Author: loren.blundell@iscouncil.org

Parkes Shire’s gold mining era is long past. However, Parkes Shire Council has secured the long-term supply of an equally precious resource, water, while building new natural capital, uplifting its sustainability skills and transforming the way its team approaches infrastructure delivery.  

Overview 

Parkes Shire, in the Central West of New South Wales, is home to around 15,000 people. Unlike most regional towns, Parkes is remote from its water sources. The Lachlan River and a borefield within the Upper Lachlan Alluvium, supply most of the town’s water needs and are more than 30 kilometres away and 125 metres below the town.  

“Most regional towns develop near a permanent water source, and only need to look further afield when they outgrow their local supply,” says Parkes Shire Council’s Director of Infrastructure, Andrew Francis. 

Parkes’ geography also lives up to Australia’s reputation as a wide brown land, and any green and outdoor recreational space requires regular municipal irrigation. 

“Pumping our water uphill is energy intensive and costly. Neighbouring councils can have energy bills just one sixth of ours simply because they are sited adjacent to a river.” 

With the production cost of recycled water half what it is to pump water uphill, Parkes Shire Council embarked on an ambitious overhaul of its water treatment facilities in 2014. 

The first $80 million project saw the development of two new facilities to treat water and sewerage, together with an advanced water recycling facility, sewerage pumping station and rising main that conveys inflows to the new treatment plant. 

The new sewerage treatment plant replaced the original facility constructed in 1936, while the new water treatment plant doubled the capacity of its predecessor to 16 million litres per day. 

The recycled water scheme – which Council calls its “climate resilient water supply” and which reclaims around 250 million litres of wastewater each year – is more than an additional water source. Because it is local, it does not require additional energy-intensive pumping and avoids the release of large volumes of effluent into the environment. 

The water recycling facility is powered by a 197-panel solar array that offsets energy consumption. The ultraviolet and chlorination stations at the facility were carefully sized so the facility can run during daylight hours, maximising solar energy use, with the balance sourced from off-peak electricity.  

“Every drop of water we can recycle is worth up to three times what it would be for a utility that is adjacent its water source,” Andrew adds. “While this project came with a capital price tag, its cost to operate over a 20-year period will be a drop in the ocean by comparison.” 

The projects – impressive in their own right – were complete in 2017 and were among the first for councils in Australia to be verified by the Infrastructure Sustainability Council with the IS Rating Scheme.  

Sustainability in the infrastructure industry has advanced at a rapid rate in the following five years. But the lessons learnt by Parkes Shire Council show how certification can build internal capacity and transform the way councils think about sustainability. 

 To view the full case study click here

Describe what you have done and how you have done it

The Townsville Ring Road (Stage 5) (TRR5) project team delivered positive economic outcomes through collaborative development of alternative technical specifications when designing and constructing embankments as part of a six-kilometre Bruce Highway duplication project in North Queensland.

During the project’s tender phase, the TRR5 project team identified several key risks relating to the production and supply of embankment fill material from on site or local quarry suppliers. These risks, associated with production capacity, pricing, processing requirements, and the general unsuitability of local rock strata, would make it difficult for the project to meet Department of Transport and Main Roads (TMR) technical specifications. Recognising the significance of these challenges, the team strived to instigate an innovative market transformation by developing an alternative embankment fill specification from TMR’s standard MRTS04 General Earthworks specification. The team aimed to not only address immediate supply risks, but to also establish validated and acceptable practices that could inform future construction projects and support local businesses.

Sodic soils, which are prevalent in the Townsville region, are generally considered “poor” and “unsuitable” under the MRTS04 requirements due to their structural instability, high erodibility, high level of dispersiveness and low soil fertility. The key feature of the alternative specification developed was its allowance for the use of these unsuitable soils by changing the embankment design to accommodate a sodic core, with a protection layer to eliminate contact and damage during flood events.
By enabling the use of sodic soils, the alternate specification fostered regional circular economy benefits and significantly reduced the amount of cut material that would otherwise be disposed of in landfills as non-compliant and unusable. This reduction in disposal lowered the burden on local quarries to provide sufficient imported fill volumes to compensate for the discarded material. In turn, this reduced the virgin material extraction, blending and processing compliance requirements at local quarries, ultimately leading to reduced emissions.

The amended specification was triggered through recognition of the potential resource that the excavated material could provide for the project. Validation and testing of fill material were undertaken with TMR’s Engineering and Technology experts, regional staff, local soil scientists, local geotechnical engineers, and project team representatives. By using the combined skills of this collective, the structural integrity of the proposed design was able to be confirmed as satisfactory to meet an amended TMR technical specification. This analysis was then complemented by defining related conformance criteria.

Vendor analysis was conducted to assess local quarries and demonstrate their capability to provide materials meeting the alternative specification requirements. A collaborative working group conducted regular meetings to discuss and analyse the intricate aspects of applying an alternate specification. These discussions focused on determining specific conformance characteristic limits, which led to further refinement, acceptance, and improved usability of the final amended specification.
Through this collaborative work, the project was able to demonstrate a realised cost reduction of more than $5.7 million, with total potential savings exceeding $10 million.

What were the outcomes and how were those outcomes shared?

The positive economic outcomes of the TRR5 alternate embankment initiative included significant transport, processing, and disposal cost savings as well as the utilisation of more cost-effective and environmentally sound material. The final approval and implementation of the MRTS04.1 annexure allows these benefits to be secured by future projects, providing a lasting legacy for the region.

The use of alternate embankment material presented several advantages for the project team including reduced cost and reduced program risk. Reusing site-won material allowed for the use of large quantities of readily-available material and reduced waste by negating the need for disposal of cut material offsite.
The realised commercial outcomes of the initiative centred on the cost savings associated with reduced transport both in diesel and haulage, reduction in disposal costs and reduction in material costs.

Through the project’s calculations, it was determined by utilising site-won material, an energy saving of around 680 kL of diesel was achieved, equating to a saving of $1.3 million. This figure covered transport that would have been required for the removal and disposal of cut material (around 150,000m3), as well as the import of new fill from the nearby quarry.

All material extracted onsite was reused in embankment construction for the project, resulting in a cost saving of over $4 million. This was calculated by determining the market cost of the typical A1 and A2 class material that would have been required. A further $300,000 was saved by supplementing an A1 class base material with a locally available product for all embankments.

A key learning that could produce economic benefits for future projects, is the cost associated with the disposal of unsuitable material at a landfill site. The project was able to estimate that based on market prices, quantities, and transport costs, an additional $4.5 million would have been required to dispose of sodic soils at local landfill sites.
In addition to positive project outcomes, the implementation of the amended technical specification provided significant benefits to the local market:

• Efficient resource management: By changing embankment design and fill requirements, the specification will enable more efficient resource management in the region’s supply chain. This will be achieved by reducing wasted cut material from projects, improving the overall cut-to-fill balance within a project, and consequently reducing the burden on the production capacity of local quarries to compensate for the disposed cut material.

• Local procurement and economic contribution: The changed specification allowed for the use of local quarries, promoting higher local procurement and contributing to the regional economy. This approach prevented negative impacts on quarry productivity associated with additional manufacturing processes and reduced overall project costs that would have arisen from sourcing processed materials locally or importing them from distant suppliers.

• Material and waste benefits: The specification facilitated the reuse of materials, avoiding the need for extra processing and blending. This not only resulted in material and waste benefits but also had positive energy implications by reducing the import and export of materials and streamlining logistics.

• Knowledge growth and industry engagement: The involvement and engagement of local industry stakeholders in developing the specification contributed to knowledge growth in the region. This collaborative approach fostered the sharing of expertise and experiences, further enhancing the industry’s understanding of alternative designs and acceptable materials.

The TRR5 project’s success in addressing material challenges and development of the amended technical specification laid the foundation for market transformation. Recognising the potential for a more generalised specification highlighted the need for broader engagement with representatives from the TMR Northern District and E&T to address locally identified constraints. This involvement ensured that future projects would not have to undergo the extensive testing and approval processes undertaken by the TRR5 project.

The project’s achievements demonstrate the successful development and implementation of the TRR5 specification, leading to market benefits, knowledge growth, and the potential for broader industry adoption. These benefits will extend to future construction projects in the region by enabling the use of locally available resources and suppliers.

Describe who benefited from your initiative, innovation, or approach?

The innovative specification development undertaken by the project has benefited multiple stakeholders involved in the process and will also benefit future projects. These include:

• Local Townsville Quarries: The burden on local quarries to supply ample fill volumes as a result of discarded material was alleviated through this specification. The developed specification reduced the blending and processing requirements at quarries to meet compliance, leading to improved quarry productivity and reduced embodied emissions.

• Engineering and Technology Division of TMR (E&T): The E&T division, specifically the Design Verification Team (DVT), has greatly benefited from the project’s alternative material specification. By collaborating with the project team and engaging in the development and implementation of the TRR5 specification, the DVT has gained valuable insights and knowledge regarding the use of dispersive and sodic soils. This experience will inform future updates to the standard MRTS04 specification and potentially lead to the development of a new Technical Note. The DVT’s involvement ensures that the benefits and lessons learned from the project can be shared and applied on other projects across TMR.

• Site-Based Verification Team and Administrator: The site-based verification team and administrator have directly benefited from the alternative material specification. Their role involves overseeing the implementation of the TRR5 specification on-site, conducting conformance tests, and monitoring the processing and performance of the material. Through their involvement, they gain practical experience in working with the alternative material and contribute to the development of best practices for its use. This knowledge enhances their expertise and expands their skill set in managing similar projects in the future.

• Local TMR Representatives: Representatives from TMR’s Soil Testing Division in Townsville, have benefited from the project’s initiative. Their involvement in the collaborative working group and engagement with local industry stakeholders has provided first-hand exposure to the challenges and solutions related to the use of alternative materials. This experience has enhanced their understanding of soil testing methodologies, improved their ability to assess the suitability of different materials, and will contribute to the development of future specifications and guidelines.

What Legacy and UN SDG contribution was achieved?

The legacy of the above discussed initiative aligns with the United Nations Sustainable Development Goal 9: Industry, Innovation and Infrastructure. This goal focuses on building resilient infrastructure, promoting inclusive and sustainable industrialisation, and fostering innovation. The project’s alternative material specification and collaborative approach contribute to the following aspects of Goal 9.

• Infrastructure Development: The project’s alternative material specification enables more efficient resource management within the region’s supply chain. By reducing wasted cut material from projects and improving the cut-to-fill balance, the initiative promotes the development of resilient infrastructure. It also reduces the burden on local quarries by utilising locally available materials, which supports the growth of sustainable infrastructure in the region.

• Sustainable Industrialisation: The project’s approach promotes sustainable industrialisation by facilitating higher local procurement and contribution to the local economy. The relaxation of material requirements allows the use of local quarries without additional processing and blending requirements, minimising negative impacts on quarry productivity. This supports the development of a sustainable industrial sector by reducing costs, improving productivity, and minimising the environmental footprint associated with material importation and manufacturing processes.

• Innovation: The project’s alternative material specification represents an innovative approach to embankment fill requirements. By enabling the use of dispersive and sodic soils, which were previously considered unsuitable, the project breaks new ground in materials management and utilisation. This innovation not only addresses the specific challenges faced by the project but also provides a precedent for future projects to adopt similar approaches. The development of a more general specification based on this project’s findings will foster further innovation and knowledge growth in the region.

• Collaboration and Knowledge Sharing: The project’s legacy includes collaboration with various stakeholders, such as TMR representatives, soil scientists, geotechnical engineers, and the project team. This collaborative approach fosters knowledge sharing, capacity building, and industry engagement. By involving local industry experts and representatives from TMR’s different divisions, the project ensures a comprehensive understanding of the alternative material’s viability and applicability. The shared knowledge and experience gained from this collaboration can be utilised in future projects, accelerating sustainable development within the industry.

• Waste Reduction and Environmental Benefits: The alternative material specification significantly reduces the amount of cut material disposed of as non-compliant waste. This waste reduction contributes to a more circular economy by minimising landfill usage and conserving natural resources. Additionally, the specification reduces the need for blending and processing of materials, thereby reducing embodied emissions at quarries and minimising the project’s overall environmental impact.

Additionally, by virtue of the active participation of TMR Engineering and Technology Division (E&T) in the execution of the alternative material specification, E&T is equipped to deliver a lasting legacy of MRTS04 modifications for forthcoming projects in the region.

The legacy of the discussed topics aligns strongly with the principles and objectives of Sustainable Development Goal 9. The project’s alternative material specification promotes sustainable infrastructure development, supports sustainable industrialisation, fosters innovation, encourages collaboration and knowledge sharing, and contributes to waste reduction and environmental benefits. By addressing these aspects, the project leaves a lasting impact on the industry, paving the way for more efficient, sustainable, and innovative practices in the future.

Describe what you have done and how you have done it

South West Gateway Alliance (SWGA), in partnership with Main Roads WA, is delivering the transformational infrastructure project, Bunbury Outer Ring Road (BORR). This $1.25 billion project will provide significant benefits to the region, including road safety, freight efficiency and improved access to the local port and the South West region. The project is also enabling an investment in the ongoing legacy of the local region through the creation of local jobs, business opportunities and support for ongoing local economic growth.

The project’s key initiative is the implementation of an industry sustainability employment program designed to ensure long term employment opportunities for defined demographics, including Aboriginal people, female workers, mature jobseekers (45+), young jobseekers (16-24) and trainees. SWGA has worked closely with key industry partners to identify the needs of and support entry level employment for jobseekers who are new to the industry, as well as meet the key result areas of the project, including Aboriginal participation and employment, including traineeships.

The ‘Ready for Work Program’ was developed to create a pipeline of work-ready jobseekers who remain in the construction industry with sustainable employment pathways. The program was designed specifically for the high volume and imminent requirements for labour by SWGA and complements the broader government-funded Infrastructure Ready Skill Set program.

The program, referred to as the Yaka Dandjoo program (meaning ‘working together in Noongar), has partnered with South Regional TAFE to upskill jobseekers in accredited training, such as the Infrastructure Ready Skill Set (with optional additions like the heavy haulage program). Additional training opportunities are also considered including roller operations and traffic management.

A vital component of the program is to effectively break down barriers for unemployed individuals returning to employment, including a focus on relevant minority demographics. The program includes life skills and job education components, a two-week unpaid work experience to provide exposure to a live construction site and its safety requirements and, through partnership with Group Training Organisations (GTO), participants are empowered to address known challenges and demands a return to work after extended periods of unemployment or lack of employment history.

Upon graduation, participants are supported into employment related to the BORR or other civil employment, with an emphasis on apprenticeships and traineeships. To ensure a positive legacy and long-term socio-economic health for the region, Superintendents and Supervisors are progressed through a comprehensive development program to develop relevant skills and cultural awareness. BORR workers are continuously upskilled, where possible, to promote sustainability, meet project demands and fill in labour shortages.

For many participants, the program has offered them their first lifetime opportunity to seek employment and receive life-changing industry-competitive remuneration.

What were the outcomes and how were those outcomes shared?

SWGA’s employment program has achieved numerous local employment outcomes and changed the lives of its participants by “setting them up for life”. Through the building of individual capabilities for industry-specific skillsets, participants gain the necessary skills, experience, knowledge, and confidence to continue their employment journey sustainably beyond the scope of the BORR project.

Measurable outcomes since the program launch in September 2021 include:

• 140 program graduates
• 60% of all graduates being female.
• 60% of all graduates being Aboriginal people.

The program, designed during the high unemployment rates because of the COVD pandemic, meant that participants were largely either long term unemployed or never employed. Since graduation, 75 graduates have engaged in employment connected to the BORR project, with many being employed for 12+ months and 20% engaged in traineeships and apprenticeships.

These outcomes in breaking the cycle of long-term unemployment have significantly benefitted not just the participants of the program but their families, dependents, and wider community network. Benefits include:

• Improved financial security
• Improved independence including reduced dependence on government systems and agencies
• Increased self-esteem and confidence
• Enhanced resilience

The program offers participants psychological and cultural safety, as well as physical protection, by providing a safe environment in which to engage the program. The positive influence on family members after a participant has found employment has meant that the program has even supported entire family units (cross-generationally) in breaking the cycle of long term or never employed individuals.

Testimonials
To illustrate how the Yaka Dandjoo program is transforming lives, the following testimonials have been published with the participants’ permission. Sharing their stories illustrates the worth of this program to internal and external stakeholders and equally provides motivation for new participants.

Tara:
Tara, a 43-year-old mother of five children and local Wadandi/Yamatji Noongar woman, joined the program in November 2021, with no previous work history. Tara was upskilled in both roller and dump truck operations and on graduation was employed to work on the BORR as a roller operator. Her son and husband also completed the Yaka Dandjoo program and were employed in connection with the BORR. Tara has remained in her employment for 18 months and has been upskilled in water cart operations and is now a permanent full-time employee of Maca Civil. One of the highlights for Tara during this time was when she purchased an eight-seater vehicle for her family.

“I learnt to not live in the past, but to live and look forward to our future dreams which can come true. It just takes hard work, dedication, faith, support, and love. No one knows what tomorrow brings, but I just take one day at a time, and I am so thankful to be where I am today.” – Tara

Joanna:
Joanna is a 26-year-old local Wadandi Noongar woman who commenced the program in September 2022. Joanna started the program with no previous employment history or career aspirations. Her mother Carlene agreed to attend the program so that Joanna had the confidence to do so as well. During the program, Carlene realised she also had a real opportunity for employment, and together they supported each other to finish the program. Upon completion, Carlene was offered employment as a roller operator on the BORR project. Joanna commenced an apprenticeship in civil construction and is currently operating a roller on the BORR project. Both of their journeys have inspired other family members to engage in the program including Joanna’s brother, sister, and cousin.

“When I started the Yaka Dandjoo program, I had no idea I would end up where I am today. I have my first job working on the Bunbury Outer Ring Road, and I wouldn’t change it for the world. I am so thankful I got given such a wonderful opportunity.” – Joanna

Outcomes of the program have been shared through:

• Formal graduation ceremonies/events to celebrate participants’ success.
• Project update publications such as the Projects Initiatives News | Main Roads Western Australia
• News coverage in local media e.g., The West
• Social media posts e.g., Facebook

Describe who benefited from your initiative, innovation, or approach?

SWGA’s employment program was designed to benefit core demographic and diversity target groups including Aboriginal people, female people, mature jobseekers (45+), younger people (16-24), and trainees. To ensure these target groups benefited, additional modules, (i.e., The Thrive Program) were developed and risks for poor training outcomes were identified and mitigated.

Beneficiaries of the program also include those overcoming barriers to employment participation, such as individuals with:

• No prior work experience in entry level employment positions.
• Poor literacy and numeracy skills.
• Mental health issues, substance use and physical health conditions.
• Past negative experiences (injury, harassment, bullying, discrimination) in the workplace – leading to heightened feelings of being unsafe in the work environment.
• A lack of minimum documentation requirements such as identification, driver’s license, and other licenses such as the Construction Industry Card (White Card).
• Criminal records and/or a history of imprisonment.
• Unstable social circumstances, such as housing insecurity.
• Financial hardships.
• Lengthy periods out of the workforce to raise children or care for other family members
• No access to the internet and outdated job search skills including no current resume or referees.

The inclusive culture created by placing a high value on the outcomes of the program is evidenced in a positive trend in our workforce participation statistics (as of April 2023):

• Gender diversity*: Female: 28%
• Unemployed entry level workers: 9.52%
• Aboriginal Origin: 7%

*By comparison SWGA sourced the proportion of females employed in construction in the Bunbury area, during the first quarter of 2023. Statistics provided by Jobs & Skills WA (Dept of Training and Workforce Development) showed the percentage of females in construction in Bunbury to be 18 %. As a benchmarking measure, the SWGA female participation is significantly higher (10%).

All participants are supported by suitably skilled and empathetic trainers, supervisors, and mentors, who are in turn supported by the organization, to develop the coping strategies and life changing shills required to gain industry knowledge, skills, and competency.

The Thrive Program benefits individuals by setting them up for success in the next chapter of their life. The four-day program includes modules such as:

• Goal setting
• Building confidence
• Resilience
• Unconscious bias and diversity
• Health and mindset
• Self-care and wellbeing
• Communication skills and respectful conversations
• Work life balance and integration
• Values
• Mentoring
• Workplace safety
• Thriving in the future

The development of a safe, trusting supportive environment for trainees has ensured a high retention rate for the program.

What legacy and UN SDG contribution was achieved?

This legacy program has already provided measurable socio-economic benefits to the local South West community and will continue to do so long after the project is completed. The emphasis placed on the “post placement” component of the program will ensure participants are supported with long term employment opportunities.

Significant resources have been directed to this objective and the program has been working with local GTOs to explore additional considerations with the participants during their journey, including:

• Further career development opportunities and connections beyond their current work on the BORR project.
• Relocation capacities and the level of desire to mobilise to meet known and future labour market opportunities.
• Identified transferrable skills which would enable the participant to enter into similar and related industry roles.

The Yaka Dandjoo program and its initiatives have provided several significant socio-economic benefits, that are over and above the initial key targets and measures. For many of the participants there has been a measure of “substantial gain” that is not captured in raw program statistics alone. For many participants this has included:

• Improved mental health and fitness.
• A greater connection to their community and greater capacity to participate in a wider range of activities and groups.
• Financial independence, including the ability to provide for oneself and others.
• Improved living circumstances, housing reliability and security.
• Improved confidence and social relationships.
• Enhanced wellbeing and self-actualisation.
• Participation in further learning/training.

There is an opportunity to capture the socio-economic benefits through longitudinal studies and implementing surveys along the employment journey.

The program has achieved a higher participation in the workforce of diversity groups and set a benchmark for other participating employers regarding how to deliver and support effective training and employee retention programs. In addition, the employment and training sector stakeholders in the region, in Perth and elsewhere have taken a keen interest in the success of the Yaka Dandjoo program and see its outcomes as evidence of a training model other industry partners could adopt and build on.

To better understand the wider societal impact, we referred to the “Australian Priority Investment Approach to Welfare: 30 June 2020 Valuation Report”. According to the report, lifetime costs of income support for those of working age is $268,000 and rent assistance is $134,000. When a program participant is empowered and enabled to divert from a lifetime of income support and towards independence, these numbers indicate substantial saving potential. Moreover, there is a significant flow-on effect for participants’ dependents and other family members who similarly learn to navigate the pathways towards employment based on their exposure to the program.

Describe what you have done and how you have done it

The Bunbury Outer Ring Road (BORR) is a $1.25 billion project creating a four-lane road linking Forrest Highway and Bussell Highway in the South West region of Western Australia (WA).

South West Gateway Alliance (SWGA) were awarded the contract in 2020, including the following social procurement targets.

• $450 million local businesses spend.
• $30 million Aboriginal businesses spend.
• 10% of the project’s construction workforce to be Aboriginal.
• 10% of the project’s construction workforce to be previously unemployed people.

SWGA identified various challenges in realising these ambitious targets, including:

• The lack of sufficiently large-scale capital works capacity in the South West region.
• Labour constraints and the lack of established Aboriginal businesses and Aboriginal workforce in the South West.

1) Local Business Advisory Group (LBAG): To address the identified risks and ensure the economic benefits and social outcomes were realised for the South West, SWGA established the BORR Local Business Advisory Group (LBAG). Made up of representatives from both the South West business community and civil contractors’ sector, the LBAG has proven effective in creating local solutions.

2) ‘Inside Out’ strategy: Under the WA Buy Local Policy, businesses owned and operated from outside the region but with a local office, could still claim the local preferencing (e.g. in Perth). SWGA, in collaboration with LBAG, established an ‘inside-out’ policy that prioritised genuine Bunbury-based businesses, and established the Local Weighting table. The table defined five different ‘categories’ of local, with the highest preferencing for businesses owned, operated and established in the region. This drove the procurement evaluation framework, providing tangible advantages to genuinely local businesses.

3) Local business expressions of interest: SWGA maintain a register of businesses who express interest in working on the BORR project. The register enables businesses to nominate their service offerings, which SWGA procurement can then utilise for tender invitations and minor procurement.

4) Local Content advisor embedded within the Alliance: Main Roads funded a local content advisor (LCA) to work in the SWGA. The LCA, seconded from the Department of Primary Industries and Regional Development (DPIRD), develops relationships with local and Aboriginal businesses, works collaboratively within SWGA, in procurement strategy and identify upcoming opportunities.

5) Collaborate with industry to develop scope of works:

• Business briefings: 9 package-specific business briefings seeking feedback on scope before packages are finalised. 48 businesses provided feedback on proposed packages which was used to finalise scope.
• Feedback: SWGA have met with 77 local and Aboriginal business to understand the reasons for declining tenders. The reasons are collated and reported on through the LBAG and SWGA board.
• Industry focus groups: These two sessions with local businesses were to provide direct and honest feedback to decision makers within the SWGA senior management team in an open forum.

6) Yaka Dandjoo – sustainable employment pathway: To maximise employment of both local Aboriginal and unemployed people, SWGA established the Yaka Dandjoo program as a training and employment pathway into civil construction. In collaboration with Federal and State Government agencies, SWGA facilitated the program along with a local Group Training Organisation (GTO).

What were the Outcomes and how were those outcomes shared?

1) Fit for purpose Procurement strategy aligned with local industry: SWGA have listened to the feedback from industry and made tangible changes in its procurement practice. In response to the local business briefings, the reasons for declining tenders, and the industry focus group sessions, SWGA made the following changes:

• Right sized packages: Earthworks and drainage packages on SWGA were significantly reduced in size to ensure the packages were accessible for local businesses. Local industry expressed an overwhelming agreement on preferred package size between $2-5 Million. SWGA adjusted its scope to suit, resulting in a significant increase in local participation in earthworks and drainage packages. The right sized packaging has been evident across other disciplines, including concrete works, landscaping and steel fabrication which have all been split into multiple smaller packages to align with the local market.
• Adjusted delivery model: The post-covid construction boom meant local businesses were stretched to meet the demands of their usual clients as well as tender for packages on the BORR project. Therefore, local industry expressed a preference for long-term plant hire contracts rather than contract work. SWGA responded by changing its delivery model and has now issued plant hire contracts to 20 individual businesses, of which 90% are local and 76% are small businesses (i.e. less than 10 employees).

2) Strong participation from locally owned and operated businesses: The impact of the BORR project has been widespread throughout the local business community. Some of the outcomes for the project’s commitment to local and Aboriginal businesses include:

• Procurement targets exceeding expectation: SWGA has already exceeded the committed local and Aboriginal spend targets through its current contract commitments. $517M of local business spend and $34M on Aboriginal businesses, exceeding both targets by $67M and $4M respectively. Given up to 40% of the project’s procurement remains, SWGA anticipate through its forecasted local spend to exceed both the Aboriginal and Local spend targets by a significant margin.
• Significant spend on category 1 local businesses: Given Bunbury’s close proximity to Perth, there was always an element of risk that a large portion of local spend would be achieved through Perth-based with regional offices in Bunbury. However, SWGA ‘inside out’ strategy and implementation of the local weighting table has led to 73% of the $517 of local spend on category 1 local businesses that are established, owned and operated in the South West.
• Competitive South West businesses: 83% of contracts have been won locally when a local business participates in the tender process. This outcome is significant given South West businesses make up, on average, 41% of the tender lists. This strong participation is a result of the commercial team’s buy-in to SWGA’s commitment, ensuring local businesses are given every opportunity to participate in tender processes and provided the necessary support.3) Yaka Dandjoo program success: SWGA’s Yaka Dandjoo program has enormous success since it was established in 2021. SWGA have completed the training for seven cohorts since the program’s inception, resulting in 140 individuals graduating from the program. Of the graduates, 57% are female and 60% Aboriginal.

4) Case study for future major infrastructure projects: Embedding an LCA into the Alliance has provided an opportunity to capture learnings that would typically stay with subcontractor on other projects. As the LCA is focusing on the broader state government objectives in addition to the BORR project, sharing data and case studies provides valuable insight for Main Roads and DPIRD. For example, SWGA capture the success rate of local businesses winning contracts when competing against metro-based businesses in open field tenders. This informs the local content goals and strategies of future projects in South West and other regions.

5) BORR community hub for the local community: Established as a shopfront in the center of Bunbury’s main street, community members including jobseekers and businesses can walk into the hub and speak directly to the SWGA employees about opportunities on the project. It includes 7m x 3m satellite map of the project, a visualization tool to picture how the project will look at completion, and is the meeting point for business briefings, project tours, and other events. The hub ensures all members of the community can feel informed and connected to the project.

Describe who benefited from your initiative, innovation, or approach?

1) Benefits to the community – Local businesses

305 local businesses and 38 Aboriginal businesses have benefitted from the project through direct spend from SWGA. Including:

• 108 local businesses and 21 Aboriginal businesses awarded contracts over $50,000; and
• 40 local businesses and 8 Aboriginal businesses awarded contracts over $1,000,000.

The project has been beneficial to businesses engaged on the project and the broader local business community. During planning phase, Main Roads engaged KPMG to assess the indirect impact the project would have on the community during construction. The estimates were significant. For example, KPMG estimated that for every $50 Million output on construction services, the project would generate 735 jobs; and for every $1 procured on local businesses, an additional $1.50 would be circulated back into the local economy. This led to the inside-out strategy, which has resulted in $377M on ‘category 1’ locally owned and operated businesses (i.e. 73% of the $517M). The indirect benefits generated from the construction phase to date would include over 5000 jobs and $565 Million of indirect spend in the local community.

Example: Doust Grader Services

For business owners such as Brett Doust, the BORR presented a unique opportunity for a long-term plant hire contract in his own town. Brett took the opportunity to purchase his own machine and start his own business, and he has now been contracted to the project for over 12 months. Doust Grader Services is one of eight owner-operators with long-term plant hire contracts who took the opportunity to work on the BORR project rather than continue the FIFO lifestyle usually required for sustained employment in the industry.

2) Benefits to the community – Local employment

The benefits to the local community through employment opportunities generated from the project has also been significant. The Yaka Dandjoo program alone has generated employment for 62 graduates, majority previously unemployed, with no previous experience in the civil industry. Given the tight labour market in the civil industry, where operators and labourers are at a premium, the Yaka Dandjoo program has been equally beneficial to the 25 businesses who have employed Yaka Dandjoo graduates in their workforce. 35% of the graduates who are now in apprenticeships or traineeships, and 21% have held steady employment for over 12 months since graduating.

SWGA’s aboriginal participation strategy has led to 97 Aboriginal people employed on the project; either directly with SWGA or employed via one of SWGA’s subcontractors.

What legacy and UN SDG contribution was achieved?

For many local businesses, engagement with SWGA for the BORR project has been a significant first step towards setting and achieving higher standards in business practices. One-on-one support and upskilling opportunities have ensured local businesses have developed their capacity to set stretch targets for themselves and capitalize on the opportunity to upgrade their administrative and procurement practices, purchase new and more efficient equipment, hire new staff, upskill existing staff, diversified services delivery scope and capability.

Example: Australind Water Boring & Civil (AWBC)

AWBC is a local business that has been working with the South West Gateway Alliance throughout the BORR project. They are a Bunbury-based business and have been engaged to complete bore drilling across the alignment.

“The BORR project coming to the South West region has helped broaden my business’ capability to respond to future activities. As a result of the ongoing work…we have been able to pick up an additional drill rig and have doubled our footprint in the last two years.” – Brad Hammersley, Managing Director AWBC

In addition, the upskilling of local employees has strengthened local employment capacity for contracted or in-house maintenance with Main Roads WA. This is particularly important given Main Roads WA policy direction to bring road maintenance in house. The BORR project has provided opportunities for hundreds of local labourers, operators, engineers and other skilled positions and exposed them to the highest standard of safety and construction practices.

Example: Local Aboriginal employee & Yaka Dandjoo graduate

“The team members in the Alliance have been pretty supportive because they know that my work was slowing down and that I needed to get a better job and stuff, so they helped me out with Maali… I like working on the Outer Ring Project because…it’s like a big opportunity to take on if you haven’t had the experience before.” – Lucas Bennell, Labourer, Maali Group.

Leveraging the experience gained by employers and employees on the BORR, Main Roads WA has a significantly increased pool of appropriately skilled and experienced construction businesses. suppliers and employees situated in the SW Region.

Example: Cast Civil

“Cast Civil has been focused on local engagement and local Indigenous engagement throughout the project that has enabled us to upskill local personnel here from the Bunbury and South West region. Whether that’s enabling them to get experience on construction projects or on the job training.” – Steven Curnow, Project Manager

Example: Maali Group:

Maali Group is an Aboriginal-owned and managed company providing electrical, mechanical and civil services. They have been sub-contracted on the BORR project to install drainage and culverts.

“As an Aboriginal Business, the support we have received from South West Gateway Alliance has been exceptional. We have been able to show our civil capabilities on this project and provide job opportunities for Indigenous people in the Southwest Region.” –  Jason Callard, Operations Manager, Maali Group. Source: BORR 300922 Maali Group | Main Roads Western Australia.

The economic legacy of this project will be felt by those participating businesses and the wider South West community, but in other projects across the State and throughout Australia. Main Roads WA and Department of Primary Industries and Regional Development (DPIRD) will draw on the initiatives employed on the BORR project to further develop region-specific local content strategies. For example, embedding of an LCA into a large-scale project is now an accepted gold standard for effective local business engagement, and DPIRD will now look to communicate this by via the WA Buy Local Policy 2022.