Amie: As long as the 20 tonne maintenance trucks don’t think their weight doesn’t count!
Brian: That was always the situation with the timber truss bridges, the drivers who think their overload somehow doesn’t count. Ray and I found this a decade ago, when we worked on the conservation of the 1895 Tharwa Bridge in Canberra; loaded 65-tonne sand trucks found the old bridge handy coming from loading sites on the southern side of the Murrumbidgee River to construction works in Canberra. This happened everywhere. For instance the harvesting of rice and wheat meant trucks in regional areas could be loaded to about 60 tonnes. At Deniliquin that was the usual tally at the weighbridge, where the trucks had travelled over the old truss bridges in that area; including the bridge over the Edwards River at Deniliquin, since replaced. They trundled over the truss bridges without any worry at all, despite carrying four times the live load design of the bridge. The same thing applied to wide loads too in harvesting time.
Ray: A lot of the harvester vehicles have arms that fold up vertically to get across bridges – they are still pretty wide though. The old bridges have six metres roadways and even four and a half metres between kerbs is common for the bridges still in service now. As well as their extra strength, another reason that these wooden truss bridges have lasted is that they were designed with a high factor of safety (of about seven, ultimate load to working load), whereas steel and concrete were designed for lower values. More recently, using limit state design principles, as opposed to working stress design principles, a smaller safety factor is used for the dead load for the live load. Because it’s a more known load, with older concrete bridges you can improve their load capacity just by applying limit state design principles, rather than the working stress design principles. A benefit from the lower factor of safety on the dead load is that it is generally about at least half or more than the total stress for which the bridge was designed.
Brian: Apart from the fact of inherent strength, there are potential factors of weaknesses in timber, like rot and white ants, with deterioration evident at the ends of a member and the rest being quite sound. But we still have to replace the whole length, say six metres or so, because the end 100 mm has deteriorated.
Ray: Brian’s other point about traffic width of lanes means a lot of the older timber truss bridges are now too narrow for safe use, particularly with trucks on them. Some trucks now have very small clearances on the carriageway, which makes it a problem with timber trusses.
Amie: Training to meet these challenges today is vital. I wanted to ask if this was less an issue when removal of the timber truss bridges was a ready option. Maybe start with the present and work our way back?
Wije: The change in emphasis from reactive bridge maintenance to proactive bridge upgrading meant not only the need to train the carpenters of the bridge crews in both new and old timber construction techniques, but also to provide training and guidance to engineers in the science of timber design.
At the inaugural RMS Annual Bridge Conference in 2004, one of the papers presented was on the strengthening of the heritage timber truss bridge over the Abercrombie River south of Bathurst. At every following conference, there have been a number of papers presented on timber bridges; sharing learnings on either design, construction, specifications, heritage aspects, inspection or maintenance.
Brian: In my time, training was in-house as we did all our designs internally, with 160 staff in the bridge section. There were no consultants and all the work was done by staff. All complete designs were undertaken in-house, with rare exceptions. Towards the end of my era, we had two years of producing 160 new bridge designs a year.
Ray: That would now be reversed, with only an occasional in-house design.
Brian: We had regular, maybe quarterly meetings of the bridge foremen, and in fact it was pressure from people in the field, the foremen and engineers behind our 1987 revision of Manual No.6, the 1962 version. They thought it should recognise the Dare Truss which until then wasn’t included as a design type, though they were all familiar with Harvey Dare’s bridges. They frequently referred to the one at Dungog as the ‘Dare Bridge’.
I thought about it a long time. What finally convinced me was a conversation a morning tea that I arranged when Sir Ralph Freeman visited Sydney for the 50th anniversary of the Sydney Harbour Bridge in 1982. He reminisced with Gordon Stuckey who had been the principal design engineer for the Bridge. They talked about Dr Bradfield, constantly busy with calculations in his corner office at the Public Works head office in Bridge Street, and it struck me then that when we talk about engineering design we should recognise the ‘stress man’, the one who makes it all work but who is forgotten in legal as well as lay definitions of a bridge designer. That’s quite hard on engineers!
And so we now have the Dare Truss with its steel bottom chord, finally identified in the February 1987 revision of the manual.
Wije: The Roads and Maritime Timber Bridge Manual remains a valuable resource. The current manual is a very comprehensive document, first published as a draft in 2000, then issued in final form in 2008. In eight chapters it covers in great detail, many aspects of bridge design, construction and maintenance, and has been widely used both by Roads and Maritime and by local councils in their timber bridge maintenance projects.
Our most recent manual is a new draft Roads and Maritime guide for design and assessment of heritage timber bridges, part of which has also been incorporated into the new Australian Standards for Bridge Strengthening and Rehabilitation (AS 5100.8).
Ray: In my time Don Carter ran training for the bridge crews – foremen and leading hands – we used to get all the bridge guys down from the country. These were residential, I recall one at Kurrajong for instance. They were a chance for the crews to share tricks of trade between them all, as well as the workshops on types, timbers and techniques.
Amie: Don Carter is still involved in our Timber Bridge schools and we also have an annual get together for updates. Wije: Yes, in the last ten years we’ve held six Timber Bridge schools, since our first week-long residential Roads and Maritime Timber Bridge School in 2005, my second year as Principal Engineer. As part of the Bridge Workforce Skills Project, the need for training in timber bridge maintenance for engineers and supervisors was a high priority. These Timber Bridge schools cover all aspects of timber bridge maintenance including timber technology, decay and termites, durability and preservatives, inspection of timber, structural behaviour, repair and maintenance methods and strengthening techniques. An important and popular aspect of this training is the opportunity for hands on experience in test boring of timber to detect decay and also site visits including inspections of timber truss bridge strengthening projects.
Amie: We now have a good knowledge of how timber truss bridges work, and why they failed, but I’m wondering whether this was the case earlier.
Ray: It was pretty obvious where failure was to do with rot, or white ants, and the bridge foremen were experienced in locating white ant nests. For a while we experimented with using epoxy to replace the damaged areas, but that didn’t work very well.
Amie: We still come across bits of timber with epoxy in that has failed and we think what is this!
Ray: We had eleven or twelve divisions across the state, all experienced in timber truss bridge maintenance – I don’t think there would still be that level and spread of experience now, would there?
Amie: A lot of work has gone into trying to get a consistency of approach across the regions, but that’s not easy, there are pockets of expertise but the aim is a consistent approach.
Brian: Our structure was a strictly controlled pyramid where the decision makers drew on depths of knowledge and experience and were appointed from within the ranks. It worked very smoothly, with the final decision worked out the best possible one. This successful and longstanding structure was completely demolished by the practice of bringing in senior staff and chief executives from outside and the flattening of the pyramid of experience and expertise.
In my day our budget income was split between the road engineer and myself and we met every three months with the accountant. Before we made out the annual program we worked out the jobs in order of priority, the two of us would sit down and work out the roads and bridges program for the whole organisation. With ongoing smaller components such as the legal section that had to have funds; the planning worked well. Both the road engineer and I had the same approach, we wanted more than we could have, so we had to negotiate and agree. Then the program would go to the Commissioner, he’d make his adjustments, then to the Minister who would make some adjustments. Then the jobs started for the year and every three months we looked at how we were going. It worked pretty well, we knew what was happening across the state and across the organisation.