City of Brimbank
Alternative Water Project
Final Report
Prepared for:
Department of Sustainability, Environment, Water,
Population and Communities
Project Proponents:
Brimbank City Council (Lead proponent)
City West Water
1 August 2013
Report Clearance
Function
Position
Prepared by
Manager Environment
Organisation
Brimbank City
Council
General Manager
Brimbank City
Infrastructure & Environment
Council
Approved by
Engineer
City West Water
Approved by
Manager Water Innovation
City West Water
Approved by
Name
Signature
Date
Tom Razmovski
1/08/13
Paul Younis
1/08/13
Guilliano Andy
1/08/13
Muthu
1/08/13
Muthukaruppan
Page
2
Executive Summary
Project overview
The City of Brimbank Alternative Water Project (The Project) comprises the construction of three
stormwater harvesting schemes, or sub-projects, for supply of water to three major recreational
reserves located in the north of the municipality. The recreational sites included in the scheme
are Green Gully Reserve (GGR), Keilor Public Golf Course (KPGC) and Keilor Park Recreational
Reserve (KPRR), refer to Figure 1 for location details.
Keilor
Public Golf
Course
Melbourne Airport
Calder Freeway
Green
Gully
Reserve
Keilor Park
Recreational
Reserve
Figure 1: Brimbank Alternative Water Supply Project (sub-project sites)
The Green Gully Reserve scheme involves the diversion of stormwater from two large
stormwater drains and filtration prior to entering a 3ML storage pond, the stored water will then
be further filtered before entering into the existing irrigation system to irrigate the sporting
fields on the site. The scheme has been designed to harvest an estimated 41.2 ML per year.
The Keilor Public Golf Course scheme consists of diverting stormwater from two nearby drainage
systems. The diverted water will be filtered prior to storage into an existing 7ML storage pond,
located within the golf course. The stored water will then be used to irrigate the golf course
using existing irrigation infrastructure. The scheme has been designed to harvest an estimated
54.7 ML per year.
The Keilor Park Recreational Reserve scheme involves diverting stormwater from three
stormwater drains located in the proximity of Keilor Park Recreation Reserve. The captured
water will be stored in a 3.5ML underground storage system, from the storage system the water
will be treated and then pumped through to the site’s existing irrigation system. The scheme
has been designed to harvest an estimated 31.5 ML per year.
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3
The Project is owned and operated by Brimbank City Council (BCC), a Melbourne metropolitan
council located in the western region, in partnership with City West Water (CWW), one of three
metropolitan retail water companies in Melbourne. The Project provides approximately 127.4 ML
per year of treated stormwater for irrigation of playing surfaces (including sports grounds,
greens and tees) at the above sites.
Project results and outcome realisation
The Project will deliver an annual alternative water source in a cost effective manner which will
achieve significant potable water substitution in a low energy, sustainable manner. The scheme
was implemented with support from the Federal Government’s Department of Sustainability,
Environment, Water, Population and Communities’ (DSEWPAC) 2010 National Urban Water and
Desalination Plan, and from the State Government’s Department of Sustainability and
Environment’s (DSE) Vision for Werribee Plains’ funding program. In addition, the development
of the scheme has required the collaboration of many stakeholders including Melbourne Water,
the Wirundjeri registered aboriginal party, Federal Government, State Government and local
community groups. The Project was delivered under an innovative governance model utilising
the expertise of both BCC and CWW to construct and operate the schemes. The project’s
success can be attributed to the all the achievements to date under the partnership established
between BCC and CWW. This partnership model is also being used across a number of similar
types of projects with other councils across CWW service area.
The major on-going project benefits are:

Securing alternative water supplies for sporting grounds within the City of Brimbank and
improve the surface quality of sporting fields to provide valuable recreation services to
multiple sporting organisations which involve several thousand participants each week.

Utilising treated stormwater to reduce the demand on potable water supplies by
approximately 127ML/yr.

Having a net positive impact on the surrounding environment by reducing the impact of
unfiltered urban stormwater runoff on water quality in receiving waters.
Major Project Impacts
The following major impacts were experienced during the delivery of the project that resulted in
delays that extended the projects overall completion date. Melbourne Water Diversion
Licence: Melbourne Water is a government owned statutory authority that controls much of the
water system in Melbourne, Victoria. A significant component of the project was the requirement
to obtain a diversion licence to extract stormwater from Melbourne Water main drains. Although
in-principle agreement was reached relatively early in the design process, protracted discussions
on final licence conditions resulted in delays in completing the overall project. Cultural
Heritage Management Plans (CHMP): Lengthy investigations, preparation and requirements
of cultural heritage management plans resulted in extended project delivery timelines. Flora
and Fauna Assessments: Lengthy investigations as part of flora and fauna assessments also
extended project delivery timelines.
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4
Table of Contents
Report Clearance ........................................................................................................ 2
Executive Summary .................................................................................................... 3
1.0
Project Overview .............................................................................................. 6
1.1
Project Background ............................................................................................. 6
1.2
Sub-Projects ....................................................................................................... 7
1.3
Project objectives and goals ............................................................................... 10
1.4
Project conditions .............................................................................................. 10
1.5
Project Timeline Summary .................................................................................. 12
1.6
Funding sources ................................................................................................ 12
2.0
Process Methods............................................................................................. 13
2.1
Partnership ....................................................................................................... 13
2.2
Project Governance ........................................................................................... 15
2.3
Procurement ..................................................................................................... 17
2.5
Quality Control .................................................................................................. 18
2.6
Water quality management ................................................................................ 18
2.7
Engagement & consultation ................................................................................ 19
2.8
Project issues/management ................................................................................ 19
3.0
Project Assessment ........................................................................................ 21
3.1
Achievement of project deliverables..................................................................... 21
3.2
Project Finance ................................................................................................. 21
3.3
Volume of Stormwater Harvested ........................................................................ 21
3.4
Levelised cost of water supplied as a result of the project ....................................... 21
3.5
Greenhouse Gas Emission Offset ......................................................................... 21
3.6
Other environmental benefits.............................................................................. 22
3.7
Social benefits .................................................................................................. 22
3.8
Summary of outcome realisation and its extent ..................................................... 24
4.0
4.1
5.0
5.1
6.0
Experience Sharing and Lessons Learnt ......................................................... 25
Experience sharing ............................................................................................ 25
Project Future ................................................................................................ 26
Project handover, operation, maintenance & ongoing monitoring ............................ 26
Conclusions and recommendations ................................................................ 28
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5
1.0
Project Overview
1.1
Project Background
The decade long drought and water restrictions placed significant pressure on Brimbank’s sports
facilities. Faced with uncertain climate and high community growth, Council, responsible for
maintaining these facilities, struggled to do so sustainably. Brimbank was increasingly looking
into alternative water servicing strategies, independent of the potable water supply, to
sustainably address their current and future water needs for these facilities. City West Water
(CWW), one of three metropolitan retail water companies in Melbourne, had been partnering
with councils in investigating and implementing a number of alternative water projects to supply
‘fit‐for‐purpose’ water to public open space (active sports fields, parks and gardens).
In 2006, Brimbank City Council (BCC) approached City West Water (CWW) to discuss the
viability of an alternative water supply to service Keilor Public Golf Course. The site was
Council’s largest water user and used an average of 66 million litres of water per annum for
irrigation. At the time, Melbourne was already under Stage 3 water restrictions and water
authorities were planning for what would become the longest and driest drought on record. The
western suburbs of Melbourne with its comparatively low average rainfall, was particularly hard
hit by these water restrictions. CWW was already investigating and developing large alternative
water schemes to service new residential and commercial estates in the West Werribee area
including the Werribee Employment Precinct Project, using recycled water from the Western
Treatment Plant (WTP). However, the ability to supply recycled water to other areas located
remotely from WTP, such as the Keilor Public Golf Course, was deemed impractical.
Consideration was thus given to more localised solutions such as stormwater and sewage
harvesting and treatment. CWW saw this collaboration with BCC as a great project
demonstration opportunity not only for BCC but also to other councils across the region.
Councils are among CWW’s top 200 water users with the majority of their water consumption
resulting from the irrigation of open space (sports fields, golf courses and public parks). The
irrigation of these open spaces does not require potable water quality thus creating a great
opportunity for an alternative water source to be used.
To achieve a more holistic outcome in the Keilor Public Golf Course investigation with BCC, CWW
proposed that its scope be expanded to include assessments of other sites within the Keilor
region, which also included most of Council’s significant recreational sites. A feasibility study,
jointly funded by CWW and BCC, was thus initiated. The study identified a total of 13 alternative
water project options. Using a multi-criteria assessment method, the projects were ranked and
the top three were selected for further investigation. These were the Keilor Public Golf Course,
Green Gully Reserve and Keilor Park Recreation Reserve stormwater harvesting schemes, which
together made up the City of Brimbank Alternative Water Project.
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6
1.2
Sub-Projects
Sub-Project 1: Green Gully Reserve Stormwater Harvesting Scheme
Green Gully Reserve (GGR) is a 69 hectare site located approximately 15km northwest of the
Melbourne CBD and is Council’s second largest recreational site. There are currently six sports
grounds within the reserve with two more sports grounds being proposed by Council as part of a
master plan for the site. The site is located at 151 Green Gully Road, Keilor Downs, (Melways
Reference: Map 14 Grid E8).
The site is home to a number of large regional sporting clubs which include:

Green Gully Soccer Club

Keilor Green Gully Cricket Club

Keilor Wolves Soccer Club

Green Gully Traffic Safety

Green Gully Tennis Club

Local primary and secondary schools

German Shepherd Club

Community Bocce Courts
The sub-project consists of stormwater being diverted from two separate drains, one draining a
240-hectare catchment (Kealba Park Main Drain,1650 mm diameter) and the other a smaller
catchment of 80 hectares (Green Gully Close, 900 mm diameter) to irrigate the Reserve’s sports
fields. The larger drain is owned and managed by Melbourne Water (the overall metropolitan
catchment authority) and the smaller drain is owned and managed by Council. This sub-project
will be capable of harvesting an estimated 41.2 ML per year (80% of the Reserve’s annual water
demand of 47.5 ML). The diverted water will be filtered via a gross pollutant trap (GPT) prior to
entering a 3ML storage pond located to the northwest of the Reserve. Stored water will pass
through a Ultra-Violet disinfection system prior to entering into the existing irrigation system.
City West Water will own and operate the water diversion system and BCC will own and operate
the storage, treatment and distribution systems. Construction of the whole scheme was
managed jointly by CWW and BCC. The GGR scheme consists of the following components:
Diversion Pipeline and Extraction System
Storage
Extraction
Point

Two diversion pits

Two u/ground storages (350kL & 150kL)

Two pumps (10L/s and 15L/s)

2300 m of rising main (150mmØ)
Storage and Treatment system
Catchment
Storage
Irrigation
Pipeline
Transfer
Pipeline
Extraction Point

Control system and housing

3ML storage pond

UV disinfection system

Two gross pollutant traps
Distribution System

Booster pump into existing irrigation system
Figure 2: Schematic of GGR Stormwater Scheme
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Sub-Project 2: Keilor Public Golf Course Stormwater Harvesting Scheme
The Keilor Public Golf Course (KPGC) is an 18-hole golf course which occupies approximately 42
hectares of the Council-owned 130 hectare Sydenham Park. The site is located about 20
kilometres northwest of the Melbourne CBD at Calder Highway, Keilor, (Melways Reference: Map
3 Grid K9). The site is Council’s largest water user with an estimated average irrigation water
demand of 66 million litres per annum with further expansion into adjoining areas possible in
the future.
The KPGC scheme consists of diverting stormwater from a nearby Melbourne Water drainage
system in Taylors Lake areas - the Eagle Terrace Main Drain in Taylors Lake which discharges
runoff from a catchment of approximately 1.5 km2. The scheme will harvest an estimated 54.7
ML per annum (82% of the golf course’s estimated irrigation water demand). The diverted water
will be filtered via gross pollutant traps (GPTs) and a sedimentation pond prior to storage into
an existing 7ML storage pond, located within the golf course. Stored water will then be used to
irrigate the golf course using existing irrigation infrastructure. City West Water will own and
operate the water diversion network and BCC will own and operate the treatment and storage
system. Construction of the whole scheme is managed jointly by CWW and BCC. This KPGC
scheme consists of the following components:
Diversion Pipelines and Extraction
System

Two diversion pits

One below ground buffer storages (50kL)

One pump (50L/s)

2900 m of 375mm diversion pipe

900 m of 150mm diversion pipe

Control system and housing
Storage
Pipeline
Storage and Treatment system

One gross pollutant trap

UV disinfection system

7ML dam (existing)
KPGC
Catchment
Storage
Extraction Point
F
Figure 3: Schematic of KPGC Stormwater Scheme
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Sub-Project 3: Keilor Park Recreation Reserve Stormwater Harvesting Scheme
Keilor Park Recreation Reserve is a 68 hectare recreational site, located about 20km northwest
of the Melbourne CBD. The site is home to a number of large regional sporting clubs. The site is
located at Stadium Drive, Keilor Park, (Melways Reference: Map 15 Grid C5). The irrigated
facilities at this site consist of three football ovals, six soccer fields, three tennis courts and one
baseball field and include the following tenants:

Keilor Park Football Club

Keilor Park Cricket Club

Keilor Football Club

Keilor Park Soccer Club

Keilor Park Tennis Club

Keilor Park Little Athletics Club

Keilor Park Softball Club

Line Model Aircraft Club

Local schools
This scheme involves diverting stormwater from a 1500 mm diameter stormwater drain located
in proximity of Keilor Park Recreation Reserve. The drain connects a 0.4 km2 partially developed
industrial estate (Translink Industrial Estate). The captured water will undergo treatment via a
gross pollutant trap and a sedimentation underground tank that forms part of 3.5 ML
underground storage. From the storage system the treated water will be pumped through to the
site’s existing irrigation system (via a booster pump system). This arrangement is expected to
capture an average 31.5 ML of stormwater per annum meeting 70% of the 45 ML estimated
annual irrigation water demand for the reserve. This scheme will be fully owned and operated by
BCC. The KPRR scheme consists of the following components:
Diversion Pipeline and Extraction
System

Diversion pit & pipe

Underground
storage
tanks
(3.5
ML)

Pump to irrigation system (16 L/s)
Storage and Treatment System
Rising main
Extraction points

Rising Main (150mmØ, 600m)

Switchboard

UV disinfection system

Housing
U/G Tanks
Figure 4: Schematic of KPPR Stormwater Scheme
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9
1.3
Project objectives and goals
The objectives and goals of the Brimbank Alternative Water Supply Project are to deliver water
in a cost effective manner which will achieve significant potable water substitution in a low
energy, sustainable manner.
The major aims of the Project are to contribute to:

Securing alternative water supplies for sporting grounds within the City of Brimbank and
improve the surface quality of sporting fields to provide valuable recreation services to
multiple sporting organisations which involve several thousand participants each week.

Using treated stormwater to reduce the demand on potable water supplies by
approximately 127ML/yr.

Having a net positive impact on the surrounding environment by reducing the impact of
unfiltered urban stormwater runoff on water quality in receiving waters.
The Project was delivered under an innovative governance model utilising the expertise of both
BCC and CWW to construct and operate the schemes. The project’s success can be attributed to
all the achievements to date under the partnership established between BCC and CWW. This
partnership model is also being used across a number of similar types of projects with other
councils across CWW service area.
1.4
Project conditions
Drought / Water Restrictions
Extended drought conditions and escalating water restrictions placed increasing pressure on
Brimbank’s sports facilities. The need for an alternative water source was in high demand in
terms of maintaining facilities to a safe and usable standard.
Partnership
One of the main challenges with Council implementing the Project was the implementation costs
of these three schemes, requiring substantial capital investment upfront. Limited expertise with
the construction and operation of certain components of the schemes such as pump stations and
water distribution networks was another challenging factor. These challenges were overcome
through the partnership with CWW in contributing capital funding and providing technical
support to the project.
Cost Recovery
CWW would normally only contribute towards the design, construction and operation of the
assets owned by CWW. All costs associated with CWW assets would be recovered though a fixed
annualised fee (for capital and fixed operational costs) and a volumetric fee (for the variable
operational costs) over a 25-year period. The variable operational costs would include mainly
the electricity cost associated with transferring and treating water. CWW would also design and
construct Council assets as part of their works, leading to improved project delivery efficiencies.
In these situations, Council would reimburse CWW upfront for all costs associated with the
design and construction of their assets.
Page 10
Asset Ownership
BCC would typically own the water diversion
works, the storage system and the irrigation
LEGEND
Diversion and
Primary Treatment
CWW Assets
BCC Assets
MW Assets
Interface Point
expertise of both BCC and CWW to design, construct
and operate the schemes. Under the model CWW will
make a significant financial contribution and recoup costs
from BCC over a 25 year period.
It is hoped that under this model the success of the
Project is enhanced with the risks being identified in
advance and managed between the two organisations.
reticulation system. CWW would typically own
assets which they have greater expertise to
The three schemes are at various stages of design, with
half of KPGC scheme already constructed. Funding has
been secured from the federal Department of Water,
Environment, Social, Population and Communities and
state Department of Sustainability and Environment to
assist with the construction of the schemes. The Project
was also the winner of the 2011 Stormwater Victoria
Award in the Excellence in Strategic or Master Planning
category.
Kealba
Drain
It is estimated that an average 127ML of stormwater can
be captured annually to irrigate KPGC, GGR, and KPRR,
BCC’s top three recreational sites.
construct and operate thus adding value to the
.
Main Storage
Extraction & Preliminary Treatment System
overall construction and operation of the
To BCC
Irrigation
System
scheme. These would normally include pump
stations and water transfer pipelines.
Green Gully
Close Drain
Diversion and
Primary
Treatment
Water Transfer System
Figure 4: Asset ownership schematic for GGR
Business Agreement
A business agreement was developed to outline the responsibilities of each party in constructing
and operating the schemes. Responsibility on water quality monitoring would normally lie with
the owner of the treatment and irrigation components of the scheme. In most cases these
assets would be owned by Council. CWW would mainly be responsible for transferring
stormwater to the storage when available and required. The agreement would also cover
commercial risks for each party. Commercial risks associated with force majeure events would
be mostly be the responsibility of Council, being the main beneficiary in the scheme, even
though CWW would, in some cases, own significant components of the scheme.
Ongoing Management
All projects would need to follow relevant guidelines. Management plans, such as Environmental
Improvement Plans, Scheme Management Plans, were to be developed and implemented. CWW
would assist councils to develop and implement these plans though appropriate operator
training.
Memorandum of Understanding
To
formalise
Memorandum
the
of
partnership
Understanding
a
was
developed, outlining how BCC and CWW
would work together to develop the
schemes. This included strategies for
sharing of costs for the planning and
design stages, preparing business cases
and financing the project construction
and operation.
Figure 5: BCC-CWW Partnership Framework
Page 11
1.5
Project Timeline Summary
The funding agreement was signed on 23 May 2011, the first sub-project commenced on 10
June 2011 and the overall project was completed on 28 June 2013. The entire project,
consisting of the three sub-projects was completed over a 27 month period.
Timelines Summary
Sub-Project
Timelines Summary
Green Gully Reserve
Keilor Park Recreation
Reserve
Keilor Golf Course
May 2011
May 2011
May 2011
Signing of Funding Agreement
Contract Award
Stage 1
May-12
Oct-12
June-11
Stage 2
Stage 3
Stage 4
May-12
N/A
N/A
N/A
N/A
N/A
May-12
May-12
Feb-13
Stage 5
N/A
N/A
Sept-12
June-13 (Aug-12)*
June-13 (Aug-12)*
June-13 (Aug-12)*
Ongoing
Ongoing
Ongoing
Project Commissioning
Operation and Maintenance
*The proposed completion date for the entire project was August 2012. Delays emanating from
protracted discussions for diversion licences, lengthy investigations, preparation and
requirements for cultural heritage management plans flora and fauna assessments resulted in
the project delivery timeline being extended by 11 months.
1.6
Funding sources
The Project delivers water in a cost effective manner with significant potable water substitution
in a low energy, sustainable manner. The Project was delivered under an innovative governance
model utilising the expertise of both BCC and CWW to construct and operate the schemes.
Under the model CWW’s financial contribution will be recouped from BCC over a 25 year period,
in accordance with a Water Transfer Agreement. Under this model, the project’s success has
been enhanced with risks being managed between the two organisations.
Total project Budget
$8,336,756.00
Funding:
Dept. of Sustainability, Environment, Water, Population, and Communities
$3,990,000.00
Victorian State Government
$1,000,000.00
Project Partner contributions:
Briimbank City Council
$1,927,462.78
*City West Water
$1,419,293.35
*CWW’s contribution will be recouped costs from BCC over a 25 year period, in accordance with
a Water Transfer Agreement.
Page 12
2.0
Process Methods
2.1
Partnership
Organisational Preparation for Project Delivery
The success of the partnership depended largely on how comfortable each party was with the
proposed financing model for the construction and operation of the scheme. The approach was
primarily to work within council’s budget capacity and determination of asset ownership. This
led to CWW being a partner in implementing two of the sub-projects (the Keilor Public Golf
Course and Green Gully Reserve schemes) whereas the implementation and ownership of the
Keilor Park Recreation Reserve remained completely under Brimbank’s responsibility with
support from CWW on the design. This partnership also provided for a sharing of the financial
risks associated with the design and planning investigations. The financial viability of the subProject from BCC perspective relied on the ability to secure adequate external funding while
some of the design and planning investigations had to be completed prior. These investigations
were undertaken through 50-50 cost sharing arrangement prior to securing external funding.
Design and Planning
Different approaches were used for the design investigation of the GGR and KPGC sub-projects.
The value of CWW as a partner was critical during the construction of the KPGC scheme. By the
time federal funding was secured for the overall Project, a major road upgrade project (the
Calder Freeway-Kings Road Interchange - CFKRI) was underway within the KPGC project area.
This was deemed a significant risk to the scheme in regards to obtaining approval from Vic
Roads to work within the CFKRI project area. Using CWW’s internal design resources and
experiences it was easier to fast-track the detailed design of affected components of the scheme
(i.e. 2.3km of the pipeline). This also led to a significant collaboration outcome with Vic Roads
where they were able to use their existing contractor to install the 2.3km pipeline. CWW were
also able to take advantage of Vic Roads’ planning approvals for the CFKRI project, which
included significant management of native vegetation and cultural heritage.
Scheme Financing
The benefit of the partnership is mostly revealed through the financing strategy developed to
guarantee the successful implementation of the schemes. Through joint efforts in seeking
external funding, federal funding was secured in 2010 from the Department of Sustainability,
Environment, Water, Population and Community’s Stormwater Harvesting Projects funding
program and the State Government’s Department of Sustainability and Environment’s Vision for
Werribee Plains funding program. The success of this submission can be mainly attributed to the
partnership model, which collectively showed greater organisational skills and capabilities in
implementing the schemes than either single organisation.
Page 13
Collaborative planning
The delivery of projects demonstrating high environmental performance has been central to the
implementation of the Project. The nature of the individual schemes and the characteristics of
their locations meant that significant consideration to biodiversity and cultural and heritage
issues would be necessary. The bringing together of BCC’s and CWW’s experience and expertise
resulted in more robust assessments and recommendations and improved management of the
project planning risks. For example a voluntary Cultural Heritage Assessment was prompted for
the GGR scheme which later revealed the presence of significant aboriginal artifacts within the
project area. The design was reviewed accordingly and additional construction control measures
were identified to progress the project, which otherwise could have led to significant interruption
to the project during construction. Both the GGR and KPGC schemes are part of the Maribyrnong
River system which is long known for its poor environmental health. This, together with the
uniqueness of the Project, resulted in significant consultation to secure the stormwater diversion
approvals from the water catchment authority (Melbourne Water). CWW provided significant
design support to BCC in consulting and negotiating with Melbourne Water on the preferred subproject designs. Comprehensive water balance modeling was undertaken to come up with
designs that not only had minimal impact on environmental flows during low flow events but
also reduced the existing impacts of high flow events on the receiving waterway.
Project Construction
The construction stage of the Project revealed a number of challenges which if dealt with by
Council in isolation could have potentially impacted upon the original scope of the sub-projects
or even their overall viability. An important issue was the increase in the project cost estimates
from originally approved amounts at the construction tender stage. While great efforts were
made to accurately determine the project costs external factors such as the market pressure at
the time of tendering played a role in increasing project costs. The GGR sub-project construction
costs were significantly higher than estimated, whilst the KPGC sub-project cost remained
consistent with the original estimate, the KPRR project costs were significantly lower than the
original estimates. By having the flexibility to work within an overall budget for the Project,
individual projects shortfalls could be managed within the overall project budget without the
need to seek additional budget to deliver the project in its entirety.
Business Agreement
Continuous communication on the principles of the partnership to internal teams proved to be
an important factor that contributed to the overall success of the sub-project, especially as the
project progressed from design to construction and the different set of experts required to have
input into the project. This was particularly evident during the review of the proposed business
agreements between CWW and BCC for the operation of the schemes. As legal teams were
becoming involved in the projects there was a tendency to overly focus on individual business
risks at the expense of the partnership principles. The project managers played a critical role in
guiding the legal discussion in line with the partnership principles.
Page 14
2.2
Project Governance
The Project oversight and delivery was undertaken as follows:
Brimbank City Council
CWW Board
BCC/CWW Joint
Steering Committee
Establishment of
Memorandum of
Understanding
Project Director
(BCC Manager
Environment)
Project Control Group
Stakeholders
BCC Project
Officer
CWW Project
Officer
Contractors/
Consultants
BCC/CWW Joint Steering Committee: A joint steering committee was established with BCC
and CWW representatives facilitating project delivery and interface issues between the two
organisations (e.g. stakeholder engagement, engagement of contractors, providing progress
reports to respective organisations).
Project Director: The Project Director provided general project guidance and approvals to
engage consultants and contractors, manage tender processes, appoint approved suppliers,
make decisions in respect of the Project outcomes and generally represent BCC.
Project Officers: The Project Officers coordinated other BCC/CWW employees and consultants
assisting in delivery of the Project. Specific project reports will be prepared monthly and
submitted to the Project Director as well as formal quarterly updates to the BCC/CWW Joint
Steering Committee Board.
Contractors/Consultants: BCC in partnership with CWW will appoint contractors and
consultants to complete detailed investigations, designs and construction of infrastructure as
appropriate for each recreational site. Other specialist consultants will be engaged as required.
Both BCC and CWW have considerable experience in the preparation and assessment of
technical documentation required for this project, gained through completion of similar water
recycling projects.
Page 15
Steering Committee (SC): The Steering Committee reviewed project progress and problem
solved design, budget and timeline constraints.
Key members of the Steering Committee are as follows:
Name
Organisation
Role
Responsibilities
Project Lead Contact, including liaising with DEWHA
Tom Razmovski
BCC
Project Director
Paul Younis
BCC
Project Sponsor
Manages high level Council consultation.
CWW
Project Sponsor
Manages high level CWW Board consultation.
Ahmet Hashim
CWW
Project Sponsor
Manages project implementation.
Guilliano Andy
CWW
Project Officer
Manages project milestones and implementation.
Hugh Butcher
BCC
Project Officer
Manages project milestones and implementation.
Muthu
Muthukaruppan
and Project Reporting.
Project Control Group (PCG): The Project Control Group (PCG) delivered the construction
phase of the project and managed the day to day operation of the project, proving the Steering
Committee with project progress on a regular basis. PCG meetings were held on a regular basis
through the duration of the project, initially on a fortnightly basis and extended to monthly as
construction activity progressed. In addition to PCG meetings construction site meetings were
also incorporated as part of the regular meeting schedule for the project.
Key members of the Project Control Group were:
Name
Organisation
Role
Responsibilities
Project Lead Contact, including liaising with DEWHA
Tom Razmovski
BCC
Project Director
Guilliano Andy
CWW
Project Officer
Manages project milestones and implementation.
Peter Fragopoulos
BCC
Project Officer
Project implementation.
Neil Whiteside
BCC
Group Manager
Will be responsible for the BCC asset maintenance &
Operations
operation post construction phase.
Nigel Corby
CWW
Project Manager
Manages project delivery.
David Moore
CWW
Design
Project Design Advisor
Peter Nastasi
CWW
Project Engineer
Manages project implementation.
Anne-Marie Tracey
CWW
Operations
Technical Advisor
Hugh Butcher
BCC
Project Officer
Manages project milestones and implementation.
Mathew Robertson
BCC
Parks Services
BCC asset operation post construction phase.
Phil Beckwith
BCC
Roads Services
BCC asset maintenance post construction phase.
Kathy Hall
BCC
Leisure Services
Keilor Golf Course stakeholder liaison.
Ashley Fleming
BCC
Parks Services
Green Gully Reserve stakeholder liaison.
and Project Reporting.
Page 16
2.3
Procurement
Based upon the preferred procurement methodology of Design, Build, Operate and Maintain for
the Project, BCC and CWW determined that they have the necessary resources to manage this
component of the Project.
CWW has completed the tender phase for a similar project at the Altona Treatment Plant, using
the same procurement methodology to that proposed for the Project. CWW has gained
significant capacity and experience in the preparation for such a project, and will continue to
utilise the experience gained on the Altona Recycled Water Project to inform the Project.
Previously CWW and BCC have jointly tendered the functional design of the GGR and KPRR
schemes. Each tender attracted eight and ten applicants respectively, demonstrating significant
market capacity and interest in the design, construction, operation and management these
systems. CWW and BCC have in-house experience in operating and maintaining water recycling
infrastructure at community facilities. BCC has installed a Water Recycling System, located at
the Keilor Park Operations Centre. BCC have also gained significant experience with the
operation of pool water back wash water recycling treatment system at the Sunshine Leisure
Centre. BCC & CWW have formal procurement procedures, contracts over $100,000 are required
to be formally advertised through an open tender process for 21 days. CWW designed stages 1,
2 & 3 of the KPCG sub-project through their in-house design team.
External service providers involved in the delivery of the Project are detailed below:
Service Provider
Project
Stage
Responsibilities
B.M.D Constructions
KPGC
1
Construction.
DKM Utility Services Pty Ltd
KPGC
2
Construction.
Fortunato Group Pty Ltd
KPGC
3
Construction.
Storm Consulting
Detailed design.
KPGC
4
Biosis Research
KPGC
2, 3, 4 & 5.
Cultural, heritage, flora & fauna assessments.
ALS Group
KPGC
2, 3, 4 & 5.
Stormwater sampling.
Global Contracting Pty Ltd
KPGC
4
Construction.
DB Telecommunications
KPGC
5
Radio frequency licence.
Planned Irrigation
KPGC
5
Design & construct.
Parsons Brinckerhoff
GGR
1
Detailed design & tender documentation.
Parsons Brinckerhoff
GGR
2
Tender documentation & construction supervision.
Planned Irrigation
GGR
2
Design & construct.
ALS Group
GGR
1 & 2.
Stormwater sampling.
AHMS
GGR
1 & 2.
Cultural & heritage assessments.
Senversa
GGR
1 & 2.
Land fill gas risk assessment.
Fortunato Group Pty Ltd
GGR
1
Construction.
Planned Irrigation Group
GGR
2
Design & construct.
Powercor Australia LTD
GGR
1 & 2.
Parsons Brinckerhoff
KPRR
1
Detailed design & tender documentation.
Armstrong Constructions Pty Ltd
KPRR
1
Construction.
Jemena
KPRR
1
Power supply.
Creative Visuals
KPRR
1
Signage.
Power supply.
Page 17
2.5
Quality Control
Clear lines of reporting and the interface between the consultants, contractors and the project
partners (BCC and/or CWW) for particular components of the overall Project were established
prior to the commencement of any works.
Quality Assurance Plan
Provisions for quality assurance are incorporated as part of the general conditions of contract for
works and services carried out for the Project. Contractors were required to establish and
implement a Quality Assurance Plan to operate under a Quality Assurance System complying
with the requirements of AS/NZS ISO 9001:2000 or such system as may otherwise be approved
by the Superintendent, for all aspects of the work under the Contract. The Contractor was to
ensure that all employees and any Subcontractors engaged on the Works comply with the
requirements of the Quality Assurance Plan. The Contractor progressively had to demonstrate
evidence of compliance with the Quality Assurance Plan and the requirements of this
Specification. The Superintendent was required to carry out such quality surveillance and audits
as it deems necessary to ensure that the Contractor is conforming with the approved Quality
Assurance Plan and the various requirements of this Specification. This right extends to the
auditing of sub-contractors. Contractors, throughout the duration of the Contract were required
to carry out monitoring, testing, and internal auditing in accordance with the approved Quality
Assurance Plan.
In addition, CWW has committed to reporting to the Essential Services Commission under the
Victorian Government’s Investment Management Guidelines. To this extent, CWW has prepared
a Benefits Management Plan which identifies the following performance targets:
2.6

Benefit 1: Achieve alignment with policy and statutory objectives

Benefit 2: Contribute to the Victorian Government’s annual 20% recycled water targets

Benefit 3: Meet customer expectations regarding use of recycled water

Benefit 4: Contribute to state Government’s potable water substitution target
Water quality management
Water quality management for the Project will be delivered through the implementation of an
Environment Improvement Plan (EIP) for each sub-project. The EIP outlines the management
practices to be employed in the operation of Project to address potential environment and health
risks. The EIP was developed in accordance with the requirements of Australian Guidelines for
Water Recycling: Stormwater Harvesting and Reuse (Phase 2) July 2009 (The Guidelines) to
fulfil the requirement of a Project Management Plan. The EPA Publication No. 1015 Guidelines
for Environmental Management – Dual Pipe Water Recycling Schemes Health and Environmental
Risk Management (2005) have also been used where applicable. The EIP for the Project
identifies the operational, environmental and public health risks associated with the use of
harvested stormwater and outline’s the management practices to be employed to mitigate these
risks. The EIP applies to the entire scheme including CWW and BCC operations.
Page 18
2.7
Engagement & consultation
Stakeholder consultation and community engagement was delivered through the development
and implementation of a Community Engagement and Consultation Strategy. The purpose of the
Strategy was to inform all relevant stakeholders and the Brimbank community about alternative
water projects at KPRR, GGR and KPGC. In addition, the Strategy aimed to provide all relevant
stakeholders and the Brimbank community with the opportunity to contribute comment on the
projects during the development phase. The implementation of this consultation/communication
plan ensured that the general Brimbank community are aware of the Stormwater Harvesting
Projects and Council’s intention and strategic approach to becoming a water sensitive city via
multiple means of communication. Relevant stakeholders and representatives of the general
community were engaged in a number of ways. These stakeholders were provided with multiple
means to contribute their comments and suggestions to the final construction plans.
2.8
Project issues/management
Whilst the project encountered issues during the design and construction stages, there were no
budget impacts as a result of the delays experienced. The construction phase of the project was
continually monitored through regular site meetings and communication between BCC & CWW
to ensure the project was delivered by the revised agreed due date. Council and CWW were
continually in consultation with residents and sporting clubs during the Project. Council had
received one complaint from a resident adjacent to one of the project sites, Council and CWW
undertook appropriate action to address their concerns.
The following specific project issues were encountered during the delivery of the each subproject.
Keilor Public Golf Course
Flora, fauna, cultural and heritage related concerns delayed some components of this subproject. The presence of an endangered species of national significance the Growling Grass Frog
was located in the dam required additional surveys to be undertaken to determine if the site
was a breeding site. Confirmation has been received that the site was not a breeding site, this
ensured the project did not need to be referred for further assessment and enabled the detailed
design process to continue. Issues emanating from the surveys include the removal of Redfin
from the dam which is a Growling Grass Frog predator. A management plan for the removal of
the redfin from the dam was completed in February 2012. The detail design could not be fully
completed until the results of the Growling Grass Frog breeding surveys were finalised.
Melbourne Water during the detailed design phase of this sub-project released draft guidelines
stipulating certain restrictions on the diversion of base flows. These restrictions differed
significantly from the earlier design guidelines. CWW have consulted MW to assist in the review
of these requirements. This has caused further delays in completing the design. In principle
design agreements have now been reached between CWW and MW on the diversion of base
Page 19
flows which will inform the detailed design and construction of the extraction system. Delays
have been encountered in obtaining a Melbourne Water Diversion Licence for this sub-project
which has impacted on the completion of the detailed design and as a result has delayed
commencement of the final stage of the Keilor Golf Course project (storage, treatment and
extraction system). Continual communication with Melbourne Water officers indicates that a
diversion licence for this sub-project is imminent.
Green Gully Reserve
During the detailed design phase, one diversion option being considered revealed that the
Wanaka Main Drain diversion option was subject to lengthy delays, including property access
issues and flora and fauna considerations. Green Gully Close drain (north of the proposed
storage dam) was found to be an appropriate alternative to the Wanaka Main Drain option. The
change in design did not impact on expected diversion volumes but delayed the completion of
the detailed design by requiring additional survey work and design for the new system.
The Victorian Environmental Protection Authority (EPA) had issued new guidelines (October
2010) for the management of current and former landfills and risks associated with landfill
gases. These requirements affect any proposed development site located within the 500m buffer
of existing and closed landfills. Green Gully Reserve is adjacent to a former landfill site and is
affected by the new guidelines. Due to the age and nature of former landfill site (over 30 years
old), landfill gas issues are not considered significant. Consultants Senversa were engaged to
undertake risk assessment and provided recommended conditions that have been incorporated
into construction specifications for contractors to action during construction phase of project.
A significant find of Aboriginal artefacts as part of the cultural assessment dating approx. 40,000
years ago resulted in significant delays in completing the final construction plans and tender
documents. Lengthy delays were encountered in obtaining a final Cultural Heritage Management
Plan from Aboriginal Affairs Victoria (AAV). Melbourne Water were in the process of updating
their requirements pertaining to stormwater harvesting projects due to the influx of these types
of projects across the State and have based much of their conditions using the Green Gully
Reserve project as the test case. As a result of ensuring the correct conditions had been placed
on this application, the project encountered delays. Finalisation of power supply provisions to
the northern section of the project site also delayed the completion of works.
Keilor Park Recreational Reserve
Delays have also been encountered in obtaining a Melbourne Water Diversion Licence for this
sub-project again impacted on the completion of the detailed design plans and as a result has
delayed construction. Restricted access to some parts of the works site, due to sporting club
activities (cricket & football), also contributed to delays in construction.
Page 20
3.0
Project Assessment
3.1
Achievement of project deliverables
Construction and commissioning of the project has been completed within budget and agreed
revised timelines. A Maintenance Manual, maintenance staff induction, Environment
Improvement Plan, and Water Transfer Agreement are in place for on-going management of the
Project. Promotional and educational opportunities will continue to maintain the benefits of the
project. The Project will also inform the delivery of similar type projects at other sites across the
municipality in-line with Council’s commitment through its endorsed Sustainable Water
Management Strategy and State Governments new water reforms. Continued monitoring and
reporting on the Project over an extended period of time, of at least 12 months of operations,
will provide greater insight into the extent of the project’s on-going success.
3.2
Project Finance
An audited financial statement prepared in accordance with Australian Accounting Standards
covering incomes from all funding sources and expenditures is provided in Appendix 6.1.
3.3
Volume of Stormwater Harvested
The volume of treated stormwater harvested by this project to reduce the demand on potable
water supplies is approximately 127ML/yr. The treated stormwater from the project is being
used irrigate three recreational sites within the City of Brimbank. The recreational sites are
Green Gully Reserve (GGR), Keilor Public Golf Course (KPGC) and Keilor Park Recreational
Reserve (KPRR).
3.4
Levelised cost of water supplied as a result of the project
The levelised cost (LC) is calculated as: LC = Present Value (Total Project Costs)
Present Value (Stormwater Harvested)
The average levelised cost for the combined the sub-projects with funding contributions has
been estimated at $2.05 per kL in comparison to $2.6 per KL for potable supply. This levelised
cost is less than the expected levelised price for potable supply to be produced from the
proposed Wonthaggi Desalination scheme. This cost does not include the additional cost benefits
derived from the social and environmental and economic perspectives.
3.5
Greenhouse Gas Emission Offset
Project Greenhouse Gas Assessment
Based on sourcing the incremental electricity required to operate the City of Brimbank
Alternative Water Project, the Project will result in an increase in GHG emissions of
approximately 1,600 t CO2-e over a 25 year operational period, compared to 20,000 t CO2-e if
obtaining water from the proposed desalination scheme in Victoria. To avoid these GHG
emissions, BCC and CWW will purchase accredited Green PowerTM. The additional cost for using
green power has been estimated at $0.161 per kL above standard power and has been included
in the Project costs.
Page 21
3.6
Other environmental benefits
Irrigation of Urban Green Spaces
The Cooperative Research Centre (CRC) for Irrigation Futures completed a review of the
environmental, social and economic benefits of the irrigation of urban green spaces. Using a
triple bottom line approach, the CRC identified the following benefits associated with the
irrigation of urban green areas:

Urban green spaces can have a positive impact on the hydrological characteristics of the
highly modified urban catchments. Grasses and treed areas increase water infiltration
and slow run-off after rainfall. These areas are also effective at removing significant
amounts of pollutants such as phosphorus, lead and nitrogen and fine sediment;

Urban parks and golf course can be important ’hotspots’ of biodiversity in cities. During
drought, irrigation of these areas can provide an important refuge for fauna;

Green space can positively affect a person’s physical and mental health, and reduce the
risks of contracting lifestyle diseases.

The Project will ensure urban green spaces can be irrigated and maintained with 80%
certainty regardless of potable water restrictions, and water will be supplied at a rate
equivalent to 63% of the expected long term potable water price, enabling council to
consolidate the health of its public open space.
Waterway Health
The schemes will have a net positive impact on the surrounding natural environment. The basic
water balance for each system as analysed in MUSIC (Model for Urban Stormwater
Improvement Conceptualisation) suggests less than 5% of the total waterway catchment flow
will be diverted to meet the irrigation water demands across the three project sites. The
filtration and UV disinfection systems associated with each sub-project have resulted in the
removal of gross pollutants, sediments, nutrients and pathogens that has resulted in improved
water quality entering into Steele Creek and Taylors Creek.
3.7
Social benefits
Brimbank City Council has some of the most socially disadvantaged suburbs in Victoria.
Maintaining sporting facilities is important to the sustainability of community sport. Reduced or
uncertain water supply for sports surface irrigation threatens playability and safety of playing
surfaces and increases the likelihood of injury. Ground deterioration places additional resource
load on Councils. Reduced playability also raises issues of equity for Council in prioritising access
for different sports and the maintenance of selected sporting grounds. This Project has
enhanced Council’s efforts to mitigate the impact of water scarcity and restrictions on these
communities and has delivered a number of non-quantified social benefits arising from the
improvement in the condition and extent of green urban spaces, educational and learning
opportunities and delivery of key State and Federal Government policy outcomes.
Page 22
A number of studies have shown a correlation between good health and living close to attractive
open spaces. The three schemes will provide valuable recreation services to multiple sporting
organisations which involve several thousand participants each week. The report ‘Strategies for
Managing Sports Surfaces in a Drier Climate’ prepared by GHD for the Municipal Association of
Victoria and published in July 2007 stated that: “Sport plays a vital role in the Victorian
community. Sport and physical activity involved a total of 2,611,900 Victorians aged 15 years
and over in 2005-06. Community sport also involves large numbers of younger Victorians
through junior sporting competitions and other forms of organised participation.” Sport also
makes an important contribution to social capital and community development, particularly in
drier times and in rural areas, through:

Health improvement and promotion;

Development and maintenance of cultural values;

Creation of community hubs;

Environmental and physical development;

Economic development and town survival;

Community safety; and

Establishing community identity and local pride.
The Project will provide a number of educational and demonstration opportunities to provide a
better understanding of the principles of Integrated Water Cycle Management (IWCM) and will
create a benchmark for how development in Brimbank will be undertaken regarding IWCM.
Various communication mediums will continue to be used by CWW and BCC, in accordance with
their respective communication programs, to appropriately promote and demonstrate the
project findings to the broader community. This will include customer newsletters, media
releases, website announcements, technical papers for relevant industry associations (e.g.
Australian Water Association, Stormwater Industry Association and Educational Institutions) and
presentations at future water industry seminars or conferences. CWW and BCC will continue to
engage with schools and residents within their service area as part of their social and
educational programs to promote the support and understanding of the project within local
communities.
The project will be promoted to the following groups:
- Water customers within BCC's and CWW’s service area;
- Industry groups through seminars, conferences and technical papers;
- General public by making information available through BCC's and CWW’s public website;
- Other Councils;
- Other water authorities,
- Catchment management authorities;
- Department of Environment and Primary Industries;
- Wider community; and
- Research and educational institutions.
Page 23
3.8
Summary of outcome realisation and its extent
The Project will provide approximately 127.4 ML per year of treated stormwater for irrigation of
playing surfaces (including sports grounds, greens and tees) at Green Gully Reserve (GGR),
Keilor Public Golf Course (KPGC) and Keilor Park Recreational Reserve (KPRR). The Project
provides for personal health benefits and reduced public health pressure and provides for social
cohesive communities. Securing alternative water supplies for sporting grounds within the City
of Brimbank and improve the surface quality of sporting fields to provide valuable recreation
services for multiple sporting organisations which involve several thousand participants &
spectators each week.
The project will have a net positive impact on the surrounding environment by reducing the
impact of unfiltered urban stormwater runoff on water quality in receiving waterways of Taylors
Creek, Maribyrnong River and Port Philip Bay. As a result of this project the Brimbank
Community will incur reduced water utility charges that will enable the savings to be used for
improved services and investment into new and improving existing community infrastructure.
Greater awareness and understanding of Integrated Water Cycle Management (IWCM) will be
obtained through these demonstration projects.
Diversion licences obtained from Melbourne Water for GGR (38ML), KPRR (60ML) & KPGC
(79ML) will enable the harvesting of a maximum of 177ML per year which is greater than the
expected volume (127.4 ML). The actual volumes will not be realised until the systems have
been functioning for a number of years for an accurate assessment to be determined.
The scheme was implemented with support from the Federal Government’s Department of
Sustainability, Environment, Water, Population and Communities’ (DSEWPAC) 2010 National
Urban Water and Desalination Plan, and from the State Government’s old Department of
Sustainability and Environment’s (DSE) Vision for Werribee Plains’ funding program. In addition,
the development of the scheme has required the collaboration of many stakeholders including
Melbourne Water, the Wirundjeri registered aboriginal party, Federal Government, State
Government and local community groups.
The Project was delivered under an innovative governance model utilising the expertise of both
BCC and CWW to construct and operate the schemes, with significant financial contributions
from both parties. CWW will enter into a service agreement with BCC for the water transfer. The
Project involves approximately 25% contributions from each project partner. The role of City
West Water in the Project is to act as an owner and operator of water transfer infrastructure for
Keilor Park Golf Course and Green Gully Reserve schemes. The financial contribution made by
City West Water will be recouped from Brimbank City Council through a Water Transfer
Agreement (water charges) over a 25 year period to ensure CWW recoup costs.
Page 24
Construction of the schemes was shared, CWW were responsible for the construction of the
diversion systems, storage and rising mains and BCC were responsible for the upgrade of the
irrigation systems at the KPGC & GGR project sites. BCC were responsible for the construction of
the entire KPRR project.
CWW & BCC facilitated the development of a detailed maintenance manual and a simplified
operator manual to cover all assets delivered as part of the Works, including onsite training of
CWW and BCC operation staff on the operation and maintenance of the system. An Environment
Improvement Plan (EIP) has been developed for each project site and outlines the management
practices to be employed in the operation of Project to address potential environment and health
risks. The EIP was developed in accordance with the requirements of Australian Guidelines for
Water Recycling: Stormwater Harvesting and Reuse (Phase 2) July 2009 (The Guidelines) to
fulfil the requirement of a Project Management Plan. The EPA Publication No. 1015 Guidelines
for Environmental Management – Dual Pipe Water Recycling Schemes Health and Environmental
Risk Management (2005) have also been used where applicable. The EIP for the Project
identifies the operational, environmental and public health risks associated with the use of
harvested stormwater and outline’s the management practices to be employed to mitigate these
risks. The EIP applies to the entire scheme including CWW and BCC operations.
4.0
Experience Sharing and Lessons Learnt
4.1
Experience sharing
The project will be a demonstration for the implementation of similar decentralised alternative
water supply schemes whereby an integrated resource (water, energy and materials)
management approach has been developed and followed to include other alternative water
sources such as stormwater and groundwater. The project will provide the wider community a
greater awareness and understanding of Integrated Water Cycle Management (IWCM) through
demonstration sites. The advent of this and other similar projects currently being implemented
across Victoria are contributing in a significant way to confirming commitment and achieving the
State Government’s ‘Living Melbourne, Living Victoria ‘, water reforms and Victoria’s liveability.
The project’s success can be attributed to the successful partnership established between BCC
and CWW and collaboration of many stakeholders including Melbourne Water, the Wirundjeri
registered aboriginal party, Federal Government, State Government, local community groups
and sporting clubs.
Melbourne Water Diversion Licence
A major necessity of the Project was the requirement of a Melbourne Water diversion licence, to
extract stormwater from Melbourne Water main drains. Without the licence the Project would
not be viable. It was extremely important during the project development stage, to engage with
Melbourne Water very early, to gauge their commitment to providing approval for these types of
projects. Whilst obtaining a final approval resulted in delays in completing the overall project,
Page 25
in-principal consent for each sub-project was obtaining relatively early during the development
stage of each project, which allowed for the project to progress. The Brimbank Alternative
Water Project would be considered one of the pioneering stormwater harvesting projects in
Victoria. This project has paved the way for other similar projects to experience a more efficient
approval process as a result of the knowledge and benefits gained as a result of its
implementation.
Cultural Heritage Management Plans (CHMP)
Lengthy investigations, preparation and requirements of cultural heritage management plans
resulted in extended project delivery timelines. Continual communication with Aboriginal Affairs
Victoria (AAV) assisted in obtaining an approved Cultural Heritage Management Plan (CHMP) to
enable works to progress. Mandatory site inductions ensured compliance to the requirements of
the CHMP and enable construction to progress. Significant artefact finds, which were uncovered
as a result of the implementation of the project, can now be celebrated with its completion.
Flora and Fauna Assessments
Lengthy investigations as part of flora and fauna assessments also extended project delivery
timelines. Alternative alignments to avoid impacts on native vegetation should be considered
during the development phase of a project. Alternative alignments without significant budget
impacts were incorporated as part of this project. Ensuring compliance to various Acts
protecting significant plant and animal species avoids potential costly impacts later in the
projects life.
5.0
Project Future
5.1
Project handover, operation, maintenance & ongoing monitoring
Maintenance Manual
CWW & BCC facilitated the development of a detailed maintenance manual and a simplified
operator manual to cover all assets delivered as part of the Works, including onsite training of
CWW and BCC operation staff on the operation and maintenance of the system. The detailed
maintenance manual includes the following key items:
• Asset Location, Access and Purpose
• Assets Technical Details
• Operating Procedure
• Operating Values
• Monitoring and Data Acquisition
• Emergency Response/ Contingency Plan
• Manufacturer’s details and contact numbers where applicable
• Photos of specific items/assets
As part of the handover process the contractor provided an information session to enable
relevant maintenance staff from CWW and BCC to gain knowledge of the overall system
operation and on-going maintenance. The maintenance manual is structured to clearly show the
Page 26
separation of asset ownership and responsibilities between BCC and CWW especially around the
asset interface points. The simplified operator manual will cover key aspects of the detailed
maintenance manual to provide for a quick guide on the operation and maintenance
requirements of all the scheme assets. This will include many photos to make the instructions
easy to follow. The Contractor was required to provide all information for the manuals for the
works that they, or their subcontractors, perform. All suppliers manuals are to be provided in
both electronic and hardcopy versions. The body of the maintenance manuals was supplied in
word version. The contractor and suppliers of the scheme components was required to provide
input into the development of the detailed maintenance manual, including the development of
site based training for both CWW and BCC operation staff.
Water Transfer Agreement
The Project has been developed as a partnership, with significant financial contributions from
both parties. CWW will enter into a service agreement with BCC for the water transfer. The
Project involves 25% contributions from each project partner. The role of City West Water in the
Project is to act as an owner and operator of water transfer infrastructure for Keilor Park Golf
Course and Green Gully Reserve schemes. The financial contribution made by City West Water
will be recouped from Brimbank City Council through a Water Transfer Agreement (water
charges) over a 25 year period to ensure CWW recoup costs. The service agreement may be
renegotiated after this period. The Keilor Park Recreation Reserve sub-project is funded 50:50
between Brimbank City Council and the relevant funding bodies. The total CWW capital
contribution will be recovered by CWW through charging Council an annual service fee based on
a 25-year payment term in conjunction with a volumetric charge to account for the electricity
costs with transferring water. These charges are based upon current cost estimates, are
developed on a full cost recovery basis and are subject to annual CPI adjustments. Any changes
or variations to the current cost estimates will be passed on to the Council, maintaining the full
cost recovery principle.
Environment Improvement Plan
The EIP outlines the management practices to be employed in the operation of Project to
address potential environment and health risks. The EIP was developed in accordance with the
requirements of Australian Guidelines for Water Recycling: Stormwater Harvesting and Reuse
(Phase 2) July 2009 (The Guidelines) to fulfil the requirement of a Project Management Plan.
The EPA Publication No. 1015 Guidelines for Environmental Management – Dual Pipe Water
Recycling Schemes Health and Environmental Risk Management (2005) have also been used
where applicable. The EIP for the Project identifies the operational, environmental and public
health risks associated with the use of harvested stormwater and outline’s the management
practices to be employed to mitigate these risks. The EIP applies to the entire scheme including
CWW and BCC operations.
The ongoing management framework for each of the sub-projects sites will operate as shown
below:
Page 27
Ongoing Management Framework (GGR & KPGC)
Environment Improvement Plan
BCC Scheme
Managers
CWW Scheme
Managers
Simplified Operations &
Maintenance Manual
BCC Scheme
Operators
CWW Scheme
Operators
Detailed Operations &
Maintenance Suppliers Manual
Ongoing Management Framework (KPRR)
Environment Improvement Plan
BCC Scheme
Managers
Simplified Operations &
Maintenance Manual
BCC Scheme
Operators
Detailed Operations &
Maintenance Suppliers Manual
6.0
Conclusions and recommendations
The Project will deliver water in a cost effective manner which will achieve significant potable
water substitution in a low energy, sustainable manner. The Project was delivered under an
innovative governance model utilising the expertise of both BCC and CWW to construct and
operate the schemes. The project’s success can be attributed to all the achievements to date
under the partnership established between BCC and CWW. This partnership model is also being
used across a number of similar types of projects with other councils across CWW service area.
The major project benefits realised are:

Securing alternative water supplies for sporting grounds within the City of Brimbank and
improve the surface quality of sporting fields to provide valuable recreation services to
multiple sporting organisations which involve several thousand participants each week.

Utilising treated stormwater to reduce the demand on potable water supplies by
approximately 127ML/yr.

Having a net positive impact on the surrounding environment by reducing the impact of
unfiltered urban stormwater runoff on water quality in receiving waters.
The following are recommendations for similar future projects:
Page 28
1.
Ensure any diversion licence requirements, with relevant water authority, are
addressed as early as possible to avoid extended project timelines.
2.
Undertake cultural heritage assessments as soon as possible, potentially stage
sections or realign works to avoid extended project timelines.
3.
Undertake flora and fauna assessment as soon as possible, potentially stage sections
or realign works to avoid extended project timelines.
4.
Ensure power supply provisions are addressed as soon as possible to avoid extended
project timelines.
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6.3
Project photos
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Stormwater Victoria Excellence Award Finalist (National)
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