Beenleigh Merrimac Pimpama Alliance


Value: $230 million

Client: Gold Coast Water, Tenix and GHD

Contract model: Program alliance

Period: late 2004 - mid 2010

Scope: Beenleigh Merrimac Pimpama Alliance was a major wastewater infrastructure delivery program, undertaken as a private / public sector collaboration between Gold Coast City Council and engineering services providers Tenix and GHD.

The Alliance was formed to upgrade the wastewater networks in the rapidly developing areas of Beenleigh, Merrimac and Pimpama, to cater for projected population growth over the next five decades. Alliance works included:

  • installation of over 50km of new large diameter wastewater pipelines
  • design, construction and commissioning of eight new major wastewater pumping stations, including the largest facility ever built on the Gold Coast with a capacity more than one million litres
  • improvement of 43 existing pumping stations
  • decommissioning of 41 obsolete pumping stations

Many of these works involved technically challenging construction methods such as installation of sunk caissons and deep micro-tunnelling under roads and waterways in high-density residential and commercial areas.

Involvement: Communikate managed the community and stakeholder engagement requirements of the program on behalf of the Alliance. Our responsibilities included:

  • helping to develop the Alliance’s mission, vision and values charter
  • developing and implementing the Alliance’s master community and stakeholder engagement plan, and sub-plans for particular construction works
  • advising the Alliance Program Management Team (APMT) about communications and stakeholder engagement issues (Communikate Director Kate Thomas was a member of the APMT)
  • assisting with the recruitment and management of internal Alliance communications personnel
  • assisting with infrastructure easement acquisition negotiations
  • providing regular information to approximately 30,000 stakeholders about Alliance construction activities across 30 different worksites
  • meeting with hundreds of affected residents and business owners to provide information about the scope, timing and impacts of Alliance works
  • managing stakeholder enquiries and complaints
  • coordinating project briefings for elected representatives and interested stakeholder groups
  • planning and facilitating community meetings, site tours, media opportunities and commissioning ceremonies
  • undertaking regular community and stakeholder satisfaction surveys
  • developing and distributing a large volume of Alliance project communications, including works notice flyers, construction update newsletters, press advertisements, web pages and awards submissions

Positive outcomes: The Alliance’s community and stakeholder engagement program consistently exceeded performance targets. Key achievements included:

  • 87% of stakeholders surveyed about the project indicated that they were satisfied with the Alliance’s engagement efforts and initiatives to reduce construction impacts
  • community and stakeholder engagement activities and project communications materials accounted for less than 1% of the total cost of the program
  • Community and Stakeholder Engagement Manager Kate Thomas received the Alliance Leadership Group Chairman’s Award for Leadership