is impacting the repair and reinstatement process,
and what has changed from the initial thinking after EQ1 to today’s more considered
approach.
3.4
Dr Theuns Henning, The University of Auckland – Seosamh Costello, Michael Tapper
Dr Theuns Henning is a senior lecturer at the University of Auckland, specialising in the
areas of Asset Management and Pavement Design. Theuns received his ME
(Transportation) from the Univesity of Pretoria, South Africa. He has completed his PhD
at the University of Auckland and was a holder of the Foundation for Research Science
and Technology Bright Future Scholarship. He has also been involved in the nationwide
implementation of Pavement Management Systems (dTIMS) in New Zealand since 1999.
He is still managing the dTIMS project in NZ on behalf of IDS Ltd.
Telling an effective story – Having a complete understanding of current network
condition performance
NZTA has been using performance indicator analysis and Levels of Service (LOS)
reporting for some years to assist with funding allocation, monitor the application of
funds and ensure they are spent appropriately. Undertaking performance reporting
assists in the funding decision process by utilising:
 Trend monitoring. Are the indicators showing network ‘health’ of an authority
declining or improving and,

Benchmarking/relative comparisons. Trend monitoring by itself cannot
establish appropriateness of funding levels. Benchmarking against similar
networks gives a comparison of relative performance.
The current indicators however struggled to give an absolute measure of spending
efficiency or network health i.e. was the network in good health or at risk.
This paper presents the outcome from a NZTA research report that included a complete
review of the current performance framework. It assessed the limitations to current
performance measures such as Surface Condition Index (SCI), Smooth Travel Exposure
(STE) and Pavement Integrity Index (PII).
It also introduced new performance measures including Structural indices (Si), Rutting
index (Ri), Longitudinal Profile Wave Lengths and a Failure Risk Index. The value of the
performance framework is demonstrated using a network level example. This paper will
be of value for all roading asset managers, as it provides a framework for condition
performance monitoring that could be applied at the local and national level.
3.6
Richard Lester, MWH – Peter Thomson, Steve Markham, Mark Tregurtha and Susan
Edwards
Richard is a water and waste engineer with over 20 years experience in design,
planning and project delivery. He has been the programme manager for Tasman
District Council’s 3-waters programme and assisted Council prepare updates of the
activity plans four times. Richard project managed the Council’s growth demand and
supply model project and helped link the outcomes to the activity management planning
process.
A Practical Approach to Forecasting District Growth Demand and Supply
A fundamental building block of a Council’s strategic planning is a growth forecast.
Population and economic growth drives:

demand for urban development and infrastructure

rates revenue growth

development contribution income
Out of the GFC, changes to development patterns have created havoc for revenue
streams and capital programmes. We can’t foresee the likes of the GFC, but we can
take a rational approach to provide forecasts of both growth that stand up to scrutiny.
This presentation will overview how Tasman District Council has achieved this by:
 using the best available data for population and economic growth, and
physical develop ability
 providing a framework to compare the opportunities/benefits of growth
supply against the risks/constraints at a small area level, and from that
build up to an assessment of the growth supply capacity
 matching the growth supply opportunities to the population and economic
projections to get a temporal and spatial supply forecast of development
 collating the institutional knowledge that resides in the collective brains of a
range of specialist staff across Council
 using the outcomes to identify plan changes, infrastructure creation and
Council revenue forecasts.
It will also discuss benefits of this approach including a consistent, structured basis for
forecasts; an auditable, peer reviewed process and an outcome that has crossorganisation involvement, buy-in and use.
3.7
Ray Firth, MWH and Gary Clark, Tasman District Council
Ray is a Client Service Manager with MWH NZ Limited. His role is to foster the
relationship between the groups in MWH providing services and the client, Tasman
District Council. Ray reviews outputs to see that cost effective solutions that meet the
client’s needs are being delivered. Ray has an extensive background in transportation
and bridging having worked for several consultants and local authorities within New
Zealand.
Acceptable and affordable flood management for Motueka community
The existing stopbanks, built in the 1950’s, on the lower Motueka river provide some
degree of flood control for the Motueka community.
As part of the consultation for the current ten year plan Council agreed to undertake
investigations and follow a process that would take account of the balance between
what is an acceptable level of risk, versus what the community can afford.
This paper will outline and discuss the key parts of the processes used to enable the
Council in conjunction with the community to select an appropriate solution for flood
control of the lower Motueka river including:
 A formal consultation process that is robust and complies with the Local
Government Act
 Understanding the river hydrology and hydraulic modeling for possible future
events
 Understanding the past and likely future performance of the existing banks
 Developing a trusted and open discussion with the community on the
perceptions held around flood protection
 Assessment of flooding risks and costs
 Deriving the benefits, costs and residual risks of each option including the status
quo.
 Informing and obtaining meaningful feedback from the community
 Developing a sustainable solution with the community
 Flood risk and funding models
3.8
Megan Schlotjes, The University of Auckland
Megan Schlotjes graduated in 2009 with a Batchelor of Engineering (honours) with first
class honours from the University of Auckland. She was a senior scholar throughout her
undergraduate and is currently in her final year of her PhD, which is being jointly
supervised between the University of Auckland and the University of Birmingham in the
UK. She is a holder of the U21 scholarship and the University of Auckland Doctoral
scholarship. Her topic is in predicting the probability of road pavement failure.
Knowing your risk envelope – an enhanced understanding of the health of road
networks – Megan Schlotjes and Theunis Henning
Asset managers are continually challenged with managing the demand with the capacity
of the road network, along with the financial pressures from budget restraints. With an
increasing demand on popular road routes, from both the number and weights of heavy
vehicles, it is necessary to assess and quantify the changes in the risk profiles of the road
networks. Quantifying the failure risk on a network will facilitate appropriate and timely
maintenance, and the shifts in the risk profiles will aid the asset manager determining
the overall health of the road network.
This paper presents the results from a developed failure risk index that assesses the
failure risk profile of the network. The use of the risk index is demonstrated on a local
New Zealand road network, where changes in the environmental and/or traffic factors
show a shift in the risk profiles. This risk tool can define the portion of the network with
the likelihood of failure and where the asset manager should intervene to ensure the
network remains functional for the user.
3.9
Jill Harrison, MWH
Jill is the Practice Lead for Program Consulting for MWH in the Asia Pacific region. Jill
brings over 12 years’ experience working in the fields of engineering and management
consulting in New Zealand, Australia and the United States. Her experience in program
and project management includes managing and coordinating projects involving a wide
geographic spread of both client and consultants. She has worked specifically on tools
and process to support program development and delivery, and in recent times applied
these skills during the Hurricane Katrina recovery work in New Orleans and in the
aftermath of Canterbury earthquake.
Catching it at the top of the cliff: What can local government learn from the
insurance experience in Canterbury
MWH in conjunction with Mainzeal Construction has been assisting one of New Zealand’s
leading insurers with recovery for its affected Canterbury residents. In the immediate
aftermath of the devastating earthquakes in Canterbury, access to information was
crucial in focussing our response efforts.
Since then the volume of requests from multiple organisations requiring on-going
information has only increased. This paper explores the data and information
management issues and highlights key learning’s that local government can apply now
to improve day to day operations and future-proof itself for extreme events.
The paper will explore the idea of Data versus Information and pose key questions for
organisations to challenge themselves against:
 Do we really know where all our data is held – in what systems, in what
format?
 Do we have the institutional knowledge to access data in times of urgent need
and convert it to useful information?
 Are we flexibility to the needs of various parties who require information?
The paper will also offer thoughts and ideas on how local government infrastructure
providers can respond to these challenges in a way that is not only reserved for times of
extreme events, but improves the overall ability to meet its levels of service goals.
3.11
Dave Palmer, MWH Ltd
Dave recently joined MWH from a Senior Asset Manager role in NZTA and prior to that
twenty years in the forest industry. As such he brings a perspective to raoding,
encompassing experience as a road builder, commercial user and asset manager.
Funding Austerity – What does it mean? What do we do?
By fixing annual funding for the next three years at 2011/12 levels, the New Zealand
Transport Agency (NZTA) has set a significant challenge to the managers of its roading
and structural assets. Looking further ahead, funding from 2015/16 onwards is
projected to increase at about three percent per annum adding to that challenge.
Funding ‘austerity’ forms the backdrop to the Ministerial Taskforce and NZTA’s own
Project Headway Maintenance and Operations review and this paper doesn’t seek to
report on that initiative. Rather, it is intended to stimulate thinking around the value that
can be added and results that can be delivered out on the networks by professional
asset managers to meet NZTA’s key customer values. It will also explore the
opportunities that constrained environments ‘encourage’ us to discover.
Speaking from experience gained as a client and a consultant, the presentation will
consider how well we understand what road users (our ultimate customers) want in terms
of levels of service and how well we relate those needs to the technical performance
parameters we contractually specify and measure in contracts and Annual Plans. It will
also consider whether these desired service levels can be addressed within constrained
budgets or whether alternative strategies are required.
3.12 Bryan Pidwerbesky, Fulton Hogan
Dr Bryan Pidwerbesky is General Manager-Technical at Fulton Hogan, responsible for
the company’s technical strategy and staff. In addition to his management role, Bryan
provides specialist advice on asset management, pavement design, materials and
deterioration/performance modelling.
Prior to his current position he was Chief Executive, NZ Pavement & Bitumen Conrators’
Association (predecessor to Roading NZ), 1998 to 2000 and Senior Lecturer/Lecturer in
Civil Engineering, University of Canterbury, 1986 to 1998.
Pavement Resilience during Seismic Events
In September 2010, pavements in Christchurch and surrounding areas were disrupted by
a 7.1 magnitude earthquake which caused significant liquefaction and slope stability
issues. Some of the larger aftershock epicentres that were located closer to
liquefaction-susceptible areas in the city have caused more damage in the ensuing 14
months.
This investigation was requested by the Stronger Canterbury Infrastructure Rebuild Team
(SCIRT) and carried out in July - October 2011 to assess the performance of various
pavement structures used in Christchurch. The objective was to identify the best
performing/most resilient pavement structure designs to adopt for the rebuild. The
investigation included site inspections, laboratory testing, and canvassing maintenance
contractors, Christchurch City Council, NZTA and consultant engineers to ensure that the
investigation included all relevant issues.
Following comprehensive site inspections all over Christchurch city and detailed analysis
of data and photographs, five main failure mechanisms caused by the seismic events
were identified. These different mechanisms are explained in the paper. The paper also
summarises the results and conclusions of the investigation.
3.13
Veenay Rambisheswar, Auckland Transport, John Vercoe and John Starr, Downer
John is our Technical Manager for Bitumen, Polymer & Asphalt based at our new facility
in Tauranga.
He has over 15 years experience covering all aspects of asphalt, chipsealing, bitumen,
polymer modified bitumen & emulsion performance. John has advised on
bitumen/binder selection for asphalt applications in most countries throughout Asia and
has been involved in the development of new modified binders in France. He
wasprevuiously chairman of the Austroads Research Reference Group for bitumen &
modified binders. This group wrote the Austroads Specification for bitumen & modified
binders for Australia and New Zealand.
A Collaborative Solution for Extended Pavement Life
Auckland’s traffic volumes are increasing year on year yet local authorities are
becoming increasingly pressured to cut maintenance spend with an objective to increase
value for money. There is a growing need for the pavement on Auckland City’s busiest
arterial roads to outperform historical lifecycles with an affordable solution that meets
current levels of service.
Auckland Transport and Downer collaboratively undertook a comprehensive research
and development programme to provide a proprietary asphalt solution that would
demonstrate significant performance improvements in both deformation and fatigue
resistance. Having a mix type that can perform to both these testing modes of failure
was the biggest challenge.
Auckland Transport have worked closely with Downer providing funding towards
developing innovative polymer modified asphalts and provided opportunities on their
network where the product could be tested. Some of these sites carry up to 50,000
vehicles daily with the highest concentrations of heavy vehicle loadings in the county.
This paper will detail how a close relationship between Contractor and Client helped to
create great opportunities for innovation at a time when client spend is tight. We will
cover the research and design carried out with case studies of on-road performance
demonstrating whole of life costing.
3.14
David Jeffrey, GHD and Kerry Hollingsworth, Treasury
David is GHD’s principal infrastructure strategy consultant for the asset management
planning and finance portfolio. David joined GHD after six years with Auckland City
Council, where he was the Asset Planning Manager. In that role he was responsible for
managing the development and improvements of council’s thirteen asset management
plans across all infrastructure. He also co-ordinated infrastructure asset valuations and
managed the corporate asset accounting and capital budgeting functions within council.
Since joining GHD, David has had the opportunity to work with many other local and
central government authorities across the country and in Australia, which has enhanced
his knowledge of best practices in the industry.
Kerry is a senior analyst in Treasury’s National Infrastructure Unit. Since 2007, he has
been part of a small team charged with improving asset management and capital
investment practices in central government agencies, in line with stated government
expectations.
Asset Management in Central Government
In today’s economy, the drive to manage assets efficiently and effectively is stronger
than ever. Effective management of public assets is necessary for New Zealand to
realise its economic goals and to deliver better public services. Local government has
focused on asset management for a long period of time, but recent initiatives in central
government mean that sector is catching up fast, and in some areas starting to influence
local government practices.
In this paper, Kerry Hollingsworth (Treasury) and David Jeffrey (GHD) will present the
asset management capability assessment methodology that was developed in
alignment with the 2011 edition of the International Infrastructure Management Manual
(IIMM).
Using this methodology, GHD carried out independent reviews of asset management
practices for thirteen capital intensive public service agencies in 2011. Kerry and David
will explain the drivers behind this exercise, the thinking behind the methodology, key
findings and Treasury’s future intentions in relation to lifting asset management
capability.
3.16
Brabha Pathmanathan, Opus
Brabha is a Fellow of OPENZ, and Technical Principal in Geotechnical Engineering and
Risk and Partner at Opus International Consultants, providing technical leadership to the
geotechnical professionals in Opus. He has 29 years’ experience, including 22 years in
New Zealand in Civil, Geotechnical and earthquake engineering and risk management
for infrastructure assets. Brabha has developed strategic and systematic approaches to
the management of risk and measures to enhance resilience of critical infrastructure
through applied research and practical application to lifeline infrastructure assets.
Brabha also specializes in earthquake engineering and has been heavily involved in the
response and recovery after the 2010-2011 Canterbury earthquakes.
Lessons from Liquefaction in the Canterbury Earthquakes for Enhancing the
Resilience of the Built Environment
Liquefaction caused widespread damage to the built environment in the Canterbury
Earthquakes. Liquefaction caused widespread damage to – buildings including houses
and commercial buildings, underground utilities, and the transport infrastructure including
bridges.
Liquefaction hazard maps need to present the type and severity of ground damage, as
it is ground damage that causes widespread damage to the built environment.
Land use planning and the building regulatory framework are important to manage the
risk from geotechnical hazards such as liquefaction. The paper addresses how the
severity of ground damage can be considered in land use planning, and illustrates this
through practical examples.
Lifeline networks including underground utilities are vulnerable to liquefaction and in
particular ground damage hazards. The paper illustrates through case studies how the
resilience of these networks can be assessed, and enhanced through long term planning,
consideration of resilience in the development of lifeline network upgrades, and through
selection of appropriate forms.
Liquefaction caused significant damage to a number of bridges in the liquefied areas,
although as a whole bridge structures performed very well outside these areas. The
paper illustrates the damage to bridges and retaining walls from liquefaction, and
illustrates through case studies how the resilience could be enhanced through
appropriate design.
3.17
Tony Fisher (NZTA) and Brad Robinson (Fulton Hogan)
Tony is an Electrical Engineer, who has specialised in the maintenance sector for the last
25 years. He commenced working for NZTA in December 2008, as Alliance Director,
Auckland Motorway Alliance (AMA). The AMA is a 10 year Alliance to maintain 220km
of Motorways in Auckland New Zealand, and delivers services of approximately $60m
p.a. Partners include NZTA, Fulton Hogan, Beca Infrastructure, Opus International,
Resolve Engineering, and Armitage Systems.
Prior to this, Tony was Chief Operating Officer and a minority shareholder of Excell
Corporation Ltd, a New Zealand based company of approximately 1000 employees
who specialised in the maintenance of parks, gardens, highways, water and wastewater,
facilities management.
Prior to this, Tony was Executive General Manager of Transfield Services New Zealand
Ltd. for 9 years. During his time at Transfield Services the company went through
consistent and significant growth, both organically and through acquisition.
Tony has always had a keen interest in supporting the sectors in which he works in ways
outside of his direct role, and was a Founding Board Member of the New Zealand
Council for Infrastructure Development; a past member of the Executive Committee of
the New Zealand Business Council for Sustainable Development; a past President of the
Maintenance Engineering Society of New Zealand. He is currently an Advisory Board
Member of the Partnership Resource Centre of the Department of Labour, and is
Chairman of NZTA’s Value for Money Value add Team (VAT).
Outside of work Tony enjoys snow-skiing and surfing with his wife and young family.
Auckland Motorway Alliance
The Auckland Motorway Alliance (AMA) was formed by NZTA on 1 October 2008,
bringing together the combined skills of NZTA, Fulton Hogan, Opus, Beca, Resolve, and
Armitage to maintain the Auckland Motorways for 10 years. At time of presenting this
paper, the AMA will have almost concluded the 1st 3.75 year phase of this alliance, a
period that is referred to as TOC Period 1.
The paper will be jointly presented by NZTA employee and Alliance Director, Tony
Fisher, and Fulton Hogan employee and Delivery Manager, Brad Robinson. The paper
will summarise the achievements of the Alliance during TOC Period 1, in particular the
innovations that have been developed, many of which have now flowed out into rest of
NZTA and into the broader industry.
The paper will also focus on how the AMA has been able to take the wealth of data
that it captures, both asset and financial, and converts this into information. In particular,
how this information is then used to enable efficient operational decision making, as well
as making a significant contribution to meaningful discussions on the affordability of
Levels of Service and Forward Works Programmes.
4.1
Glen Hughes, Opus International Consultants Ltd
Glen is the Southern Regional Manager for Opus based in Christchurch. Following the
Christchurch earthquakes he toured the San Francisco Bay area in 2011 with Christchurch
City Councillors and other business delegates to study recovery in that area since the
1989 Loma Prieta earthquake. He is a member of the Professional Services Advisory
Panel to the Christchurch infrastructure alliance and a member of the Christchurch
Business Leaders Group.
San Francisco to Christchurch and beyond – observations in disaster recovery
Disaster recovery isn’t just about engineering repairs and resilience to infrastructure.
Critical factors are involved in stakeholder collaboration and transparency of decision
making to quickly rebuild business and investor confidence.
A study tour to the San Francisco Bay area by business delegates and Councillors from
Christchurch City Council in 2010 made five key observations that emanated from
recovery in that area following the 1989 Loma Prieta earthquake. These observations
are re-examined in light of progress made in the recovery and rebuild of Christchurch
with particular analysis given to partnership and collaboration of stakeholders and
encouragement of reinvestment.
A model developed by Professor Douglas Ahlers of Harvard University and presented
to the study tour delegates, defines four distinct phases of recovery based on his
research of numerous disaster recovery efforts including New Orleans and Kobe.
Progress on the Christchurch rebuild is compared to the recovery phases of the model
and assessments made of the issues as they relate back to the five key observations.
4.2
Renee Murphy, Opus International Consultants Ltd
Renee has eleven years experience, working in both public and private sector
organisations in New Zealand and the United Kingdom. She spent three years working
for a London Borough in its strategic planning and policy team, assisting with the
development of its first Core Strategy spatial plan. Renee was responsible for drafting
a number overarching policies, as well as leading development of policy for one of six
key growth areas focussed around a major town centre in the borough. Renee also
undertook the sustainability appraisal/strategic environmental assessment of entire
spatial plan, which has given her insight into the positives of this planning approach.
Spatial Planning – A New Way Forward for New Zealand or a Leopard with
Different Spots?
The term Spatial Planning is being bounced around as the latest buzz phrase and a way
forward to align planning and infrastructure delivery within local government. But what
exactly is spatial planning? What are it’s implications for the future of New Zealand’s
delivery of growth? How does it differ from Master Plans, Structure Plans and Long
Term Plans?
Spatial planning has been a key part of the United Kingdom’s planning system since
2004. Since then, local authorities have grappled with what it means and what they
should deliver to fulfil their strategic planning requirements for delivering growth,
including long term infrastructure planning through an Infrastructure Delivery Plan. With
first hand experience in the preparation of a spatial plan, some insight into the process
of developing a spatial plan can be offered.
This includes where to start when preparing a spatial plan, when the community could
get involved and what supporting information is required to develop a spatial plan that
decision makers can easily implement, and stakeholders can understand why it is being
implemented. An exploration will then be made on how the Spatial Plan can be
implemented, including through District Plans, Long Term Plans, Annual and Asset Plan
processes.
4.3
Dr Grant Hewison, Kensington Swan
Grant acts for local authority and developer clients on a variety of local government
and resource management matters.
Prior to joining Kensington Swan, Grant worked as a Senior Manager in strategic,
economic development and environmental roles at both Auckland and Manukau City
Councils, giving him an excellent understanding of the local government environment.
Grant also has a PhD in Law from Auckland University on the Local Government Act
2002.
Environmental Prosecutions
Often in emergencies, contractors can be exposed to a breach of environmental laws or
relevant resource consents. What can be done to mitigate or avoid those risks?
Against this background, the Government increased penalties and sentences under the
Resource Management Act 1991 for environmental offences. The maximum fines for
prosecutions were originally set in 1991 at $200,000, and had not been changed since
the RMA came into force.
The RMA was therefore amended in 2009 to raise the maximum fine for companies to
$600,000 and for individuals to $300,000. In other words, the potential fine for
corporate defendants has trebled and, for individuals, been raised by 50%. Early
indications from Court decisions are that fines are rising significantly to reflect the
increase in penalties.
In addition to fines, there can be a number of other consequences for business as a result
of conviction for environmental offences. Firstly, there can be remedial and cleanup
costs. These can stretch into hundreds of thousands of dollars for a major contamination
incident, and although these will often be covered by statutory liability policies, it can
be a significant cost for a company to carry before insurance claims are processed and
approved.
There can also be significant indirect costs. Tenders for major civil works contracts will
often include, as an evaluation attribute, details of any previous environmental
offending. In a closely contested tender, a poor environmental track record could tip
the balance in favour of other contractors.
Another issue is that directors or managers of companies can be personally liable for
RMA offences. The Courts have held it is not acceptable for directors and officers to
adopt a passive role in terms of environmental responsibility. Although it can be possible
to negotiate with Regional council to withdraw charges against directors in return for
guilty pleas from the main corporate defendant, this cannot be banked on and, in some
circumstances, directors and managers can find themselves personally liable.
A final point is about supervision of subcontractors. The RMA makes a head contractor
responsible for the acts of subcontractors. There are only limited defences available and
it is important head contractors take reasonable steps to ensure their own staff and
subcontractors comply with their obligations under the RMA. This might include having a
careful process for selecting the subcontractor, checking their previous record, having an
environmental management plan in place and supervising the site to the extent
appropriate. This is not to say head contractors cannot rely on the expertise of
subcontractors—they can—but they must have proper systems in place to prevent
offences occurring and ensure effective operation of them.
A minority of incidents that are responded to – fewer than 5% - end in an RMA
prosecution. Many cases are dealt with by way of warning letters, infringement notices
or abatement notices. In more serious cases, councils are also able to commence
enforcement action to require cleanup or remedial measures, and as a final resort, may
prosecute.
So what can be done to avoid risk of this kind of liability?
It is important to have a Pollution Incident Response plan and then act on it. This should
minimise the chance of pollution being caused by a spill or other incidents on site, and
could also assist in mitigating the legal liability of any subsequent prosecution.
The plan doesn’t need to be overly complicated; the level of risk of a particular project
will, however, influence the size, complexity and details of the plan.
So what information should it contain?
The effectiveness of any incident plan will depend on staff training, and people knowing
their role in the event of an incident. Ideally, training exercises should be carried out
regularly to familiarise staff with the operation of the plan and to test its effectiveness.
Records of staff training should also be maintained.
There are limited defences to RMA offences because they focus on liability. In other
words, it’s not necessary for a Council to show that there was any intention or negligence
by a person who is charged.
Where a defendant is able to show, however, that they took all reasonable steps to
prevent an offence occurring, and also cleaned up or remedied adverse effects
appropriately, this may form the basis for a defence. A pollution incident plan
appropriately implemented may therefore be a key mitigating factor in any case.
4.4
Rob Green, GHD and Erin Ganley, Horowhenua District Counil
Rob has recently re-entered local government after a six year period in the private
sector at GHD consulting to asset management clients in New Zealand, USA and
Canada. His local government roles have included periods as assent manager of roads,
water supply, wastewater, stormwater systems, solid wastes and parks and reserves.
His current position is Planning and Projects Manager at Horowhenua District Council
where he is responsible for all asset management planning and annual project delivery.
Rob holds a BE (Hons), PGDip Bus Admin and is a chartered professional engineer.
Erin has spent many years in varying roles within local government and consultancy
including contract management, asset management and activity management. Her
current role is the Wastewater and Stormwater Services Manager and is responsible for
the activity management.
Water and Wastewater Strategic Review for Horowhenua District Council
Nick Walmsley (GHD), Rob Green (Horowhenua DC – formerly GHD), Erin Ganley,
Wally Potts (Horowhenua DC)
In 2011, the Horowhenua District Council engaged GHD to assist in a strategic review of
all of its five water supply and six wastewater schemes. Previously HDC had upgraded
its schemes in a reactive mode, by being driven by consent timelines and without an
overall strategic context to guide the upgrades. The ultimate objective was to enable
integrated planning to guide long term budget and scheme development.
A project team was established including GHD and HDC staff to recommend a strategy
for developing water and wastewater schemes over a 50 year planning horizon having
regard to possible tightening in environmental standards, changes in water governance
structures, demographic changes and affordability considerations.
The project team used multi-criteria decision analysis techniques to develop a shortlist of
final options for the upgrading of water and wastewater schemes including status quo,
scheme inter-connections, out of district options and in a few instances, scheme
disaggregation.
Life cycle costs (NPV) for the preferred options were financially modelled against the
available funds (capital and operating) as foreshadowed in the LTCCP. Changes were
then made to the upgrading programme achieve a balance between affordability, and
consent renewal timelines.
The outcome has clearly indicated the issues, ranked options and a clear path forward.
4.5
Paul Hunter, MWH
Paula Hunter is MWH’s National Planning Specialist. She works nationally advising both
regional and district councils on best practice plan drafting for second generation
planning instruments. She has provided water policy advice to local government clients
on the interpretation and drafting of national policy statements, regional policy
statements, regional coastal plans, regional plans and district plans. Paula also has
extensive experience in obtaining resource consents for takes for municipal water supply
and resource consents for wastewater discharges for local authorities. She is currently
working for the Waikato River Municipal Users Group (Watercare, Hamilton City
Council Waipa, Waikato and Taupo District Councils) in respect of their appeals to the
Environment Court on Variation 6 (Water Allocation and Use) to the Waikato Regional
Plan.
Paula has a Bachelors Degree and a Post Graduate Diploma in Town Planning. She is a
Fellow of the New Zealand Planning Institute; a Past President of the Institute, a recipient
of the Institute’s Distinguished Service Award and is an Accredited RMA Decision Maker.
Securing Long Term Municipal Water Supply Consents
To ensure that councils and municipal suppliers can continue to obtain water to provide
for municipal supply to accommodate existing, and future economic and social needs of
communities, central and regional government must recognise the importance of
municipal supply. Central and regional government regulatory frameworks need to
prioritise allocation of water for critical activities such as municipal supply over other
consumptive water users.
With such privileges come responsibilities for councils and municipal suppliers to justify
the volumes of water required for municipal supply and to ensure it is efficiently and
effectively used.
Within the above context, the paper will focus on the following key requirements and
procedures that the author has been at the forefront of developing and applying in
long term municipal water supply consenting projects.
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Developing positive policy framework in Regional Planning Instruments
Ensuring robust growth projections are used to justify water volumes sought
Demonstrating efficient use of the water through mechanisms such as Water
Conservation and Demand Management Plans
Using strategic approaches in determining resource consent conditions such eg.
Stepped water take volumes
Designing towns and cities to be water efficient through District Plan processes
Case history illustrating the above
4.6
Andy Bruere, Bay of Plenty Regional Council, Peter Dine and Greg Manzano,
Rotorua District Council
Andy Bruere is the Lake Operations Manager for Bay of Plenty Regional Council. In this
role he is responsible for the implementation of the lake restoration projects on 12
Rotorua Lakes and also coordinating the Water Quality Technical Advisory Group. This
group includes representatives from a number of CRI’s as well as Professor Hamilton
from Waikato University.
The Value of Waste Water Treatment in Lake Restoration: The Rotorua Lake
Restoration Programme as a case study.
The protection and restoration of 12 lakes within the central north island of New
Zealand is a $200M project between the partners of Bay of Plenty Regional Council,
Rotorua District Council and Te Arawa Lakes Trust (The lake bed owners). Plans have
been formulated to address the restoration of the 5 most degraded lakes and
interventions implemented to commence the programme. Common urban and rural
perceptions tend to expect a focus on either sewage or land use management to resolve
the problems, and past experience has shown this can lead to inappropriate solutions
and delayed recovery. For the Rotorua Lake Restoration Programme a well-managed
science team has enabled planners and engineers to design tailored recovery plans for
each of the first 5 lakes including innovative projects that are aimed at delivering water
quality improvements expected by the community. Community sewage treatment has
formed part of the restoration programme but is only one of the successful techniques
applied to achieve lake recovery.
4.7
Clynt Ringrose, GHD
Clynt is an urban designer and landscape architect. His broad technical skill base is put
to use as a senior member of GHD’s Spatial Design Team on projects across New
Zealand and Australia. He has gained a wide range of landscape architectural and
urban design experience working for top New Zealand design firms through involvement
in projects from masterplanning to public space design, and landscape architectural
projects in the education, health, commercial, residential, cultural and civic sectors. Clynt
is passionate about creating resilient and adaptable, pedestrian scaled, urban spaces
which integrate positive environmental outcomes, enhancing the human condition and
experience.
Rebuilding Resilience through Community
The term resilience has varied definitions and applications. Generally it can be defined
as the capability to anticipate risk, limit impact, and bounce back rapidly through
survival, adaptability, evolution, and growth in the face of turbulent change.
Recent global events have tested the resilience of many urban areas, and in some
cases, have revealed the dormant resilience of some communities. In other cases it has
revealed that in many situations our own built infrastructure has significantly reduced
resilience by compounding the effects of catastrophic events.
Often it is the ability of localised communities to respond to change that defines the
resilience of cities/nations. This paper will explore community driven, or bottom up
resilience - localised resilience on a national scale using two international examples.
With the collapse of the Soviet Bloc, Cuba and North Korea faced significant and rapid
economic disruption and resource shortages. The contrasting ability of each country to
absorb this change reveals the importance of community level resilience and suggests a
range of strategies for improving a nation’s resilience at the community level.
Appropriate strategies will be discussed with relevance to the New Zealand context.
4.8
Kym Williams, BRS
Kym Williams has developed extensive knowledge of the infrastructure industry through
his role as the General Manager for SA and WA for Parsons Brinckerhoff from 2007 –
2009 as well as holding previous roles in local government in the area of contracted
and operational services.
Following his role at PB, in 2009 Kym established BRS, operating as Managing Director.
BRS is a fast-growing South Australian owned consulting firm, specialising in improving
the performance, saving money, managing risk and the development of the people
element of their clients’ businesses.
Key client industries of Infrastructure, Government and Mining are more specifically
provided with services in relationship contract coaching and collaboration services,
business improvement and strategic planning development, project management,
commercial services, risk management and solutions around cultural leadership and
team development.
Designing and Delivering High Performance Outcomes on Major Infrastructure
Projects
This presentation will provide an insight into how to successfully set up and sustain high
performance on major infrastructure projects. Key Result Areas, high performance plans,
diagnostic tools and system and process design are just some of the key enablers to high
performance that will be discussed. Learn how you can successfully define, plan and
prepare your projects in this session through practical examples and processes that
allow this to be achieved. Further, some case studies, areas of application and measures
of progress will form the basis of the presentation.
This topic will cover;
The importance of high performance on major infrastructure projects and
provide practical examples and processes that allows this to be achieved,
including;
Developing and measuring Key Result Areas to ensure accountability
Implementing an effective High Performance Plan and monitoring methods
Implementing systems and processes that are geared for collaboration and
efficiency
- Diagnostics, and how this constructive feedback can be used to coach leaders
on major infrastructure projects
5.1
Gary Allis and Peter Watson, Western Bay of Plenty District Council
Gary has been the Group Manager Engineering Services at Western Bay of Plenty
District Council for six years, responsible for infrastructure (transportation, three waters,
reserves and facilities, property, development engineering, emergency management).
Previously Senior Manager in a variety of roles at Waikato District Council. Branch
Chairman and Executive member of the Society of Local Government Managers. Gary
has been a member of Ingenium throughout his career, commencing in the 1980’s as
Branch Secretary of the Northern Branch of the Association of County Engineers.
TECT All Terrain Park – Infrastructure Planning and Development
The TECT All Terrain Park has been jointly developed by Western Bay of Plenty District
Council and Tauranga City Council as a 1640 hectare sub regional All Terrain Park
catering for a wide variety of activities. In particular activities that have been
displaced through reverse sensitivity issues.
The Park was created as part of the Joint Council Sub Regional Parks Policy in the early
2000’s with initial land purchased in 2004.
The Park planning and development has been an integrated project that has utilised
skills from a wide variety of disciplines including recreation planning, Resource
Management Act Planning, legal, reserves and facilities management, infrastructure
planning, engineering and community engagement with leadership and professional
input from Council staff and Politicians. The Park development was complicated by the
Resource Management Act, New Zealand Transport Agency, forestry cutting rights,
Emission Trading Scheme implications, funding, joint ownership, changing demand and
user group expectations.
The Park has had an investment of over $10 million and is the home or proposed
location to a wide range of clubs and activities including:
 Motorsport – rally cars, drag racing, jet sprints, radio controlled cars
 4WD vehicles
 Motorcycles
 Radio controlled model aircraft
 Shooting; centre fire ranges, pistol range, clay-bird range
 Walking
 Mountain bilking
 Equestrian
 Commercial activities – Adrenalin Forest high wires course
 Commercial forestry.
This paper and presentation will describe the vision, physical layout and constraints of
the Park, the planning processes the challenges, opportunities and the current projects
and the challenges of integrating the professional disciplines, the political vision, and the
user group expectations into this outstanding Park. The presentation will conclude with
the current status and future development of the Park.
The New Zealand Recreation Association in November 2011 awarded the TECT All
Terrain Park the Outstanding Park 2011 Award.
6.1
Duncan Halliwell/Sarah-Lee Stead, Kensington Swan
Duncan Halliwell and Sarah-Less Stead are senior lawyers in Kensington Swan’s
Infrastructure Procurement and Health and Safety team, who advise both the public and
private sectors on procurement processes for projects of all scales
Big Wins from Little Things – How small changes to procurement processes can reap
significant advantages
The introduction of the new procurement manual by the NZTA has encouraged local
councils to think more expansively about their procurement procedures. As well as large
scale decisions such as the most appropriate procurement model to use, some local
councils have greatly benefited from simple small scale changes that have had a major
impact on the value of their procurement. The paper will examine a number of
examples of these simple innovations, and look at a number of other areas where such
innovations would be beneficial but are not currently being pursued.
Areas that will be discussed include:
 quality attributes and how some councils are moving towards more bespoke
attributes for their individual projects.
 health and safety, and how the procurement process is and is not protecting
councils from their obligations.
 tender conditions and where councils are achieving significant value by
deviating from standard positions
 the restrictions on managing commercial issues and the value of removing them
6.2
Greg Manzano, HYDRUS Engineering Consultants
Greg is the general manager of HYDRUS Engineering Consultants and has been
involved in the implementation of significant water and wastewater infrastructure
projects in Asia, Middle East and New Zealand over the last 30 years.
Greg is a Chartered Professional Engineer and an International Professional Engineer
(NZ). He is also a Member of the Institution of professional Engineers of New Zealand
(MIPENZ).
Developing Sound Procurement Decision for the Rotorua Membrane Bio Reactor
Rotorua District Council (RDC) has substantially completed the latest upgrade of its
Wastewater Treatment Plant. The upgrade involves the construction of a Membrane Bio
Reactor Plant which will run in parallel as a sidestream to the existing Biological
Nitrogen Removal Plant. The upgrade work includes the installation of membrane filters
and supporting equipment such as blowers, screens, aerators, diffusers, pumps and all
associated controls.
RDC has decided to procure the different equipment through a NZS: 4911 contract and
have them installed through a NZS: 3910 contract through a client provided engineering
design. This approach enabled RDC to procure the best equipment for the purpose at a
competitive price.
The above approach however brought numerous procurement and contractual
challenges, such as establishing the delineation of performance responsibility between
the designer, supplier and installer, and ensuring that these are effectively dealt with in
the finalization of the specific contracts.
This paper will outline the process that RDC went through in developing the procurement
strategy for all the works equipment to ensure that RDC is not exposed to unacceptable
risks, contractual issues are dealt with effectively and that the completed project
delivers the set results for RDC ratepayers.
6.3
Caroline Boot, Plan A
As a teacher and Associate Principal n the early 1990s, Caroline was involved in
implementing the NZQA Qualifications framework; and completed post-graduate
research in best practice Assessment and Evaluation within the Secondary Education
system.
With an MBA with Distinction under her belt, she founded Plan A, New Zealand’s
professional tender specialist company, in 1998. Since that time, the company has
written thousands of tenders for a wide range of industries; and has initiated training
programmes in both tender response writing and tender evaluation.
The experiences within evaluation in our education system have been critical to
Caroline’s drive to make tender evaluation and responses a simpler, and less costly,
process – that is aligned to the factors that differentiate best value.
Today she will share some of the insights and methods that have cut significant time and
costs out of tendering in a Local Authority environment.
Perhaps more importantly, she will give us a good understanding of how tender
evaluation processes can deliver infrastructure procurement decisions that deliver better
value for public money.
Value for Money Starts with Clever Buying
Procurement Tools that give you Budget Edge
With every infrastructure dollar stretched to the limit, clients are taking a long, hard look
at their procurement processes. While debate rages around ideal delivery mechanisms
and complex contractual structures, some organisations are focusing on the basics.
 How well do our procurement processes identify and select the best Value for
Money options?
 Is the process of seeking and evaluating tenders efficient?
 What can we learn from other assessment and evaluation models in the public
sector?
This paper explores emerging tender assessment methods that have seldom, if ever,
been applied to infrastructure tenders. It describes tools that substantially reduce
evaluation time and costs; better align purchasing decisions to client priorities; and save
significant time and money for tender respondents.
Client organisations who want to boost the Value for Money delivered through their
purchasing processes will be introduced to a toolbox of practical solutions that have
been proven in a NZ Local Authority environment.
Consultants and Contractors who want to stay ahead of their game in tendering will
learn how to respond to tenders in a manner that makes the most of this emerging era in
procurement.