EMERGING TECHNOLOGYPAGE 4

SECOND QUARTER 2016

EVOLVE

© 2016 WSP | PARSONS BRINCKERHOFF All rights reserved.Published March 2016 Level 27, Ernst & Young Centre 680 George Street Sydney NSW 2000

To update your details or provide feedback, please email anzcontact@pbworld.com

www.wsp-pb.com

FOLLOW US:

ABOUT USWSP and Parsons Brinckerhoff have combined and are now one of the world’s leading engineering professional services consulting firms. Together we provide services to transform the built environment and restore the natural environment, and our expertise ranges from environmental remediation to urban planning, from engineering iconic buildings to designing sustainable transport networks, and from developing the energy sources of the future to enabling new ways of extracting essential resources. We have approximately 34,500 employees, including engineers, technicians, scientists, architects, planners, surveyors, program and construction management professionals, and various environmental experts. We are based in more than 500 offices across 40 countries worldwide.

06 | CREATING LIVING BUILDINGS

10 | AUTOMATED VEHICLES FROM HYPE TO HAPPENING

04 | EMERGING TECHNOLOGY

14 | REVOLUTIONISING HEALTHCARE THROUGH TECHNOLOGICAL INTEGRATION

18 | A STRATEGIC APPROACH TO SMART CITY IMPLEMENTATION

28 | HOW CONVERGING TECHNOLOGY IS ENABLING SMARTER PROJECT DELIVERY

30 | A PRIME CANDIDATE FOR TERMINAL DEVELOPMENT

34 | THE LOGAN PLANNING SCHEME INTERACTIVE MAPPING TOOL

22 | SMART TRAFFIC MANAGEMENT SOLUTIONS

24 | SUPPORTING A CHANGING WORKPLACE

3

EMERGING TECHNOLOGY The pace of today’s technological change is unlike anything we’ve experienced before. The past few decades alone have brought more change than the industrial age. This provides us with a wealth of challenges and opportunities.

4

In a world where billions of people are connected via technology, our connectivity is transforming the fabric of society. In our increasingly integrated world, more connections, more communication, greater functionality and entirely new sets of behaviours shape our future.

Seventy per cent of the world’s population is expected to live in urban environments by 2050. However, before we reach anything like that level of population density, our cities need to become more efficient and more attractive places to live. By harnessing technology, technical expertise and increased connectivity, we can create countless smart and sustainable solutions to transform infrastructure and address the complex challenges we face in our cities.As national and local authorities and asset owners’ work in integrated teams alongside designers, developers and contractors, we are introducing new technologies that deliver considerable savings, improved quality and greater levels of safety, health and wellbeing. By combining emerging technology and engineering expertise we are supporting healthier cities and healthier lives.

5

CREATING LIVING BUILDINGS WITH SMART TECHNOLOGY

By 2020 there will be an estimated 50 billion networked appliances and sensors worldwide. Together, they will form a vast global network of data-generating devices known as The Internet of Things or IoT. Consider the analytics already being used by social networking website Facebook to create algorithms that target individuals directly. These are based on usage patterns or smart phone technology that monitors everything we look at, for advertising tracking purposes. It is almost bizarre that this technology isn’t already being used more widely to help us understand how people who occupy buildings behave and how they use the space. When it comes to IoT, the built environment is clearly lagging behind. The closest we come to gathering and translating data into valuable information is in the area of sustainability and energy consumption. We rarely, if ever, focus on how people actually use their space or analyse movements or levels of occupancy. In the built environment, there are systems and sensors that already generate data on occupancy levels, ambient temperature, levels of daylight and energy performance. We currently use this information to design smarter and more efficient buildings for our clients – but we could be doing more with this intelligence.

Article authorDuncan Johnston Associate - Technology Systems Team Leader, Victoria, South Australia and Western Australia

Building management systems now have the capacity to ‘learn’ and even anticipate occupant preferences for light, temperature and other services, all while saving energy through targeted supply. Duncan Johnston explores recent advances in data-gathering and analysis that are opening up new possibilities for smart buildings.

By harnessing IoT technologies, we can create smarter ‘internal’ spaces that optimise environmental comfort, safety and communication, while delivering efficiency gains and cost-savings. The same data can also be used in post-occupancy evaluations to inform the future design of our buildings and building management systems. Recent advances in data-gathering and analysis are opening up new possibilities for smart buildings. Building management systems now have the capacity to ‘learn’ and even anticipate occupant preferences for light, temperature and other services, while saving energy through targeted supply.Take the humble passive infrared (PIR) motion sensor currently used to conserve energy by turning off lighting when a room is empty. If a smarter and more intelligent sensor is connected to the network, rather than to an independent control system, it can calculate how many people enter and leave a room, as well as sensing humidity levels and temperature.Suddenly the humble sensor becomes a smart device able to make decisions based on known conditional elements.

6

7

8

Through IoT, a building’s control platform becomes unified. Each system in the building is controlled by a single unified head-end, rather than having ten different user interfaces and back-end systems. This allows facility managers to access everything through one platform, so they can use a single tool to make decisions in an informed and timely manner.Another example of smart technology can be found in the outdoor public precinct facility, Yagan Square, in Perth. This is configured to allow security or event management staff to remotely monitor and control operational elements. Meanwhile, WSP | Parsons Brinckerhoff’s digital team has developed a system for VicRoads that collects transport and traffic data from sensors in the field, to provide live travel times and monitor where traffic jams are most likely to occur. This technology can and is being harnessed within the built environment, but progress is slow. As designers and engineers, we can anticipate this trend and future-proof infrastructure so systems that ‘speak the same language’ are installed. A universal standard such as Internet protocol will enable this capability. The IoT not only paves the way to creating smarter buildings, it also marks the beginning of a smarter way of providing engineering services.

We need to look carefully at commercial business decisions and drivers: What does the client really want, what makes them money and what saves them money, and how do we contribute to maximising current and future outcomes? Smart buildings often require higher levels of capital investment, so establishing trust in the technology will require us to develop a clear business case and communicate it to our clients in accessible, non-technical language. Building users also need to be educated to maximise the potential of the smart technology available to them.A cultural shift and a greater degree of information sharing are also important within the industry itself. This will enable designers and construction and technology providers to fully exploit the potential of big data and create a feedback mechanism to positively impact future design. The discrepancy between the pace of technological change and the life span of a building, (currently 30–40 years before a complete refresh is needed) is also presenting challenges that may see buildings evolve to become more ‘upgradeable’ as new technology comes on-stream. The challenge for our industry is to identify the right type and combination of smart elements that will provide our clients with the greatest return on their investment

At the Museum of Old and New Art (MONA) in Tasmania, our team integrated all of the museum’s building systems, a unified model that was one of the first of its kind in Australia. We are continuing to develop these building systems, with an integrated solution for the new Australian Embassy in Bangkok currently being designed. This will improve user interaction within the building, while lowering lifecycle and operational costs.

9

While there are challenges in preparing for driverless vehicles in our urban areas, the benefits of fully automated vehicles (AVs) are clear. For end users, there are huge wins in safety and the possibility of more relaxing and productive commuting time, while those facing mobility challenges gain a significantly improved quality of life through increased mobility. Meanwhile, for road planners, operators and industry bodies, the rise of the AV creates an opportunity to dramatically improve the fabric of our transport infrastructure and the sheer liveability of our cities.

In recent times, we have moved beyond a futuristic perspective of fully automated vehicles (AVs) to vehicles with some ‘conditional automation’ gradually being introduced on Australian roads. And with automation a hot technology button, this is just the beginning, as Scott Benjamin explains.

STEPPING INTO THE FUTURE OF AUTOMATIONAt WSP | Parsons Brinckerhoff, our involvement in a number of connected and automated vehicle projects includes a local project for the Australasian road transport and traffic agencies association, Austroads. This project involved assessing the impact of AVs on road operators while, in other global projects, we are involved in detailed trial and pilot studies. The largest of these projects was as integrator on the connected vehicles pilot study in Ann Arbour and Southern Michigan, working with the University of Michigan Transportation Research Institute (UMTRI). Program Manager (Human Factors) Debby Bezzina says the University of Michigan is working on creating the largest operational, real-world deployment of connected vehicles and infrastructure in the world.

‘Together with our partners, we are building on an existing model deployment to become the standard for a national implementation,’ Ms Bezzina says. ‘Automated vehicles will need some form of connectivity to be more effective and we see this as an important step towards full automation. We believe this work will continue to be a part of future automation.’Ms Bezzina sees user uptake as a vital factor in successful automation and connectivity. ‘The hype around automated vehicles and Google’s role has been really positive – it has brought the discussion to the dinner table so people can see what that potential future looks like,’ she says. ‘From the feedback so far, we understand that most people are not looking for futuristic-looking vehicles. They want the comfort and familiarity of their existing cars – and to feel that they will blend in, while still enjoying the benefits these vehicles bring.’

AUTOMATED VEHICLES FROM HYPE TO HAPPENING

Article authorScott Benjamin Principal ITS Engineer Transport

10

BE PREPARED – MANAGING THE IMPACT OF DRIVERLESS VEHICLESWSP | Parsons Brinckerhoff Manager of Sustainable Transportation, Lauren Isaac, believes AVs have the potential to change all aspects of mobility and disrupt public and private transport as we know it. In her paper Driving towards driverless: a guide for government agencies she argues that government at all levels must establish policies, laws and regulations to account for this disruptive technology. ‘Of utmost importance is finding a balance between guarding public safety while regulating insurance/liability and simultaneously encouraging investment in research and development of driverless vehicles and their implementation and integration into our transportation system.’ Ms Isaac says it is the government action – now and in the future – that will determine how AVs are integrated into society and if the impacts are largely positive or negative. Vehicle standards, regulation, pricing, access to transport networks and other policy influencers will sit alongside new mobility models, known collectively as ‘mobility as a service’, that will offer our society a wide range of outcomes.

Industry observers describe our brave new AV world as being either a nightmare or utopia. Which scenario plays out will depend on the potential future we see and the amount of vehicle sharing we, as future road users, are prepared to accept. For example, close to full automation and ride sharing would equal utopia, while the opposite would result in a ‘driverless nightmare’ situation.

Lauren’s research paints a picture of a very fast ramp-up of automated services. This could result in a rapid change to our transport network within the next two decades and very real issues to be considered at all levels of government and across many industry sectors (Figure 1).

Roads are designed for manual cars

Public transit is mostly AV

Auto dealers selling AVs (mainstream)

Public transit adopts AV for BRT and first/last mile solutions

No passenger services switch to AV

Freight AVs are earliest adopters

Mobility providers introduce AV

AVs on roads for testing purposes only

TODAY

% o

f AV

Pen

etra

tion

in S

ocie

ty

2020

100%

TIMELINE

Note: “Manual cars” refers to vehicles that require drivers (today’s cars).

2035 2040

Figure 111

She says AVs present clear placemaking and land-use benefits in central urban areas. Just some of those benefits are safer shared use between AVs, cyclists and pedestrians, street clutter virtually eliminated, and up to 20% more developable area gained through road-space simplification and eliminating most parking spaces.With many cities across the world looking at the concept of ‘place’ in our urban fabric, an integrated approach to land use and transport is vital. Ms Skinner believes a forward-thinking authority or development corporation could plan for an AV zone today, which could initially operate as a self-contained system within a defined area.

FUTURE MOBILITY IN THE URBAN MIXWith emerging AV technology, it will be critical to consider the huge potential disruption likely when adding future mobility to the urban mix, particularly in major cities.Some of the changes automated vehicles will bring about are more evolutionary in nature, and we are currently working with a number of road operators to explore how our existing physical and digital infrastructure and operations may need to change. The issues being tackled include:• recapturing and using road corridors and

streetscapes across our cities and suburbs• greening and de-cluttering

our road environments• forming AV-friendly or AV-

exclusive city centres • better integrating motor vehicle and

public transport interchanges, and• using motorways more efficiently.However we see the mobility revolution, one thing is clear – automated vehicles have moved from hype to happening. Are we ready for the future?

SEAMLESS, SAFE, EFFICIENT – INTO THE AV ZONEIn the white-paper Making Better Places: autonomous vehicles and future opportunities, WSP | Parsons Brinckerhoff Director Development, Rachel Skinner, in association with architect planners Farrells, creates a vision of the future and explores the potential benefits and impacts of AVs on real places in the UK – the city centre, the suburban road, motorways, and the local county town. ‘New technologies will only win widespread acceptance when they are shown to work seamlessly, safely, efficiently and affordably in existing places, using current transport infrastructure and – where appropriate – when mixed with other vehicles,’ Ms Skinner says.

12

AUTOMATED VEHICLES AND FUTURE PLACEMAKING OPPORTUNITIES Automated vehicles can influence how we re-imagine placemaking in our cities and support many positive outcomes, including:• Improving public safety, especially for more vulnerable

road-users such as pedestrians and cyclists • Creating real shared public-realm areas, as automated

vehicles have increased awareness of vulnerable road-users• Improving environmental performance in our cities –

automated vehicles could eliminate the estimated 30–45% of traffic caused by drivers looking for parking spaces

• Consolidating our city spaces – introducing automated vehicles could remove the need for on-street parking and simplify our road space, allowing us to recapture 15–20% of developable space

• Eliminating roadside clutter – no road signs, speed limits or traffic lights needed

• Reducing congestion and promoting smooth traffic behaviour.

DRIVING TOWARDS DRIVERLESS• Roadside clutter eliminated: with no eventual need

for road signs, speed limit signs or traffic lights• Reduced congestion, increased throughput

and smoother traffic behaviour• Opportunity to encourage public transport through more

affordable last mile services alongside car and ride sharing encouraging a significant shift from single occupancy travel

• With the right planning, autonomous vehicles potentially offer a better quality of life, economic growth, improved health and broader social connections. It can offer convenient and affordable mobility to all of us, regardless of where we live, our age or our ability to drive.

• Regional and state Governments will need to plan for this evolving technology, incorporating driverless vehicles into city goals (e.g. road capacity needs, policy changes, infrastructure modifications).

Scott Benjamin is the Principal ITS Engineer (Transport) at WSP| Parsons Brinckerhoff, based in Melbourne, Australia. Talk to Scott at SBenjamin@pb.com.au to find out about our automated vehicle capabilities and projects in Australia. Our automated vehicle projects will also feature in future additions of Evolve.

Lauren IsaacTEDx presentation: ‘Are we ready for driverless cars?’ Explores how automated vehicles and driverless cars may solve or create a set of new challenges on our roads.

13

REVOLUTIONISING HEALTHCARE THROUGH TECHNOLOGICAL INTEGRATION

Harnessing new technology and supporting real-time data collection from aligned systems can create a robust and sustainable future-ready level of patient care. Head of WSP | Parsons Brinckerhoff’s Technology Systems Group (Australia New Zealand) Roneel Singh talks about the vital role engineers and infrastructure designers are playing in transforming our healthcare system.

The cost of global healthcare is rising at a staggering rate. According to the World Health Organization, in 2012 almost US$6.5 trillion was spent on global healthcare – and it is the tax payer and patient who bear the burden of this cost. System and facility inefficiency and increasing costs are also reducing the standard of patient care. Time-poor healthcare professionals, extended patient wait times, an ageing demographic and a rise in the level of chronic disease has created an urgent need to transform our hospitals and healthcare systems to support patient care demands.

Our engineers and infrastructure designers are playing a key role in transforming our healthcare system by harnessing new technology and supporting real-time data collection from aligned systems. It’s an approach that puts the patient at the heart of the challenge – and the solution.

Article authorRoneel Singh

14

INTEGRATING SYSTEMS FOR REAL-TIME INFORMATION-SHARING Our healthcare system is suffering from a lack of information-sharing and data integration. Patients are waiting weeks, months and even years for specialist referrals and surgical procedures. Meanwhile, lack of access to an integrated patient database contributes to unnecessary repeat testing which causes further administrative strain on limited professional resources.At Ottawa Hospital in Ontario, Canada, healthcare practitioners have minimised these issues through an eHealth system that automates several clinical and business processes. Professionals can now access patient medical records and communicate with other healthcare practitioners in real time via a wireless network. Through a mobile application, they can readily access critical bedside patient information and share clinical results, including X-Ray scans, with patients and their families. This speed and flow of information is allowing healthcare professionals to spend more time with patients, and has reduced duplicate testing and unnecessary administrative procedures.

A recent study in Catalonia in north eastern Spain, which boasts the largest hospital network in the region, has shown that strategic alliances can significantly improve operational efficiency and patient care. This alliance model relies on an integrated regional network that connects specialists to primary care doctors, which has reduced patient waiting times, prevented unnecessary patient hospital movements and allowed for faster emergency response times. Robotic technology, enabled through data integration, is similarly revolutionising patient healthcare delivery. Humber River Hospital in Toronto, Canada, uses robots for preparing and administering chemotherapy drugs, delivering food to wards and conducting procedures such as patient scanning. In the case of chemotherapy drugs, doctors simply place an order specifying the patient’s dose and a robot prepares the prescription. To ensure the right drug is delivered to the right patient, barcodes on the chemotherapy bags are matched to barcodes on the patient’s wristband. Not only does this save time for hospital staff and patients, it also reduces the likelihood of human error and the human handling risk associated with chemotherapy drugs.

All photography courtesy of The Sydney Adventist Hospital

15

CHAMPIONS OF CHANGE In the short term, designers and consultants have an important role to play in creating infrastructure that supports technological integration. Ultimately our role as advocates for change is critical, because the capital outlay for smart healthcare infrastructure is significant, while industry knowledge about upgraded and interrelated systems and acceptance of the benefits is slow. By working collaboratively with professionals, governments, communities, ICT providers and other relevant stakeholders, engineers can act as champions for change, promoting the patient care and efficiency gains that result from early adoption. Every healthcare network or facility has vastly differing needs, making it vital to tailor solutions that work for end users. These stakeholders need to be actively involved in planning and design to support practical benefits, break down resistance to change and create meaningful outcomes. Chief Executive of Metro South Hospital and Health Service, Dr Richard Ashby, was instrumental in guiding the Princess Alexandra Hospital in Queensland to become Australia’s first large-scale digital hospital. He explains how he influenced the internal cultural shift that was needed: ‘When we showed healthcare workers the system in detail, whether they were a nurse or a neurosurgeon, they could see the benefits for their patients and for them. For instance, staff walked an average of 10km a day on shift but, by using peer-to-peer communicators, they now only walk 4km – which saves considerable time.’Integrating technology systems for seamless information-sharing, asset management and standardisation has delivered significant operational efficiencies and costs savings for healthcare facilities. Making a clear business case that outlines expected return on investment (ROI) can do much to support the capital outlay required for such improvement.

Another example of this successful approach is across Narayana Hrudayalaya’s Hospital Group in Bangalore, India. Here, considerable cost and time savings were achieved through technology integration, telemedicine and standardisation. The group was able to drive down the cost of performing cardiac surgeries, from approximately US$2,000 per procedure to US$1,700, simply by breaking down surgical processes into their basic parts and standardising certain processes. This is a significant operational achievement, given that around 4,000 surgeries are performed each year – more than the two highest ranked US cardiac centres combined. It is an approach that enables the group to lower the cost of its highly-specialist procedures, while achieving equal if not better outcomes than their US counterparts.

A FUTURE-READY FOCUS Given the future healthcare challenges Australia faces, it is critical we transform our systems and facilities. The Sydney Adventist Hospital and St Stephen’s Hospital, Hervey Bay, are local examples of how we are using intelligent building automation and management systems to establish healthcare infrastructure that is relevant, flexible and adaptable. While there is still much to be done, by embracing all that healthcare technology has to offer and through education and communication, we can work together to bring about meaningful change that will create a more robust and sustainable future-ready level of patient care

Our Technology Systems team provides specialist integration and operational solutions for the healthcare sector. Our consultants harness appropriate technologies to provide strategic design and evaluation consultancy for large-scale developments.

16

The Sydney Adventist Hospital and St Stephen’s Hospital, Hervey Bay, are local examples of how we are using intelligent building automation and management systems to establish healthcare infrastructure that is relevant, flexible and adaptable.

17

A STRATEGIC APPROACH TO SMART CITY IMPLEMENTATION

Article authorEkaterina Milne Senior Urban Planner

18

With urbanisation across the globe already beyond 50% and rising at a rapid rate, some experts are calling us the ‘city’ planet. Senior Planner, Ekaterina Milne explains why strategic frameworks must be at the heart of developing smart cities if we are to successfully meet the urban challenges ahead.

SMART CITY CONCEPT AND IMPLEMENTATION CHALLENGESFrom a technological perspective, the Smart City concept was traditionally defined as using ICT to sense, analyse and integrate the key information of core systems in running cities. Today, smart cities are seen less as the latest smart grid or as building an operations centre to rival that of Rio de Janeiro, and more as an opportunity to use technology to evolve the way services are delivered to improve the liveability, workability and sustainability of cities.

More than half of the global population currently lives in cities and that looks set to increase to 70% by 2050, according to the United Nations Human Settlements Programme, UN-HABITAT. Meanwhile, the Australian Bureau of Statistics already puts Australia’s rate of urbanisation at over 60%, with the urban population projected to double by 2050. This presents an urban growth challenge that needs more than smart buildings and infrastructure. It requires a strategic approach to successfully integrate evolving technology into these smart cities. Harnessing smart city technology in the absence of such a framework can create an entirely new set of challenges and proprietary digital solutions that are hard to integrate, manage and develop as future technologies become available. However, a strategic framework will ensure smart cities fully integrate digital infrastructure with the physical city, reducing environmental impact while improving quality of life and economic prospects.

In recent years, a multitude of smart city solutions have become available, with major companies such as IBM, Intel and Cisco heavily promoting their technologies. As with any ‘hot idea’, there is often a temptation to do things quickly, but this approach has risks. It can also result in losing the advantages of regular technological advances and falling costs due to maturing technology. One risk is that smart city projects could develop in a decoupled vertical fashion, where data gathered through one platform cannot be easily accessed by other platforms due to a range of varying and often conflicting financial, technological and proprietary issues.Another risk is that many successful small projects fail to scale-up. This is often because the investment required to support the project is beyond the scope or capacity of individual players, such as when a broader back-bone system like an iOS platform is required.

CATEGORY SMART CITY SERVICE EXAMPLE TECHNOLOGY IMPACT/REQUIREMENT

Environmental improvement Smart meters, grid, air quality monitoring New devices connected to network

Economic growth Incubators, smart education, green growth initiatives Open data, data aggregation

Cost efficiency Data silos between government departments removed Cloud computing, open data

Safety Traffic sensors New devices, new data sources, data aggregation, open data

Quality of life Feedback loops in urban planning from data aggregation Data aggregation, information management

Connected citizens Transport apps for a ‘connected commute’ Privacy, data aggregation, open data, data provenance

New business models Using smartphones to access data across a city to create new revenue streams

Privacy, data aggregation, open data, data provenance

Table 1 – Examples of smart city services and the technology impacts and requirements for successful integration.

19

THE BENEFITS OF A SMART CITY FRAMEWORKCity and asset owners deploying smart city solutions founded in a strategic framework achieve a greater benefit for every dollar invested. This is because developing and implementing the framework enables the technology to be aligned with the city’s strategic economic, environmental and social goals, and investment to focus on cost-effective solutions with most impact and in key areas. Figure 1 shows the process for developing the strategic framework, based on identifying and delivering a set of services over time. This allows for expanding from early-stage cost savings and revenue-generating services, to those that improve the quality of life, attract and enable new businesses, and provide a platform for the ongoing evolution of the smart city.

WSP | Parsons Brinckerhoff is currently working on a number of Queensland-based projects with a smart city strategy integrated into the project design.

A STRATEGIC APPROACH ON THE SUNSHINE COASTOn the Sunshine Coast, the Maroochydore CBD intersection upgrade and the prospective Mooloolaba Foreshore Revitalisation projects are examples of where our clients are successfully putting this strategic discipline into practice. The Sunshine Coast Council developed their Strategic City Framework (SCF) in response to a number of urban challenges, such as limited revenue growth, environmental impacts of development, ageing infrastructure, growing international competition, and expectations of citizens to have access to digital services. The SCF is a portfolio of 13 value-added services supported by two core layers: a smart region management platform, and a communications layer provided by foundational fibreoptic and other telecom (wireless) network. The portfolio includes a foundational fibre optic network and management plan, smart city WiFi, lab and hub, lighting, sight, sound and sense, as well as smart waste management, water, power, parking, signage, citizen services, health and education.Each of these services were selected by council and its stakeholders based on their contribution to the city’s strategic goals, including attracting new business, cost avoidance, environmental protection and improving the quality of life. The scale, phasing and timing of the deployment of the smart services portfolio, the sophistication and maturity of service providers and the service-delivery network, and the adoption rates by consumers and businesses all directly impact the magnitude and timing of the potential benefits of smart services implementation. The SCF proposes to deploy staged smart-city solutions in key locations, with the aim of providing the right services in the right areas to derive the most benefit from the council’s investment.

AN INTEGRATED PARKING STRATEGY FOR BRISBANE CITYWSP | Parsons Brinckerhoff is working with Brisbane City Council to develop an integrated parking management system (IPMS) – a solution that clearly will not be achieved by investing in a single technology at one point in time. Instead, the IPMS will require an open and modular cloud-based platform to allow for the addition, integration, collation and analysis of a range of data collected from existing and new systems, which can then be shared across management and customer systems. While an upfront investment in the base platform is required to enable other players to participate downstream, this will be separate from any investment in individual technological solutions. The council is looking to develop an IPMS technology framework to support the staged delivery of the entire system. This is also an example of how new commercial models may be required to bring together public and private sectors to develop new services. ‘Living labs’ or ‘test beds’ are concepts borrowed from the innovation space, and these are being widely used to develop smart technology projects, including this IPMS initiative. These living labs are easier to implement as part of a strategy framework, and essentially allow ideas to be implemented and tested on a small scale to minimise initial investment and risk. The smart city is clearly more of a journey than a destination – and the smart move, as the journey begins, is to invest in a strategic framework that sets out the pathway to future success

Elicit goals and requirements

Review solutions catalogue

Review & prioritise selected portfolio

Develop technical & financial models

Document implementation roadmap

Figure 1 – Developing a smart city framework

20

• Standardization – at present the smart cities technology market is characterised by a large number of proprietary solutions. This technology fragmentation works against the smart cities concept which is based on integration of complex systems. Developing international standards will be key in the future.

• Cooperation – networks operating in cities cannot operate as a collection of independent infrastructure. A shift to the internet of things (IoT) is required, with different networks cooperating and sharing unlicensed bandwidth.Cooperation between various devices to aggregate data from various sources will also be important. For example, there will not be X thermostat or Y thermostat, there will only be ‘room temperature’.

• Machine to Machine (M2M) interactions – smart cities will be filled with M2M applications. While some sensor data might be sent to a remote data centre for processing, consumption of data within the network will also become prevalent. Fleets of networked vehicles will exchange information about their immediate surroundings, without going through a remote data repository.

• Application opportunities – various applications already exist based on the use of sensors and metering devices. New development is likely in the area of city-wide integration solutions. For example, an ‘internet of water’ would enable an entire network of clean water and sewers to be monitored in real time to ensure optimal water quality and reduce the risk of flooding in exposed neighbourhoods.

With thanks for supporting information from Polley, Shivaani Spolley@pb.com.au (WSP PB ICT Team) – Shivaani is a technology lead for the Brisbane City IPS project.

SMART CITY IMPLEMENTATION CHALLENGES AND TRENDS

21

VicRoads has responsibility for the management of over 22,000 kilometres of roads across Victoria. Like other road operators, they face the daily challenge of managing their network in the most effective and efficient way possible. One of the main challenges VicRoads faces is managing the congestion caused by planned events such as roadworks, and non-planned events such as incidents, and the impact this has on motorist satisfaction levels and journey times.

VicRoads has been working to provide improved awareness of traffic conditions in and around work zones through the use of radar monitoring devices and closed circuit television (CCTV). More recently VicRoads M80 upgrade project team has worked collaboratively with WSP | Parsons Brinckerhoff, Telstra, and a range of software and hardware suppliers to design a ‘smart’ solution that; • collects and analyses real-time traffic

data and provides relevant information to the travelling public in real time

• utilises Variable Message Signs to communicate to motorists in real time about upcoming traffic conditions that will impact their journey. VMS’s also provide optimal route advice to ensure the safest and fastest possible journey

• allows for interaction with key internal and external stakeholders via a central point of control that is flexible and accessible

• integrates with the current ITS technology but is also agile enough to adapt to new and evolving technologies when required

• operates autonomously with minimal or no human intervention

• utilises the motorist’s communication platform of choice including Facebook, Twitter, web, SMS. Motorists will receive the latest travel information via social media channels so they can plan their journey before they leave home.

WSP | Parsons Brinckerhoff proposed the use of a web-based Internet of Things (IoT) platform called Cumulocity to collect, analyse and disseminate traffic information in a highly consistent and reliable manner unique to the Australian market. Project collaboration resulted in a modular approach to solution development that allowed for rapid testing and trialling of key functions including speed management, travel time and delay information, lane control, incident warning, diversions, over height detection, construction access and worker safety systems.

SMART TRAFFIC MANAGEMENT SOLUTIONS

Key capabilities will be tested over the coming months on the Citylink Tullamarine widening project. Signs that indicate travel times to the airport will be tested for functionality first. To compliment this initiative, the combined VicRoads WSP| Parsons Brinckerhoff team has been working to improve the internal planning and management of road works. Managing the range of stand-alone spreadsheets, data bases and paper forms used to coordinate road works can be difficult for VicRoads and can contribute to inaccuracy and inefficiency. Integrating project paperwork can also be time-consuming and challenging given the quantity of live roadwork projects being actioned across the network. The project team has been developing a web-based Planning and Managing Traffic Events (PMTE) tool to co-ordinate and manage the process of planning and approving road work operations (e.g. lane widening, resurfacing) or any other standalone event (e.g. fun runs) that will impact on traffic flow. PMTE is a one-stop-planning tool that allows contractors, VicRoads and engineers to view all work using a graphical interface, high resolution aerial photographs and digital mapping tools. This provides all stakeholders with a consistent ‘single source of truth’ through a more effective and integrated business platform allowing for more efficient scheduling of works and resources.PMTE went live in April and has been performing well, with new functionality being introduced in regular cycles. The next release will allow contractors to draw up their Traffic Management Plans in the web based tool. Since the launch, there has been significant interest from private industry as well as from other government departments. VicRoads M80 Upgrade Project is now working with key stakeholders to roll out this initiative on a wider scale.

Communicating to motorists when planned or unplanned incidents happen is vital from a timing and road-safety perspective. Traditionally, tools such as Variable Message Signs (trailer mounted roadside electronic signs also known as VMS), websites, media releases, letters and social media are used to communicate with the travelling public. However, these communication methods aren’t fool-proof; they can be too fragmented and rely on human operators who are focused on different issues.

Article authorScott Benjamin Principal ITS engineer transport

Scott Benjamin, Technical Executive, ITS at WSP Parsons Brinckerhoff and Henry Okraglik, Global Director of WSP Digital will be documenting these outcomes and presenting key learnings alongside VicRoads the AITPM Sydney Conference in July and the Melbourne ITS World Congress in October 2016.

22

Project collaboration resulted in a modular approach to solution development that allowed for rapid testing and trialling of key functions including speed management, travel time and delay information, lane control, incident warning, diversions, over height detection, construction access and worker safety systems.

23

SUPPORTING A CHANGING WORKPLACE

With the evolution of new ways of working and our slow but sure embrace of technological innovation (even disruptive ones), work has become more knowledge-intensive, collaborative and immediate. Technology that allows organisations to enhance productivity, performance and accountability is delivering competitive advantage. Managing the impacts of such change requires significant effort; if we underestimate how much work is involved in managing new technology or worse yet fail to address it at all, we run the risk of poor implementation and less than optimal people outcomes. To ignore changes in work patterns, workforce and work environment will place organisations at a considerable disadvantage to their more agile and dynamic counterparts.

Our Infrastructure Advisory and Strategic Consulting team supports clients to navigate organisational change as emerging technologies are introduced. Here we highlight some of the critical change areas to manage and highlight how successful planning and implementation can support positive organisational outcomes.

Our workplace is undergoing massive change as emerging technology impacts on people, systems and operations. This technology presents exciting opportunities and clear commercial benefits but sometimes we get so caught up in the technology itself that we lose sight of the importance of managing the degree of change that is required for successful implementation

Article authorKirsten Ruckert Section Executive, Infrastructure Advisory and Strategic Consulting

...if we underestimate how much work is involved in managing new technology or worse yet fail to address it at all, we run the risk of poor implementation and less than optimal people outcomes.

24

This new technology is having a significant impact on how parking is managed. Gone are the days of parking inspectors pounding the pavements – and with this shift comes a range of new business challenges to manage including:• People impacts – different roles,

responsibilities, accountability and capability is now required to manage and operate the parking management function. ‘Hands-on’/manual parking management is being replaced, while new skills including managing ‘back-end’ systems and increased volumes of remote customer management are required.

• Industrial relations issues include how to best deploy and retrain existing staff as they transition to new or amended roles. In cases where redeployment isn’t feasible, management must sensitively manage how staff leave the business. Where staffing gaps are created that can be filled internally, managers must also move to recruit at speed.

• KPIs and reporting – performance focus moves to efficiently and effectively managing the new technology and systems. New KPIs may include setting optimum turn-around times for payment processing, customer service quality and enquiry response times plus availability and reliability targets for the processing system.

• Business processes – new or amended business processes are required to manage and operate the technology, as well as to ensure staff are adequately trained and that a continuous improvement culture is established to optimise operational efficiencies.

• Procurement and commercial frameworks – the adoption of new and emerging technologies often leads to the establishment of new business and operating partnerships. These new partnering models call for a different approach to procurement, contract management, and commercial governance.

• Structural modifications – local government is also redesigning the functional and organisational structure of the business to better support the reality of its new business and operational model.

SMART TECHNOLOGY DRIVING PARKING MANAGEMENTLocal government clients are currently experiencing a significant operational shift with the introduction of new parking management technologies such as: 1. Smart parking wayfinding

and payment apps2. In-ground parking sensors3. Automatic number-plate recognition

systems and analytics.

25

HOW CAN WE PLAN FOR SUCCESSFUL IMPLEMENTATION AND SUPPORT BUSINESS AS IT TRANSITIONS TO A NEW WAY OF OPERATING?Consider the impacts of the technology on the critical elements of your business, and plan relentlessly and meticulously to manage change:

• Vision, values and culture What is your current vision, values and organisational culture? Does it fit with, and support the new technology? If not, what does it need to look like in the future to enable the new technology to function effectively in your business?

• KPIs and reporting How will you know if the adoption of new technology has been a success, what does success look like and do your KPIs measure it? Do you have the capacity to use the new business intelligence that the technology might generate – does it add value by providing you with a different insight into your clients and your own business?

• People and capability What is the impact on your people? Will the technology result in redundancy or in the need to create different roles for staff? Does it require totally new skills sets and capability? Do your staff know how to use the technology efficiently and effectively? More importantly, how ready are your staff for the change? Do they support it, do they know what their role is? Have you successfully communicated the importance of or the business case for the planned change?

• Processes Do your current business processes support the workflows that will be created by the new technology? Will they deliver the outcomes you want efficiently and effectively? Have your established processes become outdated – would they benefit from a complete overhaul?

SUPPORTING A SIGNIFICANT CHANGE IN TRANSACTION VOLUMES(QUU’S DEVELOPMENT SERVICES BUSINESS MODEL)With the introduction of new legislation in 2014, the responsibility for the development, assessment and management of new water and wastewater connections was transferred from five local governments to Queensland Urban Utilities (QUU). The change resulted in a dramatic increase in the volume of QUU’s development applications which increased from 600 to between 6,000 and 8,000 applications annually. Responsibility for managing the entire end-to-end process also transferred to QUU - from assessment through to design, construction and maintenance stages for all water and wastewater connections. The implications of these changes called for a complete overhaul of the way QUU managed and delivered its development assessment function.New business processes, roles, and responsibilities were introduced to support this significant change. These new processes were critical inputs that were fed into a newly-created workflow management and customer portal that was developed and built by the project’s IT partner, Infor. The system was specifically designed to support QUU’s business needs and objectives. The newly-established processes and roles were fluid and were further refined as the final shape of the workflow management tool and portal was determined.QUU’s business and operational challenge was not initially caused by technology but technology was successfully harnessed to holistically manage the change implications resulting from its development application challenge.

26

QUU’s business and operational challenge was not initially caused by technology but technology was successfully harnessed to holistically manage the change implications resulting from its development application challenge.

27

In a technology-driven world we expect information to be readily accessible, reliable, and easy to understand. We are increasingly focused on the currency of data and on developing technologies that meet these expectations. Industry is also favouring combined technologies that manage data and produce innovative solutions – a convergence of both information and technology.

MAPPING AND MODELLING The use of Geographical Information Systems (GIS) technology in conjunction with digital engineering/ Building Information Modelling (BIM) has provided significant advantages during construction staging and project planning. GIS involves the storage of spatial information that is linked to a database and has traditionally been concerned with 2D modelling. Meanwhile, BIM/digital engineering enables visualisation of data in the form of 3D models. The convergence of these two technologies and the interchange of data between them has facilitated the move from a limited 2D system of GIS data management to visually rich and integrated 3D representations of spatial data. With the addition of time schedule information from project management software, components can then be modelled in 4D.GIS and design modelling has successfully been used together in the development of traffic management strategies and temporary access needs for large-scale projects such as the Woolgoolga to Ballina Pacific Highway (W2B) upgrades which required a large volume of data and layered modelling. The project utilised detailed models and colour coding to assist with visualising complex information and to efficiently conduct quality checks on the data. Using the technology together provided greater insight into the project than anything that could have been achieved individually, not just at the planning stage but through the entire project lifecycle to date.

HOW CONVERGING TECHNOLOGY IS ENABLING SMARTER PROJECT DELIVERY

The idea that technology is converging is nothing new but the way in which industry software and technologies are coming together is revolutionising every stage of project delivery.

Article authorAshley Trinder WSP | Parsons Brinckerhoff Principal GIS Consultant

BENEFITSGIS and digital engineering technologies offer significant advantages over traditional methodologies. One of the key factors supporting the use of this type of combined technology is the speed with which data can be analysed. For example, the project team for the Melbourne – Brisbane Inland Rail calculated that it would take some 300 hours to manually count out the number of bridge crossings across a potential alignment while GIS allowed it to be completed in less than a third of that time. In addition to speed, the process allows for a more in-depth level of review and greater quality assurance as multiple people and project teams can access the data at any one time. Design modelling also enables risks to be significantly mitigated and design to be continually improved upon, helping to minimise overall project costs. In addition to this, the layered nature of the model helps clients to create a comprehensive knowledge base of assets and infrastructure for the purposes of future planning and design, as well as for whole-of-life maintenance. From a stakeholder management perspective, it also assists with the optioneering process and increases understanding of the various implications and issues contained in each design.

28

DIGITAL ENGINEERING IN PRACTICEDigital engineering is now a preferred and essential tool for many key infrastructure projects. W2B, for example, is long and linear in nature, stretching over 155km – without GIS and digital engineering it would be almost impossible to manage such complex volumes of data and to arrange it in an easy-to-understand format. GIS and digital engineering have played an important role in this project because of the way the horizontal procurement process is being executed and because of the project’s KPIs. For example the project team has KPI’s relating to clearing which would have been impossible to track and monitor without using GIS. The delivery model and horizontal procurement strategy also results in a number of overlapping contracts; GIS allows these elements to be tracked more accurately in real-time.

WHAT’S NEXT?The convergence trend looks set to continue, with an increasing focus on technologies that are compatible with mobile devices. Efforts are already underway to integrate GIS, CADD, PC map (SiteMap) and NavisWorks software with mobile technologies and tablets, leveraging the knowledge acquired through projects like W2B which uses combined technologies to allow project team members to share the same data

Woolgoolga to Ballina Pacific Highway upgrade‘A project of the scale of Woolgoolga to Ballina greatly benefited from the use of GIS and modelling, particularly when it came to project controls. The GIS dashboard was configured to present a range of information from the data warehouse including project controls and major KPIs. Progress was visualised in 3D against individual model components with colour-coded road changes adjusted to visually highlight active work fronts, work type and work delays. Project work was executed more efficiently as data was readily available and simple to understand.’

Pacific Highway 4D construction sequence model

29

A PRIME CANDIDATE FOR TERMINAL DEVELOPMENT

Article authorLuke Patterson Rail Operations, Logistics and Supply Chain Consultant

Globalisation is increasing the demand for transportation of goods. Combined with the highly competitive freight market, this is driving the need for a broader range of design choices and efficiency in the delivery of terminals. As consulting engineers working with increasingly sophisticated technology, we need new tools to accommodate the pace of change, without compromising quality or safety and if the tools don’t yet exist then we need to develop them, fast. Here Luke Patterson, a Logistics and Supply Chain Consultant, discusses PRIME, a new alternative for terminal layout planning for terminal owners and operators.

BENEFITS OF PRIMEPRIME stands for Port Rail Intermodal Modelling Environment. This is a terminal modelling toolkit, developed by WSP| Parsons Brinckerhoff in the United States, to provide tightly integrated and fast terminal assessments for a wide variety of terminal types (port-wide, container, intermodal rail and bulk terminals).PRIME allows rapid assessment of multiple options and iterations of terminal layouts. For clients this means they can quickly and cost effectively review every conceivable option and see that it has been quantifiably assessed with high accuracy and quality.

PRIME PROJECT APPLICATIONS, CAPABILITIES AND OUTPUTS PRIME has been proven on a number of projects to-date including the Greer Inland Port Expansion and the Oakland Transportation Master Plan to provide concept and planning level assessments and most recently on The Port of Long Beach Land Use Study, for detailed terminal layouts, linked directly to operational and financial models.

Its capabilities include:• preparation of detailed terminal or

port-wide land use plans for freight or passenger terminals/complexes

• use for due diligence, feasibility, and terminal wide master planning efforts

• phase development and redevelopment with decision support including:• capacity, and capacity vs.

demand gap analysis• revenue forecasting• environmental measures (emissions)• road and rail traffic measures• development and operating costs• labour requirements

• support for planning choices with transparent linkage to a robust analysis process and data

• a central reference for integrated plans and analysis.

30

Long Beach Port, California, USA

Based on a single terminal concept layout with medium levels of complexity

Traditional Planning Approach

COST -$60,000

QUALITY TIME 4-6 WEEKS

PRIME Planning Approach

THE VISUAL ELEMENT OF PRIME ALLOWS FOR QUICK AND EASY MANIPULATION OF TERMINAL LAYOUTS LINKED DIRECTLY TO OPERATING AND FINANCIAL MODELS SO THE USER CAN INSTANTLY QUANTIFY OUTCOMES.

COST SAVINGS -$30,000

QUALITY UNCHANGED

TIME SAVING 2-3 WEEKS

31

COMPREHENSIVE LAND USE STUDY, PORT OF LONG BEACH

W F S

Heavy Cranes

Carriers

Oth Eq

Rec Information

Rec Heavy Cranes

Rec Carriers

Cumulative

Site

Building

Wharf

Dredging

Information

Rec Oth Eq

823

453

$0 $0

$2,000

$1,800

$1,600

$1,400

$1,200

$1,000

$800

$600

$400

$200

$50

$100

$150

$200

$250

Mill

ions

2016

20

19

2022

20

2520

28

2031

20

34

2037

20

40

2043

20

46

2049

20

52

2055

20

58

2061

Ann

ual C

apita

l Cos

t ($2

015)

Cum

ulat

ive

Cos

tM

illio

ns

T SC R M A Throughput Capacity

70,000 3,000,000

2,500,000

2,000,000

1,500,000

1,000,000

Development Phase

Sta

tic S

tora

ge C

apac

ity (T

EU

s)

Thro

ughp

ut C

apac

ity (T

EU

s/ye

ar)

5,00,000

0

60,000

50,000

40,000

30,000

20,000

10,000

0

A5b

A5a

A4b

A4a

A3b

A3a

A2b

A2a

A1b

A1aA0

W F S

Heavy Cranes

Carriers

Oth Eq

Rec Information

Rec Heavy Cranes

Rec Carriers

Cumulative

Site

Building

Wharf

Dredging

Information

Rec Oth Eq

823

453

$0 $0

$2,000

$1,800

$1,600

$1,400

$1,200

$1,000

$800

$600

$400

$200

$50

$100

$150

$200

$250

Mill

ions

2016

20

19

2022

20

2520

28

2031

20

34

2037

20

40

2043

20

46

2049

20

52

2055

20

58

2061

Ann

ual C

apita

l Cos

t ($2

015)

Cum

ulat

ive

Cos

tM

illio

ns

T SC R M A Throughput Capacity

70,000 3,000,000

2,500,000

2,000,000

1,500,000

1,000,000

Development Phase

Sta

tic S

tora

ge C

apac

ity (T

EU

s)

Thro

ughp

ut C

apac

ity (T

EU

s/ye

ar)

5,00,000

0

60,000

50,000

40,000

30,000

20,000

10,000

0

A5b

A5a

A4b

A4a

A3b

A3a

A2b

A2a

A1b

A1aA0

ITLT macro level land use model component of PRIME

Confidential Client, terminal capacity summary chart showing phased development from straddle carrier (grey columns) to automated cranes (green columns) with other equipment types represented by the teal and purple areas.

Confidential Client, Capital Expense Cash Flow for Phased Development Responding to Demand Growth. The coloured columns are representative of capital investment and sustaining capital investments required for different equipment types.

32

THE TECHNICAL DETAILSPRIME includes the Integrated Terminal Layout Tool (ITLT) combined with a Terminal Capacity Model (TCM). PRIME can be used for a macro level planning efforts (Land Use/Master Plan) and/or a micro level planning (detail terminal layouts).The ITLT is used to develop terminal layouts and calculates quantities such as:• wharf location and configuration• rail track alignment• equivalent twenty-foot ground slots• building footprint areas• bulk terminal footprints• gate lanes• quantities for terminal services

and investments, including but not limited to; pavement, lighting, duct banks and utility lines

The TCM is then used to calculate; throughput capacity, key traffic flows, equipment needs, machinery and fleet requirements, operating expenses including labour cost, maintenance cost, fuel and energy cost, and provides output for capital and operational cost estimation.

EXPERTISE TO MEET EVOLVING CLIENT NEEDSPRIME is an innovative tool currently available only to WSP |Parsons Brinckerhoff clients. PRIME will no doubt play a key role in the development of terminals and ports of the future, as the innovation and technical expertise is utilised around the globe.

Container cranes at Port of Long Beach, California

If you enjoyed this article you might like to read ‘Intermodal Renaissance for future-ready ports and terminals’

33

Developed by WSP I Parsons Brinckerhoff, The Logan Interactive Mapping Tool (LIMT) is a pioneering application that offers significant opportunity for strategic planning into the future.

WHAT IS THE LIMT?The Logan Interactive Mapping Tool (LIMT) is a web-based mapping application that was originally developed to support the processing of development and planning queries in Logan City in South-East Queensland during the public notification phase of the Draft Logan Planning Scheme for Logan City Council. The tool has a variety of uses with key capabilities including; • Map display allowing users to

locate their property, identify zoning, local plans and overlays.

• Information on how proposed vegetation clearing will be offset,

• Generating reports that estimate infrastructure charges for a proposed development on a particular site.

HOW WAS THE LIMT CREATED?While the tool was originally designed to support public interaction and Council notification it quickly became apparent that LIMT’s application extended far beyond these capabilities as the online tool also supports efficiencies across urban development planning.

THE LOGAN PLANNING SCHEME INTERACTIVE MAPPING TOOL DESIGN FOR THE FUTURE

The LIMT also provides future-planning benefits for local residents as it allows them to better manage their options for investing in property in their local community.

Article authorMartin Best Team Manager Geospatial

WHAT ARE THE BENEFITS OF THE LIMT? Future-ready planningThe innovative application contains an Environmental Offset Estimator Tool (EOT) function. This allows users to draw areas on the map where clearing of vegetation is proposed, and submit a request for an estimate of applicable environmental offsets and associated offset development costs.Logan City Council Parks, Health, Environment and Sustainability Committee Chairperson Councillor, Trevina Schwarz outlined the benefits of the EOT for developers, “using the tool, landowners will be able to minimise both their costs and the environmental impact of a development very early in the planning stage by trialling scenarios where there is highly significant vegetation on their land.” Increased investment opportunity and community support The LIMT also provides future-planning benefits for local residents as it allows them to better manage their options for investing in property in their local community. The tool encourages local property investment as it supports informed decision-making and provides transparency around a Council’s local planning and zoning costs and regulations via a streamlined online portal.

Where to from here?The LIMT is updated regularly and the accuracy of its information is consistently assessed with further updates being added such as the recently launched Infrastructure Charges Estimator. Martin Best, Team Manager of the Geospatial team at WSP | Parsons Brinckerhoff believes that the future potential of the LMIT is significant, “further enhancements and new value add offerings are already being developed , with the tool being continually modified to support Logan’s online and self-service delivery.”The LIMT provides an exciting glimpse into the future of planning development processes, and highlights how enhanced technology can support planning strategy and help to develop more efficient levels of community engagement as well as contributing towards improved planning and urban development outcomes

34

WSP | PARSONS BRINCKERHOFF, LOGAN CITY COUNCIL, AND OZIUS SPATIAL RECEIVED THE PLANNING INSTITUTE OF AUSTRALIA’S 2015 QUEENSLAND PLANNING EXCELLENCE AWARD AND 2016 NATIONAL PLANNING EXCELLENCE AWARD FOR THEIR WORK ON LOGAN CITY COUNCIL’S ONLINE ENVIRONMENTAL OFFSET ESTIMATOR. TO WIN THE AWARD, ENTRANTS HAD TO HIGHLIGHT THE IMPORTANCE OF THE ROLE OF PLANNING AND STIMULATE PUBLIC AWARENESS OF GOOD PLANNING.

35

FOLLOW US:

www.wsp-pb.com

HEAD OFFICELevel 27, Ernst & Young Centre 680 George Street Sydney NSW 2000 Australia

ADELAIDELevel 14, 1 King William Street Adelaide SA 5000 Australia

AUCKLAND21 Queen Street Auckland 1023 New Zealand

Level 1, 205 Queen Street Auckland 1010 New Zealand

BRISBANE1 Gardner Close Milton QLD 4064 Australia

Level 3, Northbank Plaza 69 Ann Street Brisbane QLD 4000 Australia

CAIRNSSuite 6, 22 Lily Street North Cairns QLD 4870 Australia

CANBERRALevel 1, 121 Marcus Clarke Street Canberra ACT 2600 Australia

CHRISTCHURCHSuite 2, Level 1, 31 Dundas Street Christchurch 8011 New Zealand

DARWIN27/16 Charlton Court Woolner NT 0820 Australia

GOLD COASTLevel 2, 34 Nerang Street Nerang QLD 4211 Australia

MELBOURNELevel 15, 28 Freshwater Place Southbank VIC 3006 Australia

Level 5, Midtown Tower 246 Bourke Street Melbourne VIC 3000 Australia

NEWCASTLELevel 3, 51-55 Bolton Street Newcastle NSW 2300 Australia

PERTHLevel 5, 503 Murray Street Perth WA 6000 Australia

SINGLETON188 John Street Singleton NSW 2330 Australia

SUNSHINE COASTLevel 2, 2 Emporio Place Maroochydore QLD 4558 Australia

SYDNEYLevel 1, 41 McLaren Street North Sydney NSW 2060 Australia

WELLINGTONLevel 17, 171 Featherston Street Wellington 6011 New Zealand

GX

XX

X_M

onth

2016