environmental processes manual · 2013-08-07 · 1.7 infrastructure projects environmental...

Technical Manual

Environmental Processes Manual August 2013

Environmental Processes Manual, Transport and Main Roads, August 2013

Copyright

http://creativecommons.org/licenses/by/3.0/au/

© State of Queensland (Department of Transport and Main Roads) 2013

Feedback: Please send your feedback regarding this document to: [email protected]

Amendment Register

Issue / Rev no.

Reference section

Description of revision Authorised by Date

1 First issue – (Draft_EPM_September 2011)

Environmental Sustainability Unit

Sept 2011

Review from project Working Group and Consultation Group

Working Group

Consultation Group Nov 2011

2 Second issue – (Draft_EPM_December 2011


Dec 2011

Review from project Working Group, Consultation Group and Environmental Operations Group (EOG)

Working Group

Consultation Group

Environmental Operations Group

Jan 2011

3 Third consultation – (Draft_EPM_December 2011)


Jun 2012

4 Final processes sequence queries to ESU management, Working Group, EOG and CTS (Environment)


Working Group

Environmental Operations Group

CTS (Environment)

June 2012

5 Final review and issue State Program Office

July 2013

Environmental Processes Manual, Transport and Main Roads, August 2013 i

Contents

1 Overview .........................................................................................................................................1

1.1 Introduction ..................................................................................................................................... 1

1.2 Previous version ............................................................................................................................. 1

1.3 Scope.............................................................................................................................................. 1

1.4 Aims ................................................................................................................................................ 1

1.5 Objectives ....................................................................................................................................... 2

1.6 Manual structure ............................................................................................................................. 2 1.6.1 Environmental processes alignment to the OnQ framework..........................................3

1.7 Infrastructure projects environmental processes flow chart ........................................................... 5

2 Project management methodology..............................................................................................6

2.1 Environmental input to transport infrastructure projects................................................................. 6

2.2 Component project ......................................................................................................................... 6 2.2.1 Internal management of component project...................................................................6 2.2.2 External component project delivery ..............................................................................7 2.2.3 Accountabilities & responsibilities ..................................................................................7

2.3 Project management streams......................................................................................................... 8 2.3.1 Process management ....................................................................................................8 2.3.2 Work management .........................................................................................................8

2.4 Environmental management system (EMS) ................................................................................... 9

3 Project classification...................................................................................................................10

3.1 Project classification ..................................................................................................................... 10 3.1.1 Overall (OnQ) project classification..............................................................................10 3.1.2 Environmental project classification .............................................................................10 3.1.3 Nil or negligible environmental risk...............................................................................11

3.2 Risk ............................................................................................................................................... 12 3.2.1 Risk management.........................................................................................................12

3.3 High level project classification..................................................................................................... 12 3.3.1 Significant project environmental impact assessment .................................................13

3.4 Medium level project classification ............................................................................................... 13

3.5 Low level project classification (including emergency response works)....................................... 13

4 Legislation and department requirements................................................................................16

4.1 Environmental Legislation Register (ELR).................................................................................... 16

4.2 Other departmental manuals, standards and systems................................................................. 16

5 Scoping.........................................................................................................................................19

5.1 The scoping process..................................................................................................................... 20

5.2 Completing the environmental scoping report (ESR) ................................................................... 20 5.2.1 Scoping process initiation.............................................................................................20 5.2.2 Communicate project scope.........................................................................................20 5.2.3 Strategic level scoping for link study ............................................................................21 5.2.4 Scoping assessment ....................................................................................................21 5.2.5 Environmental project classification .............................................................................23 5.2.6 Project approval triggers - scoping...............................................................................26 5.2.7 Options analysis ...........................................................................................................26 5.2.8 Component project cost estimate.................................................................................27

Environmental Processes Manual, Transport and Main Roads, August 2013 ii

5.2.9 Environmental scoping report (ESR) management recommendations........................27 5.3 Environmental management plan (site investigation) – EMP(SI) ................................................. 28

5.4 Input to business case .................................................................................................................. 29

6 Environmental assessment ........................................................................................................30

6.1 The environmental assessment process ...................................................................................... 30

6.2 Completing the environmental assessment report (ear) .............................................................. 31 6.2.1 Environmental assessment initiation............................................................................31 6.2.2 Scoping confirmation or commencement.....................................................................32 6.2.3 Review of environmental factors (REF)........................................................................32 6.2.4 Environmental management plan (planning) – EMP(P)...............................................33

6.3 Detailed cost estimates................................................................................................................. 34

6.4 Preliminary design ........................................................................................................................ 34 6.4.1 Review preliminary design ...........................................................................................34 6.4.2 Environmental design report (EDR) for preliminary design..........................................35

6.5 Detailed design ............................................................................................................................. 36 6.5.1 Review detailed design ................................................................................................36 6.5.2 Environmental design report (EDR) for detailed design...............................................36 6.5.3 Input to tender documentation......................................................................................37

6.6 Development of scheme prototype............................................................................................... 38

6.7 Tendering process ........................................................................................................................ 38

6.8 Project contracts ........................................................................................................................... 39

6.9 Project data entry into departmental GIS systems ....................................................................... 42

7 Environmental management.......................................................................................................43

7.1 The environmental management process .................................................................................... 43

7.2 Completing the environmental management plan (construction) – EMP(C) ................................ 44 7.2.1 Environmental management initiation ..........................................................................44 7.2.2 Environmental officer input to the EMP(C)...................................................................45 7.2.3 EMP(C) development ...................................................................................................45 7.2.4 EMP(C) document review ............................................................................................45 7.2.5 Interim EMP(C).............................................................................................................46 7.2.6 Tender review phase....................................................................................................46 7.2.7 EMP(C) implementation audit ......................................................................................46 7.2.8 Environmental harm incident reporting (work improvement note (W.I.N.) system) .....47

8 Project finalisation and network management .........................................................................49

8.1 Post implementation review.......................................................................................................... 49 8.1.1 Defect liability period ....................................................................................................50

8.2 Surrender of approvals ................................................................................................................. 50

8.3 Handover report ............................................................................................................................ 50

8.4 Nomination of a significant environmental area (sea) .................................................................. 51

8.5 Maintenance of infrastructure network ......................................................................................... 51 8.5.1 Program maintenance ..................................................................................................51 8.5.2 Routine maintenance ...................................................................................................51 8.5.3 Environmental management plan (maintenance) – EMP(M) .......................................52 8.5.4 Emergency works (under maintenance contract).........................................................53

8.6 Road corridor permits ................................................................................................................... 53

Glossary ................................................................................................................................................55

Environmental Processes Manual, Transport and Main Roads, August 2013 iii

Environmental Processes Manual, Transport and Main Roads, August 2013 iv

Table of Figures

Table 1.6.1 - Alignment of Key Environmental Processes 4

Figure 1.7 Environmental Processes Flow Chart.................................................................................... 5

Figure 2.1 - Overall Project and Component Project .............................................................................. 6

Figure 3.1.2 - Project Classification....................................................................................................... 11

Table 4.2-A - Summary of other departmental documents related to environmental assessment and

management.......................................................................................................................................... 17

Figure 5 - Environmental Scoping Report (ESR) Process .................................................................... 19

Figure 5.2.5 - Outcome of the Environmental Project Classification..................................................... 24

Figure 6 - Environmental assessment process ..................................................................................... 30

Table 6.8-A - Environmental input to various departmental contracts .................................................. 39

Figure 7.1 - Environmental management process ................................................................................ 43

Overview

1 Overview

1.1 Introduction

This manual provides the governance for environmental assessment and management of transport

infrastructure projects undertaken by the Department of Transport and Main Roads (the department).

This manual integrates environmental risk assessment and impact management within the

departmental project management framework.

The manual ensures the quality and consistency of environmental assessment and management

processes within the department.

1.2 Previous version

This manual supersedes the Road Project Environmental Processes Manual (2004).

1.3 Scope

This manual establishes the processes for assessing and managing the environmental impacts of

transport infrastructure projects undertaken by the department.

The environmental processes described in this manual are structured to align with the principles of the

departmental project management framework, OnQ (Section 1.6.1).

This manual describes a process methodology and tools for the department to deliver its program of

work, Queensland Transport and Roads Investment Program (QTRIP). The environmental process

methodology and tools described in this manual may also be applied to other departmental projects

and activities (non-QTRIP project works).

This manual distinguishes between Process Management (Section 2.3.1) and Work Management

(Section 2.3.2). This manual describes the Process Management required for departmental projects

and describes a process for project delivery. Work Management documentation is not provided in this

manual. The departmental Environmental Management System (EMS) (refer to Section 2.4) is the

repository for Work Management documentation, and is referenced throughout this manual.

Project teams may be flexible in the timing to apply the tools described in this manual to meet

individual project requirements. The process flexibility enables a project to be entered at the

appropriate timing and deliver an environmental response and outcome that is fit-for-purpose to the

project.

Legislative requirements are the basis of the environmental assessment and management processes

in the department. The department also sets internal objectives for environmental outcomes.

Compliance with processes specified in this manual will provide the basis for implementation of

effective environmental outcomes and facilitate legislative compliance for projects.

1.4 Aims

The environmental processes described in this manual support:

the department’s general environmental duty to the environment as required by the Environmental Protection Act 1994

the department to manage the performance of its functions and operations in accordance with the Corporate Governance Framework (2010)

the strategies of the Transport and Main Roads Corporate Plan 2011 – 2015, including the Corporate Strategies to:

Environmental Processes Manual, Transport and Main Roads, August 2013 1

Overview

“Reduce the environmental impact of our [departmental] operations” and

“Implement effective business systems, processes and practices”.

1.5 Objectives

This manual serves as the primary document to establish environmental assessment and

management processes for transport infrastructure projects undertaken by the department.

The objectives of this manual are to:

Standardise and clarify the process of environmental assessment and management of infrastructure projects across the department.

Provide easily accessible information and guidance for environmental assessment and environmental management of infrastructure projects (including reference to the departmental EMS) (Section 2.4).

Provide a framework to manage projects that establishes:

- distinct environmental assessment and environmental management stages

- project scale differentiation: High, Medium and Low Level project streams, in terms of project

complexity and environmental risk

- a clear process map (Figure 1.7) to guide the user through the formal project management

process

- internal templates for department staff to perform and manage projects

- external brief / contract proformas for department staff to engage external consultants to carry

out project tasks

- a streamlined process for environmental assessment and management.

- external brief / contract proformas for department staff to engage external consultants to carry

out project tasks

- a streamlined process for environmental assessment and management.

1.6 Manual structure

Chapters 1 to 4 of this manual provide the background rationale (‘why’) for the manual structure, aim,

purpose and requirements.

Chapters 5-8 of this manual provide the process details (‘what’, ‘when’, ‘how’ and ‘who’) for assessing

and managing the environmental component of the project.


Overview

1.6.1 Environmental processes alignment to the OnQ framework

The department’s OnQ project management framework identifies four project phases as:

Concept

Development

Implementation

Finalisation

The OnQ framework also states that projects included in the road program are generally initiated from

the Link Study process. Input to this Link Study process occurs at a strategic level before detailed

project assessment is required.

The OnQ framework details a methodology that can be tailored to any size and nature of project, and

a framework that plans out the total project life-cycle. It is used to estimate project costs and

resources, clarify the roles and responsibilities of project members, and offers tools, techniques and

templates to assist with the project management process.

This manual aligns environmental processes with strategic level assessment, as well as the OnQ

project phases, as demonstrated in Table 1.6.1 below.

The manual alignment with OnQ project phases is expanded in Figure 1.7 to demonstrate the work

tasks associated with each OnQ project phase and manual section.

The key environmental processes and document names are shown in Figure 1.7 of this manual.

Templates and associated procedures are supplied by the departmental EMS (Section 2.4).


Overview


Table 1.6.1 - Alignment of Key Environmental Processes

OnQ Project Management Phases

Concept (including Link Study) Development Implementation Finalisation OnQ Project

Management

Phase

Project

Propos

al

Options

Analysis

Business

Case

Preliminary

Design

Detailed

Design Construction Handover

LOW ** ** EMP* (Construction) Checklist Review

MED ** EAR* EDR * (Preliminary Design)

Key documents in Environmental Process

ESR*

HIGH REF* EMP* Planning

EDR* (Preliminary Design)

ED

R*

(Det

aile

d D

esig

n)

EM

P*(

Con

stru

ctio

n) R

evie

w

Env

ironm

enta

l Site

Insp

ectio

n C

heck

list

Env

ironm

enta

l Com

plia

nce

Aud

it R

epor

t

Post Implementation Review / Handover Report (Environment)

Environmental tasks aligned to project phases

LINK STUDY

Typically centred on route or corridor analysis

Link study utilises desktop study tools

(electronic environmental datasets (GIS))

(Link Studies include environmental input in to Route Constraints Analysis (RCA) & Corridor Development Plans (CDPs))

CONCEPT PHASE

Environmental input to overall project proposal

Includes environmental component options analysis and cost estimate which contribute to the overall project Business Case.

Input to Preliminary and Detailed Design

Recommendations for Environmental Management

Input to Contract Documentation

Project EMP*

Project Maintenance Plans

Input to RMPC*

Input to RCP*

*Document acronyms provided in Glossary and also in later manual content with accompanying document / process

descriptions.

** Content of ESR is considered sufficient for this phase

Overview

1.7 Infrastructure projects environmental processes flow chart

Figure 1.7 Environmental Processes Flow Chart

Input to Detailed Design

Environmental Risk Assessment for

Project Classification

Classification Decision

(Provisional)

Low LevelMedium Level High Level

Further assessment & management required before proceeding to Implementation Phase

Management recommendations provided in Scoping Report.

Review of Environmental Factors (REF)

Environmental Management Plan (Planning) EMP(P)

Environmental Design Report (EDR)

Input to Business Case

Preliminary Design Review

Input to Preliminary Design

Detailed Design Review

Input to Tender Documentation

Development of Scheme Prototype

Award of Contract

Confirm In-Scope and Out-of-Scope project requirements

Scope Communication or Confirmation (including review of Project Classification)

Review & Reference Existing Project Work (Link Study & Concept phase Scoping Report(s))

Environmental input to brief to external consultant

(Provisional)

Environmental Design Report (EDR)

EMP(C) Review

EMP(C) Implementation Audit

Post Implementation Review

DEVELOPMENTPHASE

FINALISATIONPHASE

IMPLEMENTATIONPHASE

CONCEPT PHASE

Surrender of Approvals

Handover Report

Maintenance of Infrastructure Network

EMP (Maintenance) EMP(M) Road Corridor Permits (RCP)Statement of Environmental Effects

Environmental Scoping ReportMajor Outputs:

Project ClassificationOptions Analysis

Cost Estimate

Environmental Assessment Report (EAR)Includes:

Review of Environmental Factors (REF)Environmental Management Plan (Planning) EMP(P)

Review of Environmental Factors (REF)

Environmental Management Plan (Planning) EMP(P)

Repeated if required by

project

EMP (Construction) EMP(C)

Site Inspection

Overall project manager engages Component Manager (Environment) CM(E)




- Input to Environmental Management Plan (Construction) EMP(C) through Specification Annexures- Input to Principal’s Erosion and Sediment Control (ESC) Plan

- Input to Environmental Management Plan (Construction) EMP(C) through Specification Annexures- Input to Principal’s Erosion and Sediment Control (ESC) Plan

LEGEND Key

Document in process

Process Decision

Nomination of Significant Environmental Areas

(Provisional)

Project data entered into Departmental GIS Systems (Environmental Workspace)

(Provisional)

DataProvisional

ProcessSub-Task /

Input Process

No Further Assessment Required


Project management methodology

2 Project management methodology

2.1 Environmental input to transport infrastructure projects

The OnQ methodology describes transport infrastructure projects as being comprised of separate

components of specialist disciplines. Each of these specialist areas are managed as a ‘Component

Project’ either as a smaller project work package to the overall project or as a component interaction

of the overall project delivered separate to the main project team.

Environmental considerations for a project are a specialist component of all transport infrastructure

projects. Thus the environmental assessment and management of a project is documented as a

Component Project to the overall project, irrespective of the OnQ delivery model.

This manual applies the principles of Component Project management to conducting environmental

assessment and management.

Figure 2.1 - Overall project and component project

2.2 Component project

The project manager (PM) engages a departmental environmental officer to manage the

environmental assessment and management work packages as a component of the overall project.

This manual refers to the project manager of the environment component as the Component Manager

(Environment), or CM(E). (Refer to the Glossary for a more detailed description).

The environmental Component Project is a part of the overall project and must be informed and aware

of the timeframes and input from other component projects.

Information for Component Project processes is located in the OnQ Project Management Framework.

The component project body of work can be performed internally by department staff, or outsourced to

be performed externally by an expert service provider under contract.

In the event that the project is outsourced, an internal CM(E) is still appointed to the project. The PM is

responsible for engagement and management of the external service however the CM(E) should be

consulted in this action to ensure a suitable brief is developed. (Refer to Section 2.2.2).

2.2.1 Internal management of component project

A CM(E) from a dedicated environmental unit in the department is appointed to all departmental

projects with environmental considerations.



This CM(E) is responsible for providing expert specialist advice and service to the overall project, and

also responsibility for the ultimate delivery of the environmental component project.

Where practicable, the CM(E) will provide response to the overall project using internal resources, as

either the project manager of a component project team, or individually producing and delivering the

component project.

This manual establishes a process for applying guidance documents and templates for use by the

CM(E) to provide response to the PM. Use of these standard documents ensures that consistent

quality and content of work are returned to the PM, and the deliverable items align with departmental

and overall project management requirements.

The key environmental processes and document names are shown in Figure 1.7 of this manual.


2.2.2 External component project delivery

The PM is encouraged to primarily seek the environmental component body of works through internal

resourcing and the appointment of an internal component project manager (CM(E)).

Should the entire environmental component project, or a particular body of the work, require to be

outsourced under contract to an external expert service provider, the engagement and management of

this external service should be actioned through, or in consultation with, the internal CM(E) to ensure

that their expert understanding of environmental matters can be used to guide delivery and quality of

the product / service.

The CM(E) is to be consulted in the tender process for engaging the external expert service provider.

The CM(E) is to have direct input to the work brief and contract documentation. The PM is to

communicate and engage with the CM(E) to ensure their input to the terms of the external service

contract.

Externally produced components of work must be reviewed by the internal CM(E) to ensure that the

quality of product / service meets departmental requirements and the requirements of the work brief.

The EMS contains documents for guiding product delivery from external expert service provider.

(Section 2.4).

2.2.3 Accountabilities & responsibilities

Specific roles, accountabilities and responsibilities are assigned throughout this manual to either the

project PM, the CM(E), or an external service provider (contractor), with typically the PM directly

engaging the CM(E) to perform or manage a task or activity.

The administration structure varies between projects so that there may be occasion for multiple levels

of project management or component management. (For example, a large project with a single project

manager may be divided into stages of delivery, each with a different project manager for each stage.

Each stage may then require separate environmental project components. The environmental

component may also be responsible for engaging packages of work as specific service to the

component project, and by definition will assume a project management role to that service.

In addition, there may be ‘intermediate levels’ of project management whereby an overall PM engages

a Core Technical Services representative to deliver a suite of components, and the environmental

component is only a single component amongst, for example, design or survey components.



Direct communication must occur between the representatives of both the overall project (PM) and the

environmental component (CM(E)).

Instances of ‘intermediate level’ project management or ‘sub-component’ services of work may occur

in conjunction with this direct communication between the PM and CM(E).

Instances may also occur where responsibility to a role is assigned to the CM(E) in this manual

however the project may need to delegate the role of delivery to a contractor (or Contract

Administrator). In this instance the CM(E) assumes the role of briefing the work and overseeing the

work task that would otherwise be conducted by the CM(E). These instances are determined by the

PM in conjunction with the CM(E), and in all instances the CM(E) retains responsibility to manage and

review the work task. However the CM(E) has no direct responsibility for, or control over, the

contractor (or Contract Administrator).

This manual assigns accountability and responsibility to each stage of the environmental assessment

and management process.

These accountabilities and responsibilities apply to all projects.

The accountabilities and responsibilities relate to deliverable items within the project schedule.

The accountabilities and responsibilities are denoted in this manual by a text box surrounding the body

text.

This paragraph is surrounded by a text box to indicate the display style of accountabilities and

responsibilities in this manual.

In all instances the PM is accountable and responsible for ensuring that environmental factors are

considered in a project.

2.3 Project management streams

This manual divides the environmental project management into two streams:

Process Management

Work Management.

2.3.1 Process management

The process for assessing and managing the environmental component project is established in this

manual and implemented by the use of the department’s EMS (Section 2.4). The EMS delivers

guidance to enact the various Work Management elements at the appropriate Process Management

stage.

2.3.2 Work management

The Work Management stream of this manual is centred on describing the use of standard templates,

forms, proformas, checklists and associated guidance that provide a unified and consistent project

output for all departmental projects.

The departmental EMS supplies and is a central repository for all Work Management templates

associated with this manual. Instruction for the correct application (timing and relevance) of a

particular Work Management document is given through the EMS.




This manual describes the use of standard documents but does not supply them. Documents are

supplied and housed in the department EMS to promote their correct application and enable efficient

document maintenance that will not impact changes to this manual.

Section 3.1 of this manual describes how projects are allocated a ‘High Level’, ‘Medium Level’ and

‘Low Level’ classification, largely based on risk. There are corresponding work streams to each of

these level classifications.

Each of these work streams contain documentation relevant to whether the work is performed

internally (by departmental staff) or externally (by engaging external expert service provider /

consultants / parties under contract). The departmental EMS provides documents for internal

application, as well as documents for guiding product delivery from external expert service provider.

The key document names in the Work Management process are shown in Figure 1.7 of this manual.


2.4 Environmental management system (EMS)

The EMS houses resources related to Project Management, including the work management

documentation established in this manual (templates, forms and associated guidance). The EMS

presents these Project Management resources in a sequence that represents the process described in

this manual.

Using the EMS to access the Work Management documentation referenced in this manual ensures

that environmental assessment and management documents are current and can be applied in

context of the department’s environmental responsibilities and legislative requirements.

Project classification

3 Project classification

Environmental processes are broadly similar across all projects irrespective of their nature and scale.

The sensitivity and scale of the project will however determine the desired or required level of detail for

the assessment and management of the project.

Projects affecting sensitive areas or involving high risk activities will require a far greater level of detail

of environmental assessment and management than a low risk project. Therefore, in order to

streamline and simplify the assessment process, this manual describes the process for performing a

range of simple to complex environmental project work to suit the project scale and required level of

detail.

3.1 Project classification

There are two major project classifications relevant to this manual:

Overall (OnQ) Project Classification – assigned to the overall project (Refer Section 3.1.1)

Environmental Project Classification – assigned to the specific environmental component project (Refer Section 3.1.2)

3.1.1 Overall (OnQ) project classification

The OnQ Project Management framework categorises departmental projects as:

Type I Projects — Complex/ high risk transport infrastructure projects, requiring high levels of

investigation, rigor and control.

Type II Projects — Straightforward/ medium risk transport infrastructure projects, requiring moderate

levels of investigation, rigor and control.

Type III Projects — Simple/ low risk transport infrastructure projects, requiring low levels of

investigation, rigor and control.

The classification of projects as Type I, Type II or Type III is currently based on the OnQ website

under templates, Project Types.

A project classification occurs based on information current at the Project Proposal, and the project

classification is listed in the department’s QTRIP.

This project classification occurs during the Concept phase through preparation of the Project

Proposal. The project classification decision is agreed by the Project Sponsor, Project Customer, and

Project Manager.

3.1.2 Environmental project classification

This manual establishes a separate classification for the environmental component project. The

environmental project classification divides environmental project work into three streams reflecting

the scale of required environmental response:

High Level

Medium Level



Low Level

Figure 1.7 depicts the work management stages and environmental processes required for each of

these divisions.

The classification of an environmental component project into High, Medium and Low Level categories

must always be determined on a case-by-case basis.

Environmental project classification occurs in the Scoping process of the project cycle and is

discussed in more detail in Section 5.2.6. The project classification is based upon the findings of the

Environmental Risk Assessment of the Environmental Scoping Report (ESR) template, located in the

departmental EMS.

During the project life the environmental project classification level may need to be adjusted with the

emergence or development of project information (for example, project scope changes).

For the majority of projects, the OnQ classification of a Type category is likely to correspond to the

required level of environmental assessment. This is particularly the case when environmental advice

has been sought in the project Link Study or Concept Phase and inputted to the Project Proposal.

Whilst environmental considerations are amongst the risk considerations which define the overall

(OnQ) project classification, instances may occur where the determined overall project risk does not

correspond with the environmental risk (for example, a Type 3 category project may occur in an area

of environmental significance and require a detailed environmental response).

In instances where the project classification determines a varied level of environmental assessment is

appropriate, this manual provides a process that can accommodate a level of assessment

commensurate to the projects’ environmental requirements.

If it is absolutely clear that a project presents a low risk of causing environmental harm, then a Low

Level assessment is appropriate. Alternatively, the project will undergo a minimum assessment of a

Medium Level project.

Figure 3.1.2 - Project classification

3.1.3 Nil or negligible environmental risk

In some instances an environmental project classification is not required for a project. This occurs

where the CM(E) can use the scope of work to determine there is nil likelihood or negligible

environmental risk associated with the project (Section 3.2.1). In this instance the CM(E) will decide if

any environmental assessment and management is required.



The CM(E) must record in writing and on file a decision that the project may proceed without any

further environmental assessment or management input.

3.2 Risk

The extent of risk involved in a project determines the level of environmental assessment required for

a project.

Project risks will vary due to:

duration (cost)

variability in type

scale

sensitivity of receiving environment

complexity

number and type of activities.

The risk of causing environmental harm tends to increase with the increasing complexity, sensitivity

and scale of a project.

3.2.1 Risk management

The department has adopted the AS/NZS 4360:2000 standard on risk management as the basis of its

department wide Risk Management Methodology.

The department has developed risk management guidelines to support project level risk management.

Instruction to staff in risk management is provided in the Project Manager’s Risk Management

Guidelines.

The assessment of risk to determine the environmental project classification is discussed in Section

5.2.5 of this manual.

3.3 High level project classification

The process for carrying out environmental assessment is fundamentally the same for High Level and

Medium Level projects, however the required detail of each type of assessment necessitates that

distinct processes are defined for both High Level and Medium Level projects.

High Level projects are typically characterised by:

being works on new infrastructure

having longer lead time

having numerous options

having multi-faceted elements

having sensitive or complex receiving environment

having numerous or complex legislative requirements

having detailed strategic (Link Study) evaluation.

The department typically categorises High Level projects as “Major Infrastructure Projects” and

outsources the environmental assessment component rather than performing them ‘in-house’. There

is a greater level of detail required for High Level projects, as there is typically input from multiple

disciplines requiring comprehensive risk management. Therefore the nature of these works typically

requires a greater level of autonomy and flexibility of assessment than Medium Level projects.




Therefore to prepare a work brief for an external expert service provider (refer 2.2.2), a defined

process and a minimum content proforma for High Level projects is typically more effective than

providing a fixed and rigid template for internal application. This enables consistent key outputs to be

established whilst enabling flexibility in content.

In some instances, risk to the project delivery may be reduced by performing the environmental

assessment component ‘in-house’ and outsourcing factor specific technical components as required.

The process for High Level environmental assessment and management of projects is described in

Chapters 5, 6, 7 and 8 of this manual.

3.3.1 Significant project environmental impact assessment

The State Development and Public Works Organisation Act 1971 (SDPWOA) provides the

Coordinator-General with the power to declare a project to be a significant project for which an

environment impact statement is required. 1

If the department engages in a significant project as declared by the Coordinator General, the project

automatically receives High Level project classification.

This manual does not seek to replicate or summarise guidance on the process of the Coordinator

General declaring a significant project.

3.4 Medium level project classification

A Medium Level project does not require as detailed an assessment as a High Level project due to

reduced risk of environmental impacts and / or legislative requirements, however a comprehensive

assessment is required at this level.

Medium Level projects are typically characterised by:

being works on existing infrastructure

having disturbed or uncomplicated receiving environment

having few or uncomplicated legislative requirements

being generally managed and / or performed in-house by department staff

having some project tasks outsourced where necessary.

Medium level projects often:

have variable lead time

have varied response detail requirements

may not have strategic (Link Study) level evaluation.

The process for Medium Level environmental assessment and management of projects is described in

Chapters 5,6,7 and 8 of this manual.

3.5 Low level project classification (including emergency response works)

For the purposes of environmental assessment and management, this manual defines Low Level

projects as projects with minimal environmental risks and impacts. Thus low level projects have

minimal legislative and procedural requirements allowing the environmental assessment and

management process to be streamlined and fast-tracked.

Low level projects typically include Type III projects, minor works2, and programmed maintenance.

1 (Section 3.3.1 Information source: Department of Local Government and Planning website)



The Low Level project assessment methodology is also typically used for programs of (emergency)

infrastructure repair and maintenance carried out under programs such as the National Disaster Relief

and Recovery Arrangement (NDRRA). This is discussed in more detail in Section 8.5.4.

It is important to note that using the Low Level project assessment method for programs of

(emergency) infrastructure works is due to the necessity to produce rapid and streamlined

environmental assessment and management work procedures, and does not necessarily denote the

nature or risk associated with the works.

The principle behind a Low Level environmental assessment is that environmental factors are

identified and managed through a streamlined administrative process.

It is important to recognise that a Low Level environmental assessment is not simply a short form

version of environmental assessment.

Determining when to use a Low Level environmental assessment largely depends on the extent of risk

in the project. Project risk is discussed in greater detail in Section 3.2 of this manual.

Low Level projects are typically characterised by:

being works on existing infrastructure

having very little lead time

requiring rapid response

having low level detail requirements

being unlikely to have strategic level (Link Study) evaluation (unless project resultant from program of works)

having some project tasks outsourced where necessary.

If it is absolutely clear that a project presents a low risk of causing environmental harm, then a Low

Level assessment is appropriate. Alternatively, the project will undergo a minimum assessment of

Medium Level project.

Whilst the Standard Contract Provisions Roads, Volume 3, Minor Works Contract System (MW) also

uses a project cost estimate as a guide for assessing when to use a Minor Works contract, this is not

the only consideration appropriate for environmental assessment.

Instead of using project cost to determine a project classification level, this manual provides the

classification decision mechanisms listed in Section 3.1.2.

The Standard Contract Provisions Roads, Volume 3, Minor Works Contract System (MW) provides

some typical examples of low risk project types and low risk works. These examples are, however, not

necessarily applicable to environmental scenarios, and this manual adopts the below list of low risk

projects or works where a Low Level environmental assessment may be applied.

Examples of low risk projects or works include, but are not limited to:

Minor intersection works including traffic signal installations

Installation of noise amelioration devices

Installation of guardrail

Roadside landscaping

2 Minor works are defined in the departmental manual Standard Contract Provisions Roads, Volume 3, Minor

Works Contract System (MW).



Pavement reseal (excluding where stockpiling required on site)

Sealing of existing road shoulder

Supply and lay hot mix asphalt overlay

Bitumen spraying

Legislation and department requirements

4 Legislation and department requirements

The department has many legal obligations to consider the environment, including a general

environmental duty to the environment as required by the Environmental Protection Act 1994.

Departmental actions in infrastructure projects frequently trigger externally administered environmental

approval processes. The department is legally bound to comply with the requirements of these

external approval triggers. As a government agency, the department should actively assist other

departments achieve the objects of their legislation.

A significant task of an environmental officers’ assessment of a component project is to identify the

legislative requirements triggered by the project proposal and to action those requirements

accordingly. The desired outcome of this task is to minimise the harm to the environment and comply

with legislative requirements in a manner and timing so as not to negatively impact on the project

implementation.

The review of legislative requirements triggered by a project is discussed in Section 6.2.3.1 of this

manual.

4.1 Environmental Legislation Register (ELR)

The Environmental Legislation Register (ELR) has been developed by the department to identify,

communicate and manage the environmental legislation requirements triggered by department project

activities.

The ELR provides summary of state and federal legislation relating to the environment. It identifies

responsibilities TMR must be aware of when delivering and maintaining infrastructure projects.

The ELR explains how environmental legislation applies to the department and its contractors,

including:

environmental permits that must be obtained

timeframes for obtaining those approvals

legislative requirements that must be met

information that must be recorded and reported

exemptions and Existing Approvals that apply specifically to TMR

general obligations.

The ELR has been established as the primary reference source of information about environmental

legislation and policy that affects the department. The database of environmental legislation and policy

is reviewed every 6 months. Updates occur between 6 month reviews in reaction to legislation

changes.

The ELR is accessible through the departmental EMS.

4.2 Other departmental manuals, standards and systems

In addition to legislative obligations and requirements, the department also has internal standards,

guidelines and procedures that need to be adhered to. This manual works in conjunction with those

other departmental manuals, standards, guidelines and systems.

Other departmental documents that provide environmental guidance include the technical publications

listed in Table 4.2-A below.




Table 4.2-A - Summary of other departmental documents related to environmental assessment and management

Departmental documents for environmental guidance include

Name Description

Historical Cultural Heritage Manual

This manual aims to facilitate the understanding of, and procedures associated with, the analysis and management of historical cultural heritage issues as they affect projects undertaken by the department.

Fauna Sensitive Road Design Manual (Vol 1)

This volume discusses the potential impacts of transport infrastructure on fauna. It includes a brief theoretical background to animal behaviour and the function of vegetated corridors so as to help the reader understand the challenges faced when designing infrastructure that is to accommodate fauna movement. Also included in this volume is a review of practices used in road designs to facilitate fauna movement.

Fauna Sensitive Road Design Manual (Vol 2)

The aim of this manual is to provide guidelines for preferred practices to reduce or eliminate the impact of road infrastructure on fauna.

Specifically, this manual outlines preferred practices and provides recommendations to achieve fauna sensitive road design.

Roads in Rainforests

This document provides a set of principles and supporting guidelines for implementing best practice planning, design and management for ecologically sustainable roads within rainforests throughout Queensland.

The intention of these Guidelines is to describe the particular aspects of rainforest environments that are unique and thus require particular consideration when designing and constructing roads in these habitats. Importantly, these key values, which will be further described in the Principles (Section 2, these Guidelines), require rainforest-specific planning and design strategies that minimise and mitigate any significant impacts from road building.

Roads in Wet Tropics

The goal of this manual is to improve the performance and management of road corridors within the wet tropics region by using current information and the latest technology in such a way that takes into account the costs and benefits to the environment, community and economy. It assists in the implementation of best practice in the development and ongoing operation of roads in the wet tropics region of North Queensland.

Road Maintenance Code of Practice for the Wet Tropics World Heritage Area

This Code of Practice outlines requirements necessary to achieve best practice road maintenance that minimises negative environmental impacts on the Wet Tropics World Heritage Area.

Road Traffic Noise Management: Code Of Practice

The purpose of this Code of Practice is to provide guidance and instruction for the assessment, design and management of the impact of road traffic noise.

Road Traffic Air Quality Manual

The purpose of this manual is to provide guidance for the assessment and management of the impact of air pollutants from road traffic.

Road Landscape Manual This manual aims to facilitate the understanding of, and procedures associated with, the assessment, design and management of roads as they affect the Queensland landscape.

Road Drainage Manual

The Road Drainage Manual provides guidance in relation to the planning, design, construction, maintenance and operation of road drainage structures in all urban and rural environments for main roads in Queensland. One of the key aspects of the manual is the integration of environmental considerations with the hydraulic aspects of road



Departmental documents for environmental guidance include

Name Description

drainage.

This manual is the department's primary technical reference for people engaged in all aspects of road drainage and erosion and sediment control throughout Queensland. It provides sufficient information to undertake routine daily work without continual reference to other documents. Competent planners and designers should apply this manual in an intelligent way to tailor each design to the particular circumstances of a project.

Preconstruction Processes Manual

This manual has been developed to guide the project management of new and the improvement of existing state-controlled road infrastructure. The manual provides the corporate methodology to identify and manage appropriate projects in planning and design to achieve strategic outcomes and value for money.

This manual makes reference to environmental processes contributing to the planning & design of the overall project.

Road Planning & Design Manual

The purpose of this manual is to set the policy and framework for the planning and design of new and upgraded roads in Queensland. It is an agreed set of corporate standards that includes consideration of local circumstances.

This manual makes reference to environmental assessment and management processes in departmental policy and manuals, as well as external influences and legislative requirements.

Scoping

5 Scoping

All departmental projects undergo environmental assessment and management to predict the level of

impact and allow appropriate mitigation measures to be designed into the project. The Scoping

process is the initial environmental assessment and management task required for all departmental

projects.

The Scoping process analyses the risk level of the proposed scope of works and determines the level

of future environmental assessment and input required, if any. The primary Work Management output

of the Scoping process is the ESR.

The Scoping process is applicable to provide environmental input to a project from the project

proposal through to the Business Case and project design brief (refer Table 4.1).

The Scoping process is commenced in the Link Study and Concept phase of projects.

Scoping can be an on-going process that is repeated or updated at key stages of the project lifecycle.

Examples of where the Scoping is to be repeated or updated are:

with the introduction of new information to the project

if the project is resumed after a significant delay since the original scoping process was performed (as a minimum, the Scoping is repeated after 12 months delay).

Typically the earliest project involvement for environmental processes to departmental projects will

occur at the Concept phase (project formation and funding allocation in the department’s QTRIP).

The Link Study (pre-project) scoping may occur on larger project proposals (refer Section 5.2.3).

In instances where an ESR is performed at multiple project phases, reference must be made to any

issues identified in any earlier report(s).

The Scoping process is depicted in the below Figure 5.

Figure 5 - Environmental scoping report (ESR) process

The ESR can be prepared in any project phase to provide initial environmental assessment. For

example, the Scoping process is applicable for:

Link Study assessment (prior to the project formation in QTRIP) (refer Section 5.2.3).

Project environmental issue identification and consideration prior to the project design stage.

Whilst not occurring in the Concept phase, the Scoping process is also applicable for:

Input to Statement of Environmental Effects as part of an Environmental Management Plan (Maintenance) (refer Section 8.5.2).


Scoping

Environmental issue identification and consideration for Road Corridor Permit (refer Section 8.5.4).

Templates and guidelines for this process are provided in the departmental EMS.

5.1 The scoping process

Scoping is a necessary exercise for all projects, irrespective of whether the project is new construction

or for an upgrade, maintenance or repair project.

The major outputs of the ESR are:

Environmental Project Classification (refer Sections 3.1.2 and 5.2.6)

Options Analysis (refer Section 5.2.7)

Component Project Cost Estimate (Section 5.2.8)

5.2 Completing the environmental scoping report (ESR)

The process for completing the ESR is depicted in Figure 2.1.

The departmental EMS sets out the required documentation and tasks that the CM(E) must complete

in order to effectively address the PM requirements, and also meet departmental requirements.

5.2.1 Scoping process initiation

The PM engages the services of a CM(E) to provide specialist environmental input to the overall

project.

The Scoping process is initiated when the CM(E) is engaged to the overall project.

It is the responsibility of the CM(E) to manage and deliver the ESR.

If the ESR is prepared externally through an expert service provider under contract, the PM engages

the CM(E) for input to the contractor brief.

5.2.2 Communicate project scope

It is imperative that the project scope is clearly communicated and documented so that the

environmental component project response meets the requirements of the overall project.

Communicating the details of the project scope includes detailing what is included in-scope of the

project, and also what is considered out-of-scope.

It is the responsibility of the PM to provide project details and request for service.

The CM(E) confirms the in-scope and out-of-scope information with the PM. Project scope must be

confirmed and recorded in written form.

Project scope may change. It is the responsibility of the PM to continually communicate scope

changes to the CM(E).

Once the project scope has been confirmed, environmental project classification can be determined

through the ESR. A change in project scope may result in a change in environmental project

classification level (refer Section 5.2.6).

Where the project scope is sufficient to determine that nil likelihood or negligible environmental risk

exists to the project, the CM(E) may document that the project can proceed without any further

environmental assessment or management input (refer Section 3.1.3).



Scoping

5.2.3 Strategic level scoping for link study3

Depending on the nature and scale of a proposed project, early input of environmental considerations

to the strategic Link Study stage may be required. Input to this process typically warrants a broad level

assessment of any environmental factors.

The primary objective of an ESR at the strategic Link Study stage is to highlight key environmental

factors that may influence decision on the ultimate strategy. The ESR feeds into the overall route

strategy report or link plan.

The Link Study stage occurs prior to the formation of a project in the department’s QTRIP, and it

therefore does not typically have detail beyond a proposed route alignment or general network

strategy. Scoping of environmental factors is therefore based on identifying potential broad impacts

and triggers to be considered. Additional detailed scoping and assessment will be required once a

strategic level Link Study decision is reached and a project is formed in the QTRIP.

The departmental EMS contains templates and guidance to complete the ESR for the strategic Link

Study review. An ESR template is provided for internal staff application, and also ESR proforma if

external parties are engaged under contract to conduct the scoping exercise.

5.2.4 Scoping assessment

The level of detail required for an ESR is governed by project complexity, risk, and the level of

certainty of the project proposal.

Often an ESR in the strategic Link Study stage or Concept Stage of a project will have a proposed

option(s) with deliverable requirements however the design is still undetermined or uncertain.

The assessment detail of the ESR must therefore cater to the overall project requirements and provide

a commensurate level of response to the project uncertainty.

The ESR will address the same key environmental areas irrespective of the level of assessment detail

required for the project.

In addition to specific project considerations, the scoping exercise must also consider strategic issues,

including related program works. For instance, if a project forms a single part of a larger program of

works, the project should communicate and align with other related projects. Factors to consider

include aesthetic or physical design integration, political (trans-boundary) issues, holistic program

impacts, and avoiding contradictory recommendations.

The minimum content for environmental factors addressed in the ESR is:

Water

- Water Quality

- Hydrology/hydraulics

Flora

- Vegetation clearing

- Pest plants

3 The process for strategic level scoping may be applied to various strategic planning operations, including link

studies, network planning studies, regional studies, and so on).

Scoping

- Rare or Threatened Species

- Habitat Value (RE)

- Landscape Architecture / Rehabilitation

Fauna

- Rare and Threatened Species

- Pest animals

- Habitat and Habitat Connectivity

- Fauna Sensitive Road Design (culverts, bridges and crossings)

- Fish Habitat and Passage

Soils and Topography

- Contaminated land

- Erosion and Sediment Control

- Potential / Acid Sulphate Soils

- Sodic Soils

- Geomorphology

Noise / Air Quality / Vibration

Social and Political

- External approval processes / triggers

- Cultural heritage

- Native Title

- Significant Environmental Areas

- Social and Economic issues

- Land use and Planning

Not all external approval processes / triggers will be known at this stage. Furthermore, the project is

changeable at the Link Study or Concept phase, and design or scope variations may arise.

5.2.4.1 Desktop scoping using electronic environmental datasets

The department manages electronic environmental data in a single database as its primary source of

environmental information in Geographic Information System (GIS) format. It is based upon

corporately managed and controlled electronic datasets and is a critical tool in conducting desktop

scoping exercises for department projects.

The CM(E) performs a desktop scoping assessment and include the results in the ESR.

In the event that the ESR exercise is outsourced to an external consultant, the CM(E) must ensure

that relevant search results from the electronic environmental datasets are provided to the consultant

in the work package brief.

The use of departmental GIS systems for conducting desktop investigations is reliant upon access to

GIS mapping tools such as the ‘MapInfo’ software. The database provides assessment tools such as

‘MapInfo Workspaces’ to conduct desktop assessment.


Scoping

The database has been developed to provide a tool for accessing various sources of environmental

information to inform the planning and design phases of department activities.

The database allows for displaying existing datasets and for the collection and display of data

collected from field survey using the Road Corridor Environmental Assessment (RCEA) tool, (refer

Section 6.9).

The department’s database of electronic environmental datasets may include but is not limited to

RCEA data, departmental infrastructure asset information with environmental relevance (for example,

borrow and gravel pits, noise barriers and fauna crossings), Queensland government spatial data

(from QGIS), and independent mapping layers and workspaces including Significant Environmental

Areas (SEA) (refer Section 8.4), biodiversity and soils data, and mapping provided by external state

and federal authorities.

The departmental EMS contains information and links to the environmental datasets and desktop

assessment tools.

The procedure for conducting a desktop environmental assessment using the environmental datasets

is located in the departmental EMS.

Section 6.9 gives guidance to entering data into departmental GIS systems using the RCEA.

5.2.5 Environmental project classification

Scoping is used to identify and highlight key environmental factors for consideration in the project. The

level of detail of the subsequent assessment and management of these environmental factors is

governed by the classification level of the project (High, Medium or Low Level assessment).

The outcome of the Environmental Project Classification (refer Section 3.1.2) determines whether the

environmental component project is High Level, Medium Level or Low Level.

If the environmental component project response is determined to be High Level, further detailed

investigation may be required in the Link Study or Concept Phase for input to the Business Case (refer

Section 5.4). Further detailed investigation will also be required in the Development Phase.

If the environmental component project response is determined to be Medium Level, further detailed

investigation is required in the Development phase.

If the environmental component project response is determined to be Low Level, the management

recommendations are entered in the ESR for input to detailed design (refer Section 6.5) and contract

documentation (refer Section 6.5.3) as required. No further environmental input to the project is

required until the project Implementation Phase (refer Figure 5.2.5).


Scoping

Figure 5.2.5 - Outcome of the environmental project classification

The environmental processes described in this manual are designed to be flexible to actual project

requirements. Therefore if the CM(E) considers that additional environmental assessment or

environmental management response is appropriate for a Low Level project, then the processes

described in Chapters 6 and 7 may be applied. In such an instance however, the Environmental

Project Classification may need to be reconsidered.

The environmental project classification into High, Medium and Low Level categories must always be

determined on a case-by-case basis, and is achieved by completing either the:

a) Environmental Risk Assessment, or

b) Environmental Risk Assessment AND a Classification Decision.

The environmental project classification does not require the approval or agreement of the PM

however consultation and communication between the PM and the CM(E) will ensure that the detail of

component response is commensurate to the overall project requirements.

Environmental project classification occurs once a CM(E) is engaged to the project by the PM, and the

project scope has been determined.

It is the responsibility of the CM(E) to determine the environmental project classification decision in

writing and on file.

At any stage of the environmental component project’s life, the project classification level may need to

be adjusted with the emergence or development of project information (for example, project scope

changes).

5.2.5.1 Environmental risk assessment

The environmental project classification is based upon the findings of the Environmental Risk

Assessment of the ESR template.

The Environmental Risk Assessment must be completed with consideration of all environmental

elements listed in Section 5.2.4 of this manual, as well as external approval processes as described in

Section 5.2.9.

The Environmental Risk Assessment must be completed to a description level that adequately

describes the risk.

The risk level and description detail of each environmental element may be determined by either:

a) Application of a risk assessment decision process rating likelihood and consequence, OR


Scoping

b) Sound professional judgement of an Environmental Officer experienced in environmental assessment.

The Corporate Form M4213 offers a spreadsheet table for analysing risk based on likelihood and

consequence. This form may be used in conjunction with the Project Manager’s Risk Management

Guidelines as guidance for determining the project assessment level with a High, Medium, or Low

Level project classification.

Any procedure on the departmental EMS that applies a risk assessment decision process rating

likelihood and consequence may also be applied in the environmental risk assessment process (for

example, a procedure for environmental risk assessment in the ESR template).

The sound professional judgement of an experienced Environmental Officer is also considered

acceptable for determining the impact level of identified environmental factors.

The use of sound professional judgement is encouraged for uncomplicated project issues or where

previously completed projects can be used as guidance, comparison or precedent.

For instances where a risk level determination is likely to be complex, or an Environmental Officer

requires guidance to decide the risk level, the use of a formalised risk assessment decision process

has hierarchical preference over the use of professional judgement.

The Environmental Risk Assessment process may be used to determine the environmental project

classification level to any departmental project.

It is the responsibility of the CM(E) to determine the project classification decision in the ESR

template.

The department’s EMS contains the ESR template, along with accompanying guidance for its correct

application.

5.2.5.2 Classification decision

The ESR template enables a classification decision to be substantiated based on the Environmental

Risk Assessment.

A Classification Decision by the responsible owner and/or party of the environmental component

project may also be provided to substantiate a project classification. The use of a Classification

Decision must be done in conjunction with the Environmental Risk Assessment.

The Classification Decision enables an authorised component project representative to document a

decision on a project classification level.

The Classification Decision provision is not required to be used to successfully complete the

Environmental Risk Assessment.

The agreement and authority of the responsible owner and/or party of the environmental component

project (line manager, Regional Director, or qualified senior professional) is considered sufficient

grounds for determining project assessment level, and also for determining the impact level of

identified environmental factors.

The intended application of the Classification Decision is for projects that are complex, politically

sensitive, have elements that are difficult to quantify risk for, or have an Environmental Risk

Assessment outcome that is borderline between classification levels.


Scoping

Even with the application of the Classification Decision, the Environmental Risk Assessment must be

completed with consideration of all environmental elements listed in Section 5.2.4 of this manual.

The CM(E) determines when to apply the Classification Decision to the project.

It is the responsibility of the CM(E) to identify and engage the responsible owner and / or party of the

environmental component project to complete the Classification Decision process.

The CM(E) completes the Environmental Risk Assessment prior to application or consideration of the

Classification Decision.

5.2.6 Project approval triggers - scoping

The ESR must identify potential or likely external approval processes that will be triggered by the

proposed project.

Sufficient time and funding must be allowed for in the project schedule and budget for necessary

permits and approvals to be obtained from external assessment and regulatory bodies.

During the scoping exercise, the CM(E) identifies potential approval triggers based on project activities

and project location.

Whilst not all triggers will be known at this stage, the CM(E) must make recommendations to the PM

through identifying the relevant project triggers in the ESR based on the activities and location of the

project.

Project triggers are also discussed in Section 6.2.3 of this manual.

The departmental EMS provides guidance and templates for identifying potential or likely external

assessment processes.

5.2.7 Options analysis

Depending on project scale, the scoping task may include a component options analysis which

contributes to the overall project options analysis. A High or Medium level project may require the

environmental component to assess a number of alternative project outcomes in terms of

environmental impact.

This options analysis of the environmental component contributes towards the overall project options

analysis. The environmental component recommendation is considered by the PM in the ultimate

options outcome.

Options analysis is usually initiated by the PM.

The environmental component options analysis response addresses all project options and will identify

a preferred option based on environmental considerations only.

The ESR templates contain provision for including options analysis in the assessment of both High

and Medium Level projects.

Low Level projects are unlikely to have the requirement for options analysis however where options

analysis is required they may be assessed in the same manner as for a Medium Level project.

For more information regarding the departmental standard for conducting component options analysis,

refer to the Component Options Analysis guidance on the OnQ Project Management Framework.


Scoping

5.2.8 Component project cost estimate

In accordance with OnQ component project methodology, project cost estimates are a required

deliverable of the environmental project component. In the environmental Scoping stage, the cost

estimate of the environmental component builds into the overall project cost and the development of

the project Business Case.

In accordance with the department’s Project Cost Estimating Manual, estimates prepared from the

Business Case forward are required to have a 90% confidence level of not being exceeded. Estimates

prepared before the Business Case, including the project proposal and options analysis, should not be

expressed with any percentage likelihood of not being exceeded. Indicative performance standards

aim for pre Business Case estimates of an 85% confidence level with the constraint that they are

necessarily developed on poor or negligible information that must be viewed against relevant

background information.

Therefore the environmental component project must provide as accurate a cost estimate as possible

using the available information.

This manual divides the environmental component project cost estimate into two response

requirements:

Administrative (resource time and effort, and associated costs)

Project Work Items (costs that need to be factored into project design and construction)

The environmental component project will only be able to provide estimated cost figures for

Administrative costs.

The environmental component project will not be able to provide estimated cost figures for Project

Work Items due to (portions of) those costs being an externality to environmental processes. For

example, the cost of an environmental mitigation strategy could depend on factors such as material

costs.

Therefore, rather than providing a cost estimate figure, the response requirement for Project Work

Items is to identify factors to be costed into a project, and provide detailed explanation and justification

of those costs. Further advice is provided by the CM(E) to capable cost estimators where required.

The cost estimate provided in the ESR captures both Administrative and Project Work Item cost

estimate information.

It is the responsibility of the CM(E) to provide cost estimate information relating to the environmental

component project.

It is the responsibility of the PM to consider the cost estimate information when preparing the project

Business Case.

It is the responsibility of the PM to ascertain the actual cost estimate (figure) of Project Work Items of

the environmental component project, based on communication with, and information provided by, the

CM(E).

Detailed cost estimate is described in Section 6.3.

5.2.9 Environmental scoping report (ESR) management recommendations

In instances where the Environmental Risk Assessment (Section 5.2.5) results in a Low Level project

classification, the management recommendations are entered in the ESR for input to detailed design


Scoping

(Section 6.5) and contract documentation (Section 6.5.3) as required. No further environmental input

to the project is required until the project Implementation Phase.

The ESR template contains provision to specify management recommendations for Low Level

projects.

It is the responsibility of the CM(E) to provide management recommendations to environmental risks

identified in the ESR for Low Level projects.

It is the responsibility of the PM to respond to the environmental management recommendations.

Sections 6.5.3 and 6.6 of this manual describe the process for incorporating environmental

management recommendations into contract documentation and the tendering process.

In instances where the Environmental Risk Assessment (refer Section 5.2.5) results in a Medium or

High Level project classification, the factors requiring further detailed environmental assessment are

highlighted in the ESR. These environmental factors must undergo further detailed environmental

assessment prior to construction occurring in the Implementation Phase.

Environmental assessment performed in the Concept phase is applied in the development of the

project’s concept design, and also in forming the Business Case (refer Section 5.4).

If the project is to be delivered by a Design and Construct contract (refer Section 4.2), the

environmental assessment outcomes from the Concept phase are applied in the development of the

Tender documentation (refer Section 6.5.3).

5.3 Environmental management plan (site investigation) – EMP(SI)

During the Concept phase of the project, it may be necessary to perform ‘Site Investigation’ activities.

These are information gathering exercises that can inform the project design and scope definition.

Site Investigation activities have the potential to impact on the environment and require appropriate

assessment and management.

Common examples of Site Investigation activities requiring environmental management planning

include:

Site Surveying (sightline clearing)

Geotechnical analysis (for example, bore hole sampling)

Waterway analysis (including flow diversion to inspect culverts and bridges)

Vegetation clearing associated with site investigation activities (including Public Utility Plant location).

These Site Investigation activities occur on the project site prior to commencement of construction

activities, and are therefore not performed by the project Contractor or managed under the project

EMP(C) (refer Section 7.2).

Site Investigation activities are managed through the development and implementation of the

Environmental Management Plan (Site Investigation), or EMP(SI).

It is the responsibility of the PM to inform the CM(E) of Site Investigation activities planned or required

for the project site in the Concept phase.

It is the responsibility of the CM(E) to identify Site Investigation activities in the ESR.


Scoping


It is the responsibility of the PM to develop the EMP(SI) and provide management recommendations

for Site Investigation activities.

The PM communicates with the CM(E) and other project component areas associated with the Site

Investigation activities to ensure that management recommendations are in accordance with

recognised standards for the activity.

The department’s EMS contains the template and associated procedure for developing the EMP(SI).

5.4 Input to business case

The findings of the finalised ESR will be used by the PM to compile the Business Case. If the

environmental project classification from the ESR is High level, further detailed investigation in the

Concept phase such as a Review of Environmental Factors (REF) (refer Section 6.2.3) and an

Environmental Management Plan (Planning) (EMP(P)) (refer Section 6.2.4) may also be used by the

PM to input to the Business Case.

For infrastructure projects, the content of the Business Case is used to develop the project design

brief and concept design.

The PM submits the Business Case (or project design brief or concept design) to the CM(E) for review

and comment.

It is the responsibility of the PM to notify the CM(E) of any scope or project design changes made after

the ESR submission.

It is the responsibility of the CM(E) to ensure that the environmental factors identified in the ESR have

been incorporated into the Business Case (or project design brief or concept design).

Any changes to project design or scope must be investigated by the CM(E) to ensure that any

additional environmental impacts are addressed, prior to Business Case (or project design brief or

concept design) approval. Project design or scope changes must be recorded in writing and

addressed through the best suited formal (written) means, including email or a revised ESR.

Environmental assessment

6 Environmental assessment

The Environmental Assessment (EA) process is applicable to provide environmental input to projects

from the preliminary and detailed design stage through to input to the environmental management

plan for construction (EMP(C)).

Environmental Assessment is commenced in the Concept phase for High level projects and in the

Development phase for Medium level departmental works projects (refer Table 1.6.1) to decide the

most reasonable and practicable environmental management for any potential impacts.

The environmental assessment process is based on the risks and external approval triggers identified

in the ESR (Chapter 5).

The environmental assessment process is depicted below.

Figure 6 - Environmental assessment process

The information contained in this Chapter 6 Environmental Assessment is primarily worded to guide

the CM(E) through the environmental assessment process during the Development phase. However

the EA process is applicable to High Level projects in the Concept phase also (refer Table 1.6.1).

In the event that the environmental component of works is outsourced by the department (to an

external service provider under contract), the CM(E) may apply the principles described below in the

management and review of the return product.

Templates for this process are provided in the departmental EMS.

6.1 The environmental assessment process

The EA process is the key input to the overall project Development phase, and feeds environmental

advice and management planning into the projects preliminary and detailed design.

The EA process involves the detailed investigation of the existing project area conditions, identifying

the potential impacts, recommending possible mitigation strategies, communicating any project design

requirements, and reviewing their implementation. The EA process is implemented through 3 report

stages:

Review of Environmental Factors (REF) (refer Section 6.2.3)

Environmental Management Plan (Planning) (EMP(P)) (refer Section 6.2.4)

Environmental Design Report (EDR) (refer Section 6.4.2)



This manual recommends that the REF and EMP(P) report stages are incorporated into a single

Environmental Assessment Report (EAR) for Medium Level projects, and issued as 2 separate

documents for High Level projects (refer Table 1.6.1).

The EDR is issued as a separate report document for both Medium and High Level projects.

The departmental EMS contains templates and guidance to complete the EA process for High Level

and Medium Level projects.

If the EA process is deemed to be relevant to a Low Level project by the CM(E), then the EAR

template and guidance is applied.

If the CM(E) determines the environmental response requires less detailed assessment than a

Medium Level EAR, the Scoping process and ESR template may be applied in place of the EAR.

In the event that an ESR was not produced in the pre project or Concept phase, and this

Environmental Assessment process is the first environmental component input to the project, the ESR

exercise from Chapter 5 of this manual may need to be completed at this stage dependent on project

requirements or resource and time constraints.

The PM typically integrates the findings and recommendations of the EA process into the relevant

stage of the Design Development Report.

The EA process can be an on-going process that is repeated or updated at key stages of the project

lifecycle. This is particularly true with the introduction of new information to the project such as scope,

design or legislation changes, or if the project is resumed after a significant delay since the original

environmental assessment exercise was performed.

6.2 Completing the environmental assessment report (ear)

The process for completing the EAR is depicted in Figure 6.

The completion of an EAR as described in this section applies to both Medium Level and High Level

projects, although High Level projects are recommended to issue the major reporting stages described

below in separate reports, rather than a single EAR format. The EA process for Medium Level and

High Level projects is the same regardless of the report being issued in a combined single document

or in separate reports.

The departmental EMS sets out the required EA documentation and tasks that the CM(E) must

complete in order to effectively address the PM requirements, and also meet departmental

requirements.

6.2.1 Environmental assessment initiation

The PM engages the services of a CM(E) to provide specialist environmental input to the overall

project.

The CM(E) may be engaged to perform the work internally, or to manage and review the work of an

external consultant.

The PM will consult with the CM(E) to ensure that their expert understanding of environmental matters

can be used to guide delivery of quality return product.

The EA process is initiated when the CM(E) is engaged to the overall project.



It is the responsibility of the CM(E) to manage and deliver the EAR.

6.2.2 Scoping confirmation or commencement

Due to the potential for elapsed time between project stages, or the likelihood of new information

entering the project, the scope of the environmental component needs to be confirmed with the PM.

Communicating the details of the project scope includes detailing what is included in scope of the

project, and also what is considered out-of-scope.

The primary functions of this scope confirmation or commencement stage is to:

identify design changes since the Concept phase ESR

identify legislation changes since the Concept phase ESR

reassess areas for environmental changes (for example, weed and pest data), where applicable.

It is the responsibility of the PM to provide project details and request for service.

The CM(E) confirms the in scope and out of scope information with the PM. Project scope must be

confirmed and recorded in written form.

The scale of this scope confirmation exercise is determined on a case-by-case basis, with the

potential for repeating the Scoping process (Chapter 5) where the CM(E) considers it necessary.

6.2.3 Review of environmental factors (REF)

The primary functions of the REF are to:

investigate the existing project site area conditions

identify environmental impacts of the project proposal

assess the risk level associated with the environmental impacts.

The issues identified in the ESR along with any new issues, need to be considered and addressed

when compiling the REF. As a minimum, they key environmental factors listed in Chapter 5.2.4 must

be included.

The REF is incorporated as part of an EAR document for Medium Level projects, and issued as a

separate document for High Level projects.

The CM(E) references any Environmental Scoping Report(s) produced in the Link Study and / or

Concept phase of the project lifecycle in this REF exercise.

The environmental risk level decision of the environmental factor and its impact is reported in the REF.

The potential impact of environmental factors identified in the REF is given a rating level (in terms of

High, Medium, or Low impact), based on the likelihood and consequence of the impact. The

departmental EMS contains guidance for making this risk level determination.

6.2.3.1 Project approval triggers - REF

Under various state and federal legislation, there are a number of activities that require environmental

approval and / or permit to proceed. A crucial function of the REF is to identify where project works are

likely to trigger these external assessment processes.

The CM(E) identifies potential approval triggers based on project activities and project location.

Where project works trigger an external approval process, the role of the CM(E) in the environmental

assessment process is to identify the impacts that the trigger will have on the project works.



Relevant legislation and external approval project triggers, and their expected timing requirements,

must be identified and documented in the REF stage of the EAR.

Where an external authorities’ approval process is triggered by project works, the following factors

must be considered:

Effect that external approval permits will have on works (including delay of obtaining permit, impact on project design, and so on).

Whether external approvals can be minimised or avoided (through altered design or work practices).

Timing of approval acquisition and associated project works (for example, vegetation clearing).

Cost to the project (fees and potential lost time costs), including offset negotiations.

This manual does not attempt to summarise or replicate legislative requirements current at the time of

publishing this manual. Instead, this manual references the use of the Environmental Legislation

Register (ELR) (refer Section 4.1 of this manual).

Project Approval Triggers are also discussed in Section 5.2.6 of this manual.

6.2.3.2 Environmental authority exemptions and existing approvals

The department has numerous exemptions and existing approvals for carrying out works, particularly

for emergency works. The Environmental Legislation Register is the department’s primary reference

source of information about environmental legislation and policy, including information regarding

departmental exemptions.

6.2.4 Environmental management plan (planning) – EMP(P)

The primary functions of the Environmental Management Plan (Planning) (EMP(P)) are to:

identify and recommend measures to manage the environmental factors identified in the REF

provide environmental input to the project design

initiate communication between the CM(E) and the project design component.

assist in managing the construction phase and contract documentation

For each of the environmental factors identified, the EMP(P) must also provide recommendations for

management measures required to be implemented (including design recommendations, reporting,

monitoring and auditing, and legislative requirements).

The timing for the recommended management measure(s) in relation to the project stage is also

specified, along with assigning the responsibility for the implementation.

The EMP(P) is incorporated as part of an EAR document for Medium Level projects, and issued as a

separate document for High Level projects.

The EMP(P) addresses all issues raised in the REF. For each issue addressed in the EMP(P) , the

following is considered and included:

Detail control measures, procedures and/or activities for that issue including any required preconstruction and post construction activities.

Detail procedures, frequency and timing for monitoring.

Define required staff qualifications where applicable.

Define triggers for undertaking an action and, where possible, the timing of each action.

Define who is responsible for ensuring control measures are undertaken, the verification of such actions, storage of records and a reporting process (including reporting to Authorities where necessary).



Define maintenance intervention levels (e.g. for removal of sediment, etc from permanent sedimentation basins, gross pollutant traps etc).

It is the responsibility of the PM to fully integrate the requirements of the EMP(P) into the preliminary

design.

If the design component of the project is outsourced to an external service provider (design contract),

the requirements of the EMP(P) form the basis of the brief to engage the service.

Recommendations for management measures may be made at the discretion and informed opinion of

the CM(E), without input from other component areas or the PM.

6.3 Detailed cost estimates

The environmental impacts, management recommendations and mitigation strategies identified in the

REF and EMP(P) allow the project environmental costs to be estimated in detail.

Cost estimates are provided in terms of both Administrative and Project Work Items. Section 5.2.8 of

this manual contains further description of project cost estimating.

The CM(E) provides cost estimate information for all items identified in the EA Process.

It is the responsibility of the PM to consider the environmental component cost estimate information

into the overall project cost.

It is the responsibility of the PM to ascertain the actual cost estimate (monetary figure) of Project Work

Items of the environmental component project, based on communication with, and information

provided by, the CM(E).

The cost estimate at this project phase considers the risk associated with all environmental factors,

and the mitigation strategies required in addressing them to project finalisation. The cost estimate

includes environmental approval costs with a greater degree of certainty than possible during

preparation of the ESR.

If multiple options for project design are still under consideration, the project costs based on

environmental factors are compared and evaluated in the options analysis recommendation.

6.4 Preliminary design

The CM(E) has input to the preliminary design of the project through the EA process. Environmental

management recommendations from the EAR that require a project design solution are implemented

at the preliminary design stage.

It is the responsibility of the PM to implement the EAR findings and recommendations into the project

preliminary design.

The PM will submit the preliminary design plans to the CM(E) for review and comment.

It is the responsibility of the PM to notify the CM(E) of scope and design changes.

6.4.1 Review preliminary design

The primary function of the review of the preliminary design is to ensure that the environmental

factors, mitigation strategies, management measures, and agreed design outcomes contained in the

EAR have been successfully incorporated into the project design.



It is the role of the CM(E) to review the project preliminary design to ensure the environmental

management recommendations from the EAR have been incorporated into the preliminary design.

The CM(E) must ensure that the preliminary design review includes that the project scope and design

has not changed since submission of the EAR.

Significant project changes that occur in between the completion of the EA process and the review of

the preliminary design can result in serious negative consequence to the project.

It is the responsibility of the CM(E) to report back to the PM any instance identified of a project change

likely to impact the environmental component. In such an instance, the CM(E) requests a revision of

the documentation relevant to the project change.

It is the responsibility of the PM to respond and request the service of the CM(E) to revise and

resubmit any documentation relevant to the project change.

The departmental EMS provides guidance for the PM to notify the CM(E) of changes to the project

including project scope change.

6.4.2 Environmental design report (EDR) for preliminary design

The primary functions of the EDR stage following the Preliminary Design are to:

confirm integration of EMP(P) recommendations to the project design

promote communication between the CM(E) and the project design component

enable project design component and PM response to CM(E) recommendations

provide input to the project detailed design.

The EDR for Preliminary Design must refer to and address the relevant aspects from the EMP(P). The

EMP(P) assigns responsibility for the management action, and the EDR for Preliminary Design must

engage the relevant assigned party to provide response to their management action.

Recommendations for management measures in the EMP(P) may be made at the discretion and

informed opinion of the CM(E), without input from other component areas or the PM. The EDR stage

for Preliminary Design requires however that the CM(E) and the relevant members of the project team

have subsequent communication to the reasonableness or practicability of the environmental

management recommendation.

Communication between the CM(E) and the relevant project team members is a requirement of this

manual prior to the finalisation of the EDR for the Preliminary Design.

It is the responsibility of the CM(E) to initiate and complete the relevant components of the EDR for the

Preliminary Design.

Once initiated by the CM(E), the EDR for Preliminary Design must be distributed to the relevant

project team members for their input and response. The distribution of the EDR for Preliminary Design

may be done through the PM, or directly between team members depending on the project¬ specific

communication matrix.



It is the responsibility of the relevant project team members to review the EDR for Preliminary Design

and provide response.

The EDR for Preliminary Design can not be finalised until all relevant project team members have

completed the EDR for Preliminary Design, or the PM and CM(E) agree that the project can proceed

to the detailed design stage.

Alternative management response solutions may be negotiated during this communication process

and the EDR for Preliminary Design contains provision to document the agreed design response.

The PM is responsible for implementing the outcomes of the EDR for Preliminary Design to the project

design.

6.5 Detailed design

The CM(E) has input to the Detailed Design of the project through the EA process. Environmental

management recommendations from the EDR for Preliminary Design that require a project design

solution are implemented at the Detailed Design stage.

It is the responsibility of the PM to implement the findings and recommendations from the EDR for

Preliminary Design into the project Detailed Design.

The PM will submit the Detailed Design plans to the CM(E) for review and comment.

It is the responsibility of the PM to notify the CM(E) of scope and design changes.

6.5.1 Review detailed design

The primary function of the review of the Detailed Design is to reconfirm that the environmental

factors, mitigation strategies, management measures, and agreed design outcomes contained in the

EAR have been successfully incorporated into the project Detailed Design. Also that Preliminary

Design review findings have been successfully incorporated into the project detailed design.

The CM(E) must ensure that the Detailed Design review includes that the project scope and design

has not changed since submission of the EAR and EDR for Preliminary Design review findings.

It is the responsibility of the CM(E) to report back to the PM any instance identified of a project change

likely to impact the environmental component. In such an instance, the CM(E) requests a revision of

the documentation relevant to the project change.

It is the responsibility of the PM to respond and request the service of the CM(E) to revise and

resubmit any documentation relevant to the project change.

6.5.2 Environmental design report (EDR) for detailed design

The primary functions of the EDR for Detailed Design are the same as for the EDR for Preliminary

Design (refer Section 6.4.2), with the added function to:

integrate EMP(P) recommendations to the tender documentation, including input to design drawings and application of Specifications, Technical Standards and Annexures (refer Section 6.5.3).

It is the responsibility of the CM(E) to initiate and complete the relevant components of the EDR for

Detailed Design.



Once initiated by the CM(E), the EDR for Detailed Design must be distributed to the relevant project

team members for their input and response. The distribution of the EDR for Detailed Design may be

done through the PM, or directly between team members depending on the project¬ specific

communication matrix.

It is the responsibility of the relevant project team members to review the EDR for Detailed Design and

provide response.

The EDR for Detailed Design can not be finalised until all relevant project team members have

completed the EDR for Detailed Design, or the PM and CM(E) agree that the project can proceed.

The EA process can be an on-going process that is repeated or updated at key stages of the project

lifecycle. This is particularly true with the introduction of new information to the project such as scope,

design or legislation changes, or if the project is resumed after a significant delay since the original

environmental assessment exercise was performed.

Once the planning process and Detailed Design is complete, the tendering process and formulation of

the contract documentation for the project can commence.

6.5.3 Input to tender documentation

To achieve successful environmental management outcomes it is crucial that environmental

management and design requirements are addressed in tender documentation as this is what the

construction contractor will refer to and abide by in the projects implementation phase.

The tender documentation is clarified and agreed upon before the contract is awarded, ultimately

governing the project outcomes. Therefore transferring the Environmental Assessment issues into the

tender documentation and binding contractual requirements is crucial to ensuring environmental

outcomes are achieved.

The PM is responsible for issuing and controlling tender documentation for the project. To ensure

environmental considerations are implemented the PM must liaise with the CM(E) for input and review

of environmental conditions in the tender documentation.

The CM(E) provides environmental management recommendations for inclusion in the tender.

The PM is responsible to respond to the environmental recommendations.

It is the responsibility of the CM(E) to ensure that environmental conditions are communicated to the

PM so that the necessary environmental requirements are entered into the tender documents.

6.5.3.1 Input to the EMP(C) through Specification Annexures

The Environmental Management Plan (Construction) (EMP(C)) is the primary document for the

contractor to implement the environmental factors identified in the Environmental Assessment

process.

It is therefore crucial that the identified environmental factors for the project are included in the project

contract documentation so that they are implemented through the EMP(C).

The department provides Specifications (MRS) and Technical Standards (MRTS) to be used in all

contracts. The contract types that use both MRS and MRTS documents include Road Construction

Contract (RCC), Roadworks Performance Contract (RPC) and Minor Works Contract (MW).

MRTS documents alone are used on Alliance Contracts (AC), Design and Construct Contract (D&C),

Early Contractor Involvement (ECI) and Relational Incentive Contract (RIC) contracts.



Several of these Specifications and Technical Standards apply to environmental management

requirements for activities relating to the contract (including MRS51 and MRTS51). These

environmental management requirements must be addressed within the EMP(C).

Site and project specific input to the EMP(C) by the CM(E) is achieved through the use of the

departmental Specification Annexures (including the MRTS51.1 and MRTS04.1 Annexures).

It is the responsibility of the CM(E) to provide input to the contract through the use of Specification

Annexure(s). The findings of the EA process are considered by the CM(E) when completing the

Specification Annexure(s).

It is the responsibility of the PM to include any Specification Annexures to the tender documentation.

Section 7.2.2 of this manual also describes the process of providing input to the EMP(C).

6.5.3.2 Erosion and sediment control (ESC) plan

A requirement of the MRTS51 is for the department (the Principal) to prepare a design for temporary

erosion and sediment control measures.

The CM(E) is responsible for providing temporary erosion and sediment control input to the project.

6.6 Development of scheme prototype

The end product of the EA process is to integrate all environmental assessment and management

requirements from the planning (Concept) and design (Development) phases into the project tender

and contract documents.

The department’s Preconstruction Processes Manual requires that the Scheme Prototype is

assembled by the PM prior to commencing the tendering process. The Scheme Prototype must

include all environmental assessment and management requirements, including Conditions of

Tendering, Conditions of Contract, Supplementary Conditions of Contract, Standard Specifications,

Supplementary Specifications, drawings and schedules.

It is the responsibility of the CM(E) to ensure the EDR for the detailed design has captured all relevant

environmental assessment and management requirements to be included in the project construction

(Implementation) phase.

It is the responsibility of the PM to include all environmental assessment and management

requirements from the EDR into the Scheme Prototype.

6.7 Tendering process

The tendering process is managed by the PM and can occur at various stages of the project lifecycle

depending on the selected project delivery system.

The PM may engage the CM(E) for input to the tendering process, particularly for High Level or high

risk projects.

The CM(E) provides advice and recommends input of environmental factors, management measures

and design controls identified in the Scoping and / or Environmental Assessment stages.

It is the role of the PM to include the environmental advice and recommendations into the tendering

process and contract documentation.

The outcome of the tendering process is that the detailed design of the project is offered to a

contractor for construction in the project Implementation phase.



The tender review process is also discussed in Section 7.2.6.

6.8 Project contracts

Departmental infrastructure projects are conceptualised and designed either by internal department

staff, or externally by an expert service provider working under contract.

The implementation and construction of the infrastructure project will be undertaken by a qualified

construction company that the department engages as a Contractor working under contract.

The department engages and manages Contractors through guidance provided in departmental

technical publications and manuals, including those listed in Table 6.8-A below.

The department’s Main Roads Project Delivery System, Volume 1 describes the various project

contract options.

It is important to note that the content and references listed in Table 6.8-A below were accurate at the

time of publishing this manual but are subject and likely to change over time. Furthermore, entire

contract types may be added or removed from the below list. The TMR website contains the most up

to date departmental contract information and is to be consulted for accurate referencing and

adherence to departmental contract provisions

Table 6.8-A - Environmental input to various departmental contracts

Departmental Contract Types

How environment is factored in to each contract type.

Vol 1 Road Construction

Contract (RCC)

Clause 10.2 of the Supplementary Conditions of Contract requires an EMP

The department’s User Guides for the General Conditions of Contract and the Supplementary Conditions of Contract also states that as a minimum the Contract Plan must also include an Environmental Management Plan.

**project to use MRTS51 (and Annexure) to prepare EMP(C)

Vol 2 Roadworks Performance

Contract (RPC)

Clause 7.1 Supplementary Conditions of Contract requires an EMP

Clause 30.2.2(b) General Conditions of Contract requires an EMP


Vol 3 Minor Works Contract (MW &

MWPC)

(for Programmed Maintenance and

other Minor Works)

Clause B5.1 Supplementary Conditions of Contract “The Contractor shall implement and maintain measures to preserve and protect the natural environment on and adjacent to the Site”.

Section 5.3 of the MW manual “Details relating to management of any environmental hazards” are included in the requirements for Quality.

**project may use MRTS51 (and Annexure) to prepare EMP(C)






RMPC Vol 1 (Sole invitee) – Section 3.4 of the manual requires preparation of EMP(M) in accordance with the requirements set out under Clause 10.5 of General Conditions of Contract Road Maintenance Performance Contract.

RMPC Vol 1 (Sole invitee) – Section 3.4 of the manual the EMP(M) shall address issues raised in the “Statement of Environmental Effects”.

**project to use Clause 10.5 of RMPC General Conditions of Contract to prepare EMP(C) AND Statement of Environmental Effects.

**project to also use the department’s Environmental Processes Manual to prepare the Statement of Environmental Effects.

Road Maintenance Performance

Contract (RMPC)

(for Routine Maintenance)

Vol 2 (Open tender) – Clause 3.4 of the manual requires preparation of EMP(M) in accordance with (superseded) Road Project Environmental Processes Manual 2004.


Vol 4 Design and Construct

Contract (D&C)

Requirement for an EMP(C) is not included in the General Conditions of Contract however the Generic Project Brief (template) will require it.

Clause 26.1(e) of General Conditions of Contract states that the Contractor's 'Environmental Representative' shall be familiar with the requirements of the Environmental Protection and Biodiversity Conservation Act 1999. Where the Environmental Representative does not have the qualifications and experience to deal with all environmental issues associated with the Contract, the Environmental Representative shall be given authority and responsibility to consult appropriate specialist advice, at the Contractor's cost.


Vol 5 Alliance Contract (AC)

Can create own (project-specific) environmental specifications as long as they are in accordance with legislative requirements. Departmental MRS and MRTS may be used as guidance for environmental input.

Clause 6.2 of the Project Alliance Agreement requires an EMP(C).


Vol 6 Early Contract Involvement (ECI)

Stage 0 – Clause 1.1.2 experts (Environmental Officer) should be engaged in Project Management Plan development after Business Case approved.





Stage 1 – Clause 4.3.2 Principal to provide environmental documents prior to Stage 1 commencement.

Stage 1 – Clause 4.4.2 EMP should be included in Contract Plan.

Clause 9.3(a)(iv) of General Conditions of Contract states that the Contractor is not entitled to payment if the Contractor’s Environmental Management Plan and the Contractor has not complied with the environmental requirements of the Brief.


Stage 2 – s1.1.2 Construction Team (Designer) may require support from an environmental expert.

Vol 7 Relational Incentive Contract

(RIC)

Environment is not specifically included in contract.

RoadTek (and other ‘Relational’ contractors engaged to a RIC contract) are legally required to manage their environmental responsibilities.

Where warranted by the project manager, the environment may be listed in the contract as a “Key Result Area”.


Vol 8

Performance Incentive Cost Reimbursable (PICR) Works

Contract

Clause 14.1 requires EMP to form part of Contract Plan (where required by Item 10 of Annexure A).


Consultants for Engineering

Projects - Manual

Clause 6.1 of Supplementary Conditions of Contract - project to use AS/NZ ISO 14001:2004 Environmental Mgmt Systems

Clause 5.2 of Supplementary Conditions of Offer – EMP(P), EDR, & environmental management approach and methods required from Consultant.

Clause 6 of Annexure B to Supplementary Conditions of Contract – Consultant must develop and implement systems & procedures for environmental management.

**Consultant is to consider whether the project is to use MRTS51 (and Annexure) and the Contractor is to prepare EMP(C) or other controls.

Contract Administration Manual (only

applies to RCC but associated CAS checklists

and forms may be used where other

contract types require a review of the EMP(C))

The EMP(Construction) is reviewed against MRTS51 requirements using CAS Checklist CAC003M.

EMP(C) Implementation audit carried out using CAS Checklist CAC004M.

Audit of contractor performance carried out using CAS Form CAF008M.

Superintendent to issue non-conformance report if required using CAS Form CAF038M.

Where required, the Post Implementation Review may feed into:

CAF012M (Post Construction Report)

CAF032M (Post Construction Conference), and maybe

CAF009M (Maintenance Report)



6.9 Project data entry into departmental GIS systems

The ESR and EA process identify where environmental factors require further investigation, including

where environmental factors may need detailed survey or data collection.

The information gathered is relevant to the project outcomes however it can serve the dual function to

help determine the department’s performance as a transport infrastructure and system manager.

Environmental data that has been entered into spatial systems such as GIS mapping can be assessed

at a broader scope than project level, and can be assessed in conjunction with other spatial data sets,

to draw wider conclusions about the environment surrounding department controlled land and

infrastructure.

It is therefore an important element to department infrastructure projects that data collected during

environmental investigations is not confined to project use, but is also entered into the departmental

GIS systems and information databases.

The RCEA is the department’s primary tool for capturing and presenting environmental data in a GIS

format. The RCEA contains information on the road corridor.

To ensure data integrity, the RCEA tool and associated data collection forms must be used by projects

to collect electronic environmental data in the road corridor.

The departmental EMS contains policy and guidelines for electronic environmental data collection and

management.

Data entry into departmental GIS systems must occur in accordance with appropriate policy,

guidelines and tools.

The CM(E) is responsible for entering environmental information, including project related

environmental survey data, into department GIS spatial systems through the centrally managed

database of electronic environmental datasets.

If data collection for a project is outsourced to a contractor, the contract documentation must include a

procedure and requirement for environmental data collection to be entered into departmental GIS

systems.

Section 5.2.4 of this manual discusses the database of electronic environmental datasets in more

detail.

Data entry into departmental GIS systems occurs irrespective of whether project environmental

assessment is performed internally by department staff, or outsourced to an external expert service

provider under a contract.

Environmental management

7 Environmental management

The Environmental Management process is based on the environmental factors and management

measures identified in the ESR and EA process (Concept and Development phases).

The Environmental Management process continues into the Implementation phase of the project. The

Environmental Management process implements the EA process outcomes and requirements through

the environmental management plan for construction (EMP(C)).

The Environmental Management processes in this chapter are largely applicable to Medium Level and

High Level projects. The findings of the ESR typically provide sufficient assessment and management

for Low Level environmental projects.

The environmental management processes described in this manual are designed to be flexible to

actual project requirements. Therefore if a formal environmental management response is considered

appropriate for a Low Level project, then the processes described in this Chapter 7 Environmental

Management may be applied.

7.1 The environmental management process

The environmental management process may differ slightly depending on the contract type used for a

project however the fundamental process will be the same for all projects. The department has a

responsibility to ensure that the project is implemented with the necessary controls to manage

environmental risks and comply with legislative requirements.

The department engages contractors to undertake the project construction during the Implementation

phase. The management of project environmental requirements is achieved through the project

contractor producing and implementing Environmental Management Plans for the project. The project

contractor will produce an EMP(C) in accordance with the requirements set out in contract

documentation developed by the PM.

The project will have undergone prior analysis and assessment through the project Scoping (refer to

Section 5) and Environmental Assessment process (refer to Section 6). Any prior scoping and

assessment reports for the project must be considered and referenced throughout the environmental

management process.

The environmental management process is depicted below in Figure 7.1

Figure 7.1 - Environmental management process



The information contained in this Chapter 7 Environmental Management is primarily worded to guide

the CM(E) through the environmental management process during the implementation phase.

Templates for this process are provided in the departmental EMS.

This manual chapter describes the roles and responsibilities associated with the Environmental

Management process. Section 2.2.3 describes that some or all of these roles may require delegation

from the CM(E) to a contractor or Contract Administrator.

For instance, work tasks described in sections 7.2.4, 7.2.6, and 7.2.7 have responsibility assigned to

the CM(E) however the project may require these tasks to be delegated to a contractor (or Contract

Administrator). In such an instance the CM(E) assumes the role of briefing the work and overseeing

the work task that would otherwise be conducted by the CM(E).

These instances shall be determined by the PM in conjunction with the CM(E), and in all instances the

CM(E) retains responsibility to manage and review the work task. However the CM(E) has no direct

responsibility for, or control over, the contractor (or Contract Administrator).

7.2 Completing the environmental management plan (construction) – EMP(C)

The construction of a project occurs through the PM engaging a Contractor under the terms and

conditions of a contract.

The MRS51 and MRTS51 state the Milestone requirement for the submission of an EMP(C) by the

contractor prior to commencement of works.

An EMP(C) is also a requirement of some departmental manuals and contract types (refer Table

6.8.1).

The EMP(C) is the primary document for the contractor to address the environmental factors as set

out in the contract documentation. The environmental requirements established in the contract

documentation are based on the environmental factors identified in the Scoping and Environmental

Assessment process.

The EMP(C) explains in detail the measures to be undertaken to manage the environmental elements

of the project, and also explains in detail the means for addressing departmental administrative

requirements.

The objective of the EMP(C) is to enable and ensure contractor compliance with the environmental

management requirements stated in the contract documents, and is essentially the contractor’s tool for

managing environmental risk of a project.

7.2.1 Environmental management initiation

The PM for this Implementation phase is likely to be different to the PM from the previous Concept and

Development phases. It is the responsibility of the PMs to communicate relevant hand over

information from previous project phases.

The PM in this Implementation Phase engages the services of a CM(E) to provide specialist

environmental input to the overall project.

The CM(E) is responsible to manage and review the work of an external expert service provider

(contractor).

The environmental management process is initiated when the CM(E) is engaged to the overall project.



7.2.2 Environmental officer input to the EMP(C)

The CM(E) will already have had input to the contract documentation during the Scoping stage for Low

Level projects (refer Section 5.2.4), and during the Environmental Assessment (EA) stage (refer

Section 6.5.3 and Section 6.6) for Medium and High Level projects.

The Specification Annexures enable the CM(E) to address specific environmental management and

design requirements in the contract. The completed Specification Annexures form part of the project

contract documentation.

It is the responsibility of the CM(E) to provide advice and recommendations to the PM for input to the

contract documentation with relation to project environmental requirements where applicable.

It is the responsibility of the PM to include the environmental advice and recommendations in the

contract documentation.

The environmental factors identified in the Scoping (refer to Section 5) and Environmental

Assessment process (refer to Section 6) are considered by the CM(E) when completing the

Specification Annexures.

7.2.3 EMP(C) development

It is the responsibility of the contractor doing the works to develop and implement the EMP(C). It is not

the role or responsibility of department staff to develop the EMP(C).

The content of the EMP(C) requires a high level of detail and understanding of contractor work

methods and site activities and therefore is only suitable to be realised and documented in the

EMP(C) by the contractor doing the works.

7.2.4 EMP(C) document review

The PM submits the contractors EMP(C) to the CM(E) for review and comment.

It is the role of the CM(E) to check the EMP(C) to ensure it meets the requirements of the contract,

and that the contractor’s proposed management measures are sufficient and appropriate to prevent,

control or mitigate the environmental risk.

The EMP(C) is reviewed against the requirements of the MRS51 and MRTS51 and against the

contract documentation issued to the contractor by the PM.

The department’s Contract Administration System (CAS) provides a checklist to assess the content of

the EMP(C) in accordance with MRS51 and MRTS51. The checklist CAC003M (or equivalent future

version) contains provision to assess EMP(C) in accordance with the requirements of MRS51 and

MRTS51.

The CAS checklist CAC003M is completed by the CM(E) during the EMP(C) review process.

The CM(E) submits the completed CAS checklist CAC003M to the PM for response to the contractor.

The CAS manual details the administration of Road Construction Contracts (RCC) (refer to Section

4.2 of this manual) however this Environmental Processes Manual recognises that the CAS guidance

for completing the EMP(C) documentation is appropriate irrespective of the contract type.

The project is only commenced once the project plan (including the contractor’s EMP(C)) has been

accepted by the Superintendent (as defined by the RCC).



7.2.5 Interim EMP(C)

In accordance with the Supplementary Conditions of Contract of a Road Construction Contract (RCC)

(refer to Section 4.2 of this manual), if the Contractor proposes to commence work before the

Superintendent (as defined by the RCC) has given a direction that a Plan is suitable, the Contractor is

required to submit an Interim EMP(C).

The Contractor is required to prepare management plans for the first two months of the Contract which

deal with specific operational areas including environmental factors and management activities.

It is the responsibility of the contractor doing the works to develop and implement the EMP(C). It is not

the role or responsibility of department staff to develop the EMP(C).

The department’s Interim Environmental Management Plan (Construction) Guideline has been

prepared to aid Contractors with their understanding of the requirement for, and their preparation of an

Interim EMP(C).

7.2.6 Tender review phase

The PM may engage the CM(E) to provide specialist advice and technical content review to the tender

documentation for the project. This is particularly applicable to High Level projects.

The tendering process is discussed in Section 6.7.

7.2.7 EMP(C) implementation audit

In accordance with the requirements of MRS51 and MRTS51, the contractors EMP(C) will state

specific and detailed measures and actions for the contractor to manage the project to meet legislative

and departmental requirements.

It is the responsibility of the PM (contract administrator) to engage the CM(E) in the EMP(C)

implementation audit.

It is the responsibility of the CM(E) to audit the implementation of the contractors EMP(C) and ensure

contractor compliance with conditions of the contract and legislative requirements.

The department’s Contract Administration System (CAS) provides a checklist to assess whether the

measures and actions specified in the EMP(C) have been addressed. The checklist CAC004M (or

equivalent future version) contains provision to assess EMP(C) in accordance with the requirements of

MRTS51.

7.2.7.1 Environmental inspections, monitoring and reporting

It is the responsibility of the contractor to adhere to the MRS51 and MRTS51 requirements for

environmental inspections, monitoring and reporting set out in the EMP(C).

MRS51 and MRTS51 provide guidance on the minimum requirements for this, however the contract

documentation may specify more detailed or regular inspections, monitoring and / or reporting

depending on the level of risk and detail required. The CM(E) may specify the frequency of

environmental inspections, monitoring or reporting using the MRTS51.1 Annexure. Use of the

MRTS51.1 Annexure is also discussed in Sections 6.5.3 and 7.2.1.

Environmental inspections, monitoring and reporting occur in accordance with contractual

requirements. Additional reporting to external authorities as a result of a breach of license conditions

or as a result of material or serious environmental harm (as defined in the Environmental Protection

Act 1994) must occur in accordance with legal requirements.



7.2.7.2 Audit of contractor

Environmental inspections, monitoring and reporting are carried out by the project contractor in

accordance with contractual and MRS51 and MRTS51 requirements.

It is the responsibility of the CM(E) to audit and document contractor performance in conducting

environmental inspections, monitoring and reporting in accordance with contractual and MRS51 and

MRTS51 requirements.

The CAS form CAF008M (or equivalent future version) is used by the CM(E) to carry out an audit of

the contractors’ environmental reporting performance.

The form CAF008M contains provision for the CM(E) to record and assess the contractor’s

environmental reporting performance.

7.2.7.3 Non conformance reporting and management

Non conformance against the contract documents or the EMP(C) may be observed by the

department’s contract administrator, a departmental project environmental offer, or an inspector. If a

non conformance is observed it is reported and recorded by the observer of the non conformance.

The CAS form CAF038M (or equivalent future version) is used to record issues of project non

conformance and submitted to the PM (contract administrator).

In the event that the audit identifies instances of contractor non conformance that do not result in

environmental harm, the non conformances are to be recorded by the CM(E).

Instances of non conformance must also be reported by other project staff.

It is the responsibility of the PM to ensure that non-conformances are resolved by the contractor and

environmental concerns have been appropriately addressed and recorded.

The CM(E) supports the PM in resolving instances of project non conformance with the contractor.

Where an EMP(C) implementation audit identifies a non conformance which is also an incident, it must

be reported through both the CAS Non Conformance Register, and also through the Work

Improvement Note (WIN) system.

7.2.8 Environmental harm incident reporting (work improvement note (W.I.N.) system)

Environmental harm may be identified during a project audit or at any time during the project

implementation.

In the event that an environmental harm incident occurs, the contractor must report the incident to the

department PM (contract administrator). Upon receiving notification of the incident, the PM must notify

the Regional Director immediately.

Where the incident is material or serious environmental harm, the contractor must also directly report

to the Department of Environment and Heritage Protection (DEHP).

Where the incident is material or serious environmental harm, the Regional Director must notify

DEHP. The departmental EMS contains the relevant procedures and technical guidance to incident

and event reporting.




It is the responsibility of the contractor to manage and remediate the environmental harm incident.

It is the responsibility of the department to manage the contractor to ensure the measures are

appropriate to manage and remediate the environmental harm incident.

The PM must notify the CM(E) of an environmental incidents’ occurrence, or potential to occur, as

soon as possible once becoming aware of it.

It is the responsibility of the CM(E) to record environmental incidents and non conformance in the

W.I.N. system if the incident is recorded during an audit.

In all other instances, it is the responsibility of the PM for recording project related environmental

incidents in the WIN system.

Once recorded, all project related W.I.N. entries become the responsibility of the PM to finalise with

the support of the CM(E) as required.

Recording environmental incidents and non conformance in the W.I.N. system occurs in addition to

the legislative requirements for incident notification.

Work Improvement Notes can also be raised as a result of non conformances, audits, project post

implementation reviews, incidents, or complaints for departmental projects.

The entry of a Work Improvement Note into the department’s W.I.N. system ensures that action is

taken to correct the problem, prevent it recurring in the future, and review at a later stage for

effectiveness.

Project finalisation and network management

8 Project finalisation and network management

The Finalisation phase of a project transitions the project from a works project or activity to the

network management and operation phase of the infrastructure network. At project finalisation, it

becomes part of a broader network of an operational infrastructure that must be managed and

maintained by the department.

An important realisation for departmental infrastructure projects is that environmental assessment and

management findings, outputs and outcomes are not disregarded or neglected during infrastructure

operation.

The findings, outputs and outcomes of project environmental assessment and management may need

to be carried forward into the infrastructure operation. For instance, the identification of significant

environmental information in the environmental assessment or environmental management stage may

need to be transferred to network operational systems.

One mechanism for transferring and implementing environmental information to network operational

systems is through the Maintenance, Preservation and Operations Element Management process.

This chapter defines the environmental processes for Project Finalisation and Network Management

as being largely applicable to Medium Level and High Level projects. The findings of the ESR and

Environmental Assessment process typically provide sufficient finalisation and management

information for Low Level environmental projects however the processes described in this Chapter 8

may be applied if considered appropriate by the CM(E).

In order to finalise a project, a post implementation review is required to ensure environmental

management has been successfully implemented and Finalisation and Network Management activities

facilitated if required. Environmental processes in the Finalisation phase also include administrative

tasks that will conclude the CM(E)’s role in the project.

8.1 Post implementation review

The department’s OnQ framework recognises the post implementation review process for Type I

projects.

It is the responsibility of the PM to determine whether a post implementation review is required for

either a High Level or Medium level project.

The purpose of the post implementation review is to summarise the project’s performance and

outcomes. The environmental processes to consider in the post implementation review include:

Environmental outcomes and benefits have been achieved.

Environmental management tasks of the project have been delivered.

Documents have been assembled for handover.

Environmental data from project has been integrated into departmental resources.

Identification of variations to the original environmental requirements.

Outstanding project issues and responsibilities.

Learning's to assist others undertaking future projects.



It is the responsibility of the CM(E) to carry out the post implementation review, where applicable,

using the documents and guidance provided by the departmental EMS.

Where applicable, it is the responsibility of the PM to integrate the post implementation review findings

into the project Post Construction Report (CAS form CAF012M) (or equivalent future version).


into the project Post Construction Conference Agenda - Meeting (CAS form CAF032M) (or equivalent

future version).

8.1.1 Defect liability period

The defect liability period is the period of time stated in the contract that the constructed works are put

into service and the Contractor is responsible for the rectification of minor defects or omissions.

Different defects liability periods may apply for different contracts.

The project is not considered finalised during this defect liability period, and environmental reviews are

undertaken early in this period to ensure that the environmental assessment and management

measures have been successfully incorporated.

It is the responsibility of the CM(E) to carry out the post implementation review, where applicable,

using the documents and guidance provided by the departmental EMS.


into the project Maintenance Report (CAS form CAF009M) (or equivalent future version).

8.2 Surrender of approvals

Any external approvals obtained through the project life will have provision for the approval surrender

process.

All project external approvals must be surrendered or transferred at the project finalisation before the

end of the defects liability period. An annual fee may apply if the approval is not surrendered within

specified time frames.

It is the responsibility of the PM to surrender the external approval at the project finalisation.

The CM(E) may provide advice to the PM of the approval surrender process at project finalisation.

8.3 Handover report

The purpose of the handover report is to obtain formal acceptance from the Project Customer (for

example, Regional Director. Refer to Glossary for full definition) that deliverables have been practically

completed, outstanding project actions and issues have been recorded and all appropriate

documentation has been provided. This information is captured in the Post Implementation Review

(Section 8.1).

The department’s OnQ framework recognises the Handover Report process for Type I and Type II

projects.

It is the responsibility of the CM(E) to determine whether a Handover Report is required for either a

High Level or Medium level environmental component project.



8.4 Nomination of a significant environmental area (sea)

The environmental assessment and management of an infrastructure project site area may identify a

site that meets the Significant Environmental Area (SEA) policy criteria.

The departmental EMS contains the SEA policy and guidance on nomination of SEAs.

It is the responsibility of the CM(E) to refer to the SEA policy to implement its requirements.

8.5 Maintenance of infrastructure network

Maintenance is described in this manual under the Finalisation phase, however maintenance occurs

‘post-construction’ during the network asset operation.

The transport infrastructure network is maintained through either:

Program Maintenance

Routine Maintenance

Both Program Maintenance and Routine maintenance are typically performed by an external expert

service provider working under the conditions of a contract. Environmental considerations of

maintenance work must be captured within the contract documentation.

8.5.1 Program maintenance

The contract documentation governing Program Maintenance is guided by the department’s Standard

Contract Provision Roads, Volume 3 Minor Works Contract System (MW) Manual.

This manual recognises that the environmental processes for Program Maintenance are managed as

a Low Level project as defined in this manual. (Refer to Section 5). Therefore environmental

management recommendations and input to maintenance contract documentation occurs through the

Scoping process.

The PM engages the CM(E) to provide specialist environmental advice to Program Maintenance (MW)

contract.

The CM(E) provides environmental maintenance recommendations for inclusion in the Program

Maintenance (MW) contract through completing the Scoping process.

The CM(E) may also be engaged by the PM to manage and review the environmental component of

work of the external expert service provider performing the work.

8.5.2 Routine maintenance

The contract documentation governing Routine Maintenance is guided by the department’s Road

Maintenance Performance Contract (RMPC) manual.

Consideration and input of environmental factors of Routine Maintenance occurs through preparation

of a Statement of Environmental Effects (refer Section 8.5.2). The Statement of Environmental Effects

forms part of the contract documents and governs the content of the contractors Environmental

Management Plan (Maintenance) (refer Section 8.5.3).

The PM engages the CM(E) to provide specialist environmental advice to Routine Maintenance

(RMPC) contract.

The CM(E) provides environmental maintenance recommendations for inclusion in the Routine

Maintenance (RMPC) contract through provision of a Statement of Environmental Effects



8.5.2.1 Statement of environmental effects

The Road Maintenance Performance Contract (RMPC) Volume 1 Sole Invitee manual requires a

Statement of Environmental Effects be developed by the Principal.

The Statement of Environmental Effects briefs the contractor on any significant environmental areas

and site-specific management techniques for the relevant road sections.

The Statement of Environmental Effects is prepared and issued to the Contractor by the department’s

representative, typically the PM (or Principal).

The CM(E) is engaged by the PM to develop the Statement of Environmental Effects.

The CM(E) may also be engaged to manage and review the environmental component of work of the

external expert service provider performing the work.

The Statement of Environmental Effects forms part of the contract documents and governs the content

of the contractors Environmental Management Plan (Maintenance).

The Scoping process described in Section 5of this manual is used to prepare the Statement of

Environmental Effects. The cost estimate tool in the ESR may however not be necessary or applicable

to provide to the maintenance project.

8.5.3 Environmental management plan (maintenance) – EMP(M)

The department’s RMPC Volume 1 Sole Invitee manual requires the Contractor to establish, review,

maintain and update an EMP(M) when engaged by the department under an RMPC contract to

perform road maintenance.

It is the responsibility of the project contractor to establish, review, maintain and update an EMP(M).

The department’s Standard Contract Provision Roads, Volume 3 Minor Works Contract System (MW)

Manual states the requirement for a Contractor to prepare Quality Plan(s) containing details relating to

management of any environmental hazards. This manual considers the provision of an EMP(M)

appropriate to meet this requirement.

General guidance and the minimum content of an EMP(M) is stated in Clause 10.5 of the

department’s Road Maintenance Performance Contract (RMPC) manual.

The contractor submits the EMP(M) to the PM for approval.

The PM submits the contractors EMP(M) to the CM(E) for document review and comment.

The EMP(M) is reviewed against the requirements of the RMPC Volume 1 Sole Invitee manual, and

against the contract documentation issued to the contractor by the PM. The EMP(M) review considers

the contents the Statement of Environmental Effects.

The departmental EMS contains templates and guidance to assess EMP(M).

The EMP(M) review documentation provided in the departmental EMS is completed by the CM(E)

during the EMP(M) review process.

The CM(E) submits the completed documentation to the PM for response to the contractor.

The maintenance project is only commenced once the project plan (including the contractor’s

EMP(M)) is accepted by the PM (contract administrator).



8.5.4 Emergency works (under maintenance contract)

Emergency works is defined by this manual as the program of works to address the repairs required to

transport network as a result of emergency events, including natural disaster or terrorism events.

Typically the works is in response to damage sustained to infrastructure such as the road pavement

and shoulders.

Due to the necessity to produce rapid and streamlined environmental assessment and management

decisions, the process described in this manual for Low Level assessment is also applied to all

Emergency works projects.

It is important to note that the application of the Low Level assessment process does not necessarily

denote the nature of the Emergency works as being low risk.

In general, the nature of the restoration work to be carried out involves activities similar to those under

routine maintenance. Therefore the works may not result in significant additional disturbance of the

environment. In these instances, the Low Level assessment response and use of the ESR provides

sufficient environmental input and response to the project.

However instances may occur of works requiring additional disturbance to the environment, or

requiring a higher level of assessment detail. In these instances, the same process for assessing

Medium Level or High Level projects may be applied. The ESR must, however, still be applied as a

means of providing initial rapid response and input to the project, with detailed assessment to follow

subsequently.

It is the responsibility of the PM to engage the CM(E) for input to the Emergency works project.

The CM(E) provides a Low Level response and uses the ESR to provide environmental input and

response to the project.

The CM(E) uses the ESR to identify instances where the works requires additional subsequent

Medium Level or High Level response.

Emergency work is normally undertaken by RMPC providers (such as Local Government Authorities

and RoadTek).

Any recommendations made in the ESR, or in subsequent detailed environmental assessments, are

transferred to individual project Environmental Management Plans through the processes described in

Section 6.5.3 of this manual.

8.6 Road corridor permits

In addition to managing the state-controlled road network, the department must also manage non-road

transport activities and structures that occur within the road corridors. Applicants wishing to undertake

an activity, works or erect a structure within the road corridor must first apply for a Road Corridor

Permit (RCP).

The Transport Infrastructure Act (1994) defines a list of works, structures and activities for which

approval is required. The RCP grants approval to carry out these activities, which include the

construction, maintenance, upgrading or conducting of those works, structures and activities

characterised as ancillary works encroachments under the Transport Infrastructure Act (1994).

Site specific environmental information may need to be incorporated into permit conditions, and a

departmental environmental officer must be engaged to provide input to the condition details.




The ESR exercise described in Section 5 of this manual is used by the environmental officer to identify

relevant environmental considerations within the road corridor area.

The departmental EMS contains reference information for standard responses to common RCP

application types. This reference information defines specific issues related to the activity as well as

stating the management actions required to be undertaken as a condition of the RCP.

Glossary

Glossary

“Activity” means an element of work performed during the course of a project. An activity normally

has an estimate of duration, cost and resource requirement. Activities are normally subdivided into

tasks (see task). Each project phase is composed of several activities.

(Source: OnQ)

“Administrative (Cost Estimate)” see “Cost Estimate (Administrative)”

“Administrator” shall be as stated in Clause 1 of Annexure MRTS01.1 with the role as defined in the

Contract. Where not stated, the Administrator shall be –

a) the “Superintendent” as stated in the Contract for the following contracts –

(i) Road Construction Contract

(ii) Roadworks Performance Contract; and

(iii) Minor Works Contract

b) the “Principal’s Representative” as stated in the Contract for the following contracts –

(i) Design and Construct Contract

(ii) Design, Construct and Maintain Contract; and

(iii) Alliance Contract

(Source: MRTS01)

“CM(E)” means Component Manager (Environment)

“Component Manager (Environment)” means the person or team nominated by the Project

Manager to manage the environmental component of the project’s work scope on behalf of the Project

Manager. (Derived from various OnQ project management definitions)”.

“Component project” means a smaller project or work package which forms an integral part of the

overall project such that the two cannot be delivered independently. The component project is

governed by the overall project management structure, and may be carried out by internal staff or

external subcontractors.

"Component Interaction" means used when a component of a project is to be delivered by an

internal business unit that is part of the same organisation but separate to the main project team.

“Contractor” means an external business providing an expert professional service under the

conditions of a contract. Contractor includes a Local Government, Queensland Department of

Transport and Main Roads Service Delivery Unit, or Joint Venture (including only Local Government(s)

and/or Queensland Department of Transport and Main Roads Service Delivery Unit(s)).

(Part definition from RMPC vol 1 – sole invitee)

“Contract Administrator” (see “Administrator”)

“Cost Estimate (Administrative)” means the estimation of costs related to administrative tasks of

the environmental component project. It includes capturing the cost (dollar estimate) of fixed-price and

quantifiable actions and activities such as time spent, known resource use, cost of legislative

approvals and cost of providing a service.


Glossary

“Cost Estimate (Project Work Items)” means the estimation of the amount and type of cost likely to

be incurred by project activity or action. It includes explaining the cost (description; not dollar estimate)

related to work activities of the environmental component project. It includes describing the cost of

actions and activities with variable cost components, or costs external to the environmental

component project, such as material costs, labour costs, activity-specific costs (including purchasing

environmental offsets), and design and construction particulars.

“Design Development Report” means the report deliverable described in the department’s

Preconstruction Processes Manual

“Department” means Queensland Department of Transport and Main Roads

“Environment” includes—

a) ecosystems and their constituent parts, including people and communities; and

b) all natural and physical resources; and

c) the qualities and characteristics of locations, places and areas, however large or small, that contribute to their biological diversity and integrity, intrinsic or attributed scientific value or interest, amenity, harmony and sense of community; and

d) the social, economic, aesthetic and cultural conditions that affect, or are affected by, things mentioned in paragraphs (a) to (c).”

(Source: Environmental Protection Act 1994)

“Environmental Component Project” means the smaller project or work package of environmentally

relevant tasks which forms an integral part of the overall project such that the two cannot be delivered

independently. The Environmental Component Project is governed by the overall project management

structure, and could be carried out by internal or external subcontractors. The Environmental

Component Project work package described in this manual includes sub-discipline categories such as

Historical Cultural Heritage. (Derived from OnQ definition of “Component Project”).

“EAR” means Environmental Assessment Report. Document and process as described in this

manual.

“EDR” means Environmental Design Report. Document and process as described in this manual.

“EMP” means Environmental Management Plan. Document and process as described in this manual.

“ESR” means Environmental Scoping Report. Document and process as described in this manual.

“Overall Project” means the controlling project which has end to end responsibility for the four project

phases and covers all component areas (Source: OnQ).

“PM” means Project Manager

“Principal” means the State of Queensland acting through the Department of Transport and Main

Roads. The Principal is the highest level in the contract.

“Principal’s Representative” (see “Administrator)”

“Process Management” means the planning, organising, monitoring and controlling of all aspects of

a project in a continuous process to achieve its objectives. (Derived from various OnQ process

management definitions).

“Project” means a temporary endeavour undertaken to create a unique product, service or result.

(Source: OnQ)


Glossary


“Project Customer” The person with authority, nominated to represent the organisation(s) that

receives the business benefits of the project. The customer's role includes:

ensure the project is aligned with the strategic goals of the organisation

ensure the project output meets the needs of the customer's organisation

providing or securing project funding.

Note: Funding may come from the customer, sponsor or third party, and does not determine the

customer role. (Source: OnQ)

“Project Manager” means the person responsible for managing a project and achieving its

objectives. Manages all activities necessary to deliver the project or services to the required quality

standard and within the time and cost constraints agreed to with the project sponsor or program

manager. However, this role will depend on the type and nature of project being undertaken and may

include the entire project from start to finish or a phase of the project (Source: OnQ).

“Project Work Items (Cost Estimate)” see “Cost Estimate (Project Work Items)

“REF” means Review of Environmental Factors. Document and process as described in this manual

“Superintendent” (see “Administrator”)

“Task” means a subdivision of an activity. A task is an element of the project which usually results in

a single deliverable which might take the form of a document or tangible component of the required

deliverable. (Source: OnQ)

“Transport Infrastructure” includes –

a) air, busway, light rail, miscellaneous, public marine, rail or road transport infrastructure; and

b) transport infrastructure relating to ports.

(Source: Transport Infrastructure Act 1994)

“QTRIP (Queensland Transport and Roads Investment Program)” means the program of transport

and road works the department plans to deliver over a four year cycle. QTRIP includes funding for

maintenance and enhancement of road transport infrastructure, rail lines, busways, airports, and

maritime and cycle infrastructure. (Derived from the Transport and Main Roads internet website and

from the QTRIP 2010-11 to 2013-14 document).

“Work Management” means the management type that deals with the work that actually produces

the required solution or product or service or project (or component project) output. Work management

activities are specific to the content of the area being managed. Work management is not done in

isolation from the Project Management but rather provides the context for it. (Source: OnQ)