Provision of strategic water and wastewater advice; review of strategic options including gravity, pressure sewer and vacuum sewerage systems. Assistance with identification of water and wastewater servicing strategies for Plan Change and Resource Consent applications. Provision of Expert Witness services for contractual disputes relating to water and wastewater servicing.

The Professionalism Panel provides core support to the Learning Society Committee in its responsibility to the Trustee Board in delivering ICE's Knowledge Programmes. In summary, the Panel supports ICE members professional competence.

Representing South East Asia, South Asia, East Asia and Australasia.

The Council has an essential role in representing the views of the membership to the Trustee Board and supporting the Trustees to ensure ICE is considered a global centre of excellence championing the role civil engineering plays at the heart of society.The Council is the pinnacle of the Learning Society and meets regularly to debate issues of relevance to civil engineering, the Institution and society, to set the agenda for the Institution’s learned society activity.

The Ben Funds role is to provide assistance to members and former members of The Institution of Civil Engineers who are in need and to their dependents. Since the ICE Benevolent Fund was founded in 1864 we have helped over 30,000 civil engineers and their families. Life's challenges can come in different guises. From redundancy, illness and bereavement to financial planning and career progression. We have a range of services to support ICE members and their families with the pressures of everyday life. We also help members reach their potential in their personal development.

Member of the Advisory Board for the Graduate School of Engineering within the Faculty of Engineering - “To grow the next evolution of engineers who make positive impact upon society”.For more details see - https://www.auckland.ac.nz/en/engineering/about-the-faculty/graduate-school-of-engineering.html

Technical focus on problem definition and strategic solutions. Water and wastewater master planning, including alternative sewerage option such as conventional or smart pressure sewer systems. Additional focus on sustainability, leading process for GHD to be recognised carbonzero with Toitu.

Business Group Leader for the Northern Water and Wastewater Team with a team of thirty technical staff across three offices, and a portfolio of more than eighty live projects with project fees in excess of $6.4M per annum. Responsible for the financial performance of the team, managing workload against resources, team utilisation, staff retention and recruitment and overall staff wellbeing. Oversight for quality assurance of the projects undertaken by the team. A key achievement was a low staff attrition rate and a highly performing team.

Seconded into Watercare as part of the transition leadership team, comprising client, constructors, and consultants, to establish a new way of working to deliver the 40:20:20 vision.Watercare is aiming to reduce carbon in infrastructure by 40 percent; reduce the cost of its infrastructure programme by 20 percent (by 2024); and to improve the health, safety and well-being of all people involved in delivering our infrastructure by 20 percent year-on-year.

CO-OPTED BOARD MEMBER. Portfolio Focus: Water

Technical and Project Director; Civil Team Leader: Responsible for the civil water team, including resourcing, technical mentoting and review. Thoroughly enjoy team and project management and concept design / project challenge role, exploring innovative ways to provide best value to the client, whilst meeting the required outcome and maintaining technical excellence. Also undertake the role of "Engineer", either formally or informally, with good understanding of contracts (NZ3910, NEC3 and consultancy contracts).Recent projects have included sewage rising mains and pump stations; concept design for a the provision of water and wastewater infrastructure on the edge of the serviced urban area; project challenge for a sewer trunk main that identifed a alternative solution not previously identified.

Project Principal for CW-DC Ltd, the design build arm of Connel Wagner, with McConnell Dowell as one of three D&C tenderers for the $100M Rosedale Treatment Works Outlet and long sea outfall. Responsible for development of the hydraulic design of the 5,300m outfall, designed to accommodate 6m3/s. Preferred option based around 2.7m bored tunnel and 1.8m HDPE dredge and lay outfall pipe.

Parachuted into the Swansea office, I was initially viewed with some scepticism by the 15 member team, Convinced that I had been sent to close the office down, this scepticism turned to pity when 10 weeks later, with my young family, I relocated to Wales permanently! Five years later we left Wales with heavy hearts, having made lifelong friends both at work and socially. The fact that I had a birth certificate which wasn’t English may have saved me, but it was the commitment of the whole (surprised) team that resulted in the office growing from 15 to 50 staff, and going from loss making to returning a healthy profit. As an office we achieved the Investors in People badge and had a very low staff attrition rate, making it a great team environment.

Project Manager / Senior Civil Enginner for water projects. Projects included the upgrading / refurbishment of water treament works, the design of pump stations.

Western Rother Valley Security of Supply, Southern Water (UK). Detailed design, preparation of tender documentation, and contract administration of the Western Rother Valley Security of Supplies Project. The scheme included two pipelines, 250mm and 300mm diameter, 12.7 and 7.2 kilometres long respectively, constructed through the South Downs in north West Sussex. The works included two booster pump stations, two "no-dig" crossings of main rivers, and associated civil works. Estimated capital cost of approximately £2.8 million.Filsham Water Supply Works Reinstatement, Southern Water (UK). The feasibility study for the emergency reinstatement of an existing borehole to supply water to Hastings, East Sussex, and implementation of the recommended option. Options included the refurbishment of the existing on-site treatment works or the construction of a raw water pumping main, approximately 5.4 kilometres long, linking the borehole to an existing water treatment works. Detailed design and contract management for the construction of the raw water pumping main option, through to completion. Estimated capital cost of approximately £0.6 million.

Swaziland Urban Development Project: a World Bank funded project for the Ministry of Housing and Urban Development aimed at the upgrading of approximately 5,000 plots in the informal peri-urban areas of Mbabane and Manzini, and rehabilitation of existing citywide bulk infrastructure. I was the Engineer responsible for the implementation of pilot projects to test contracts specifically developed to allow small contractors from the beneficiary communities to participate in the works, and provide a demonstration of the work to be undertaken as part of the main project. Work included liaising with the implementing agencies and communities, and the identification and training of small works contractors. Technical aspects of the work included analysis of appropriate levels of sanitation, and methods of distributing water on a communal basis, with particular reference to methods of revenue collection to ensure cost recovery for the water utility.Water Supply and Public Health Infrastructure: Engineer/Project Manager for civil construction works, including liaising with clients, periodic site inspections, site meetings, support of resident site staff, certification of interim payment certificates and adjudication of extension of time claims. Contract values varying from £10 000 to £200 000.

Rural Village Water Supply Schemes: Opportunity to travel to remote locations, many with only 4x4 access to undertake field investigations prior to undertaking the design and documentation of water supply infrastructure.Resident Engineer, Motloutse Bridge. After everyone else made themselves unavailable, as a six months graduate civil engineer I was asked to be “Resident Engineer” for the construction of the Motloutse River Bridge in rural Botswana until a suitable replacement was found. Twelve months later, with the 162m nine span bridge completed on time and to budget, along with two kilometres of road and large box culvert, a replacement still hadn’t been found. It was a steep learning curve with only monthly visits of a couple of hours a time by a Senior Engineer, limited telephone access to the office for support, and a construction team who considered that I was the “boss”. Capital value at the time was over £1 Million.

Emergency Water and Sanitation Project for Government and Mission Hospitals. The assessment of eight rural hospitals, producing design reports & works schedules, and the preparation of standard contract documents, for Work Contracts Financed by the European Development Fund, including specifications, bills of quantities and drawings.A complete contrast from one hospital where money provided to upgrade the water supply had been spent on building a wall around the hospital to keep the thieves out (only to run out of money before the wall was finished - but still without water to flush toilets), to a remote 35 bed clinic run by Irish Sisters where two baby girls, who were each less than 1 Kg at birth, were six weeks old and gaining weight (adjacent to a Monastery with a fridge full of Windhoek beer and very accommodating Monks!).