Strategies for Water Service Providers

Transcription

1 TOTAL MANAGEMENT PLANNING Strategies for Water Service Providers Presenters: Craig Teske Aneurin Hughes Rob Drury Principal Engineer (DNR) Manager, Asset (Cardno MBK) Manager, Infrastructure (DNR) 1.

2 TOTAL MANAGEMENT PLANNING A concept which encourages water service providers to:- utilise best practice planning; achieve least cost outcomes; and achieve whole-of-business sustainable management 2.

3 Total ning Guidelines (2000) Presentation Outline Water Service Infrastructure in Queensland Queensland Water Service Providers What is Total ning? TMP Development Challenges in Developing the Guidelines Typical TMP Documentation Structure TMP Guideline Structure Features of the Guidelines KRA Guidelines Links to other parts of the Water Industry Where to from Here? 3.

4 Queensland Water Service Infrastructure Extent:- Water-related infrastructure = $20 billion. $200 - $400 million new infrastructure per year. Urban water-related services:- $10,000 - $15,000 per household per year. Benefits:- Improved living conditions Regional and local economic development Minimisation of environmental degradation 4.

5 Queensland Water Service Providers WSP Category Rural Water Supply Boards Urban Water Supply Boards SunWater Local Governments Joint Local Governments Aboriginal Community Councils Torres Strait Island Community Councils 18 drainage boards 17 water supply boards (stockwater) 11 water supply boards (irrigation) 4 bore water boards 4 statutory water boards 1 (34 schemes) 125 operating over 400 water supply schemes and 250 sewerage schemes Number/Sub-Category 5.

6 Why TMP? Need for an overall, coordinated approach to ensure: - Sustainable essential services; Best practice to plan, design and build; Least-cost outcomes for the community. 6.

7 History of TMP Asset Guidelines developed -1989/91 TMP ning Guidelines developed TMP Manual published DCILGPS Subsidy to develop TMPs /95 Approved TMPs for full subsidy since 1996/7 TMP Guidelines are now being revised & updated TMP Guidelines complement Water Act

8 TMP Today TMP Manual (1994) - 2 volume document (process-based). Subsidy link to TMP - an incentive After December reduced subsidy if no TMP in place. 8.

9 Development of Guidelines Current Objectives Consultation with Local Government and rural service providers (TMP Workshop - November 1999) Additional TMP guidelines being developed by DNR (Cardno MBK developed draft Guidelines) DNR to finalise TMP guidelines - early 2001 (Consultation with relevant stakeholders) 9.

10 The Aim of the New TMP Guidelines For different types of Water Service Providers More outcome oriented, less prescriptive and easier to read More aligned with corporate objectives Provide methodologies for best practice and least-cost planning processes Complementary to the Water Act 2000 Integrated with other State Agency requirements (e.g. EPA) 10.

11 Aneurin Hughes (Cardno MBK) 11.

12 What does Total ning Mean? Smart Thinking Smart ning Smart Financing Smart Investment Smart Sustaining or Improving Services 12.

13 Challenges in Developing TMP Guidelines Diversity of WSPs Dispersed Autonomous Organisational sophistication, resources and skills Getting the balance right 13.

14 Total ning Guidelines (2000) Documentation Structure Guideline Structure Features of Guidelines KRA Guidelines Where to from Here? 14.

15 Basic TMP Structure Level Element Main Target Readership 1 Business (Overview) Elected representatives; executive management; regulators 2 Operational sub-plans, including action plans Operational management; regulators 3 Supporting documentation, including procedure manuals, reports, etc Operational supervisors; technical staff 15.

16 Typical TMP Structure BUSINESS BUSINESS MANAGEMENT MANAGEMENT PLAN PLAN Service Standards Financial Sustainability Asset Ecological Sustainability Risk Performance Organisation & Development KEY RESULT AREAS Service Standards Service Standards Financial Financial Water Demand Water Demand Water Loss Water Loss Environmental Environmental Risk Risk Performance Performance Assessment Assessment Human Resources Human Resources Drinking Water Drinking Water Quality Quality Infrastructure Infrastructure ning ning Overview Overview Asset Asset Evaluation and Evaluation and Renewal Renewal Asset Asset Procurement Procurement Operations Operations Effluent Effluent Biosolids Biosolids Quality Quality Information Information TYPICAL SUB-PLANS Maintenance Maintenance Sewer I/I Sewer I/I Trade Waste Trade Waste Water Source Water Source Energy Energy Community Consultation Marketing Customer Service Policy Service Level Agreements Water Supply Agreements with Major Customers Long-term Financial Model Financial Practice Manual Developer Contributions Policy Infrastructure Charges Pricing Policy Full Cost Pricing Strategy Metering Policy Water Conservation Strategy Strategic Infrastructure Detailed ning Studies Capital Works Program Project Evaluation Manual Infrastructure ning/ Design Guidelines Asset Registers Asset Valuation Reports Water Source Entitlements Water Allocations Outsourcing Strategy O&M Manuals Telemetry Strategy Environmental s under EPP (Water) Water Reuse Agreements Trade Waste Policy ERA Licenses Catchment s WAMPs Environmental Flow On-site Treatment Risk/Hazard Performance Reports Assessment Performance Monitoring Critical Infrastructure Benchmarking TMP Coordinator s Dam Safety Manual Counter Disaster s Quality Documented Systems Contingency s Insurance Policies Organisational Structure Staffing Training and Development Program WH&S Policy Commercialisation Policies TYPICAL SUPPORTING DOCUMENT- ATION 16.

17 Key Result Areas Key Result Area Service Standards Financial Sustainability Asset Ecological Sustainability Risk Performance Organisational and Development Typical Issues Covered Customer charters/guarantees, customer interaction, community consultation, drinking water guidelines Financial modelling, commercial objectives, tariff structures Full asset lifecycle from infrastructure planning to asset rehabilitation/disposal including demand management Environmental compliance, environmental management systems, effluent quality, effluent reuse, biosolids management, trade waste management Risk assessment, minimising risk exposure, risk monitoring Performance monitoring and compliance, quality management, information management Organisational culture, change management, staff development, industrial relations 17.

18 Guideline Structure Variation in WSPs: user friendly easily understood by range of target audiences outcome focussed but expresses State Government requirements flexibility to accommodate WSP processes readily updateable 18.

19 Features of Guidelines TMP guideline - Overview - Detailed KRA Guideline - Overview - Detailed Process and Content Guideline Development Level Prioritisation Methodology 19.

20 The Infrastructure ning Process Develop, adopt & refine infrastructure planning policies Collect & analyse supporting information Prioritise infrastructure investment program THE INFRASTRUCTURE PLANNING PROCESS Ensure linkages with other planning activities Document outputs of planning studies Project manage the infrastructure planning process Undertake planning studies 20.

21 Content Guideline - 1 Page Issues Covered Purpose Policies that May be Required Other TMP Elements Intimately Linked to Sub- External Issues Contributing to Current Operating Environment What Issues Need to be Considered in Summarising Status of Current Operations What Should be the Strategic Basis of the Suggested Performance Measures Supporting Documentation Further Reading 21.

22 Sub-: Water Demand Issues Covered in Sub- Supply metering; Water pricing; Customer education; Water-efficient hardware; Purpose of To provide an overview of the WSP s current water demand management practices. To outline the WSP s future objectives and initiatives in managing water demand. Irrigation efficiency; Water restrictions (consumption regulation); Supply reduction. What Policies may be Required What Other Total Elements are Linked Intimately to this Sub- What External Issues Contributing to the Current Operating Environment Need to be Considered What Issues Need to be Considered in Summarising the Status of Current Operations Pricing; Customer metering; Water use restrictions; Effluent reuse; Trade waste minimisation; Infrastructure service standards (re supply rates and pressures) Infrastructure Service Standards considers supply-side service parameters (eg supply rates and pressures) which influence demands. Financial considers implications of consumption-based pricing and falling demands. Infrastructure ning Overview takes account of deferring future headworks consequent on falling demands. Unaccounted-for Water provides for water audits which utilise demand data, and may incorporate common strategy(ies), eg pressure reduction. New developments in Government WaterWise program. Local Government Act requirements for two-part tariffs for certain urban supplies. Increasing encouragement of WSPs by governments to develop formal demand management programs, with some offering financial assistance on preparation and/or implementation. Progressive implementation of COAG pricing principles for irrigation water pricing. Requirements of EPP (water) for preparation of local government environmental plans on water conservation by June (This sub-plan and the Water Loss should jointly be formulated so as also to meet these requirements.) Consumption data from other WSPs for benchmarking current demands. Efficiency improvements in irrigation practices. Advances in efficiency of water appliances, irrigation equipment and other hardware. Scope of WSP s demand management program. Progress on environmental plan for water conservation under EPP (water), for local government WSPs. Status of customer education programs, eg, WaterWise. Extent of customer metering. Water consumption trends and benchmarking results. Current and planned pricing practices, and effects on consumption tends. Promoting of water-efficient hardware, improved irrigation practices, trade waste minimisation recycling and reuse, etc. d l i f l i 22.

23 What should be the Strategic Basis of the The strategic elements forming the basis of the plan should include: goal for asset management objective(s) for water demand management adopted KPIs management strategies and performance targets. The management strategies developed will be based on the identified key strategic issues and SWOT findings, including risk assessment, in respect of water demand management, and on the required TMP development level. Many WSPs are likely to require strategies for enhancing their customer educational and promotional programs; optimising water-pricing policies in terms of water demand and projected revenue; and minimising consumption on all WSP-owned properties. The strategies should be supported by detailed action plans that would cover up to a 3-year period. Suggested Performance Measures Outcome: Infrastructure investment cost (new works): base year cost ratio Output: Average water demand/customer Maximum day: average day demand ratio Peak hour: average day demand ratio Supporting Documentation These will depend on the WSP, but typically would include: current WaterWise (or similar) water conservation program; strategic demand management reports; and water consumption analysis/benchmarking reports. 23.

24 Development Level Levels 1-4 Based mainly on current cost of infrastructure Prioritisation of Strategies/Actions Suggested methodology based on assessment of benefits/risks 24.

25 KRA Guidelines Service Standards Financial Sustainability Asset Risk 25.

26 Relationship Between the Financial and the Model Financial INPUTS (from other TMP Sub-s) Operating revenue and expenditure Capital related revenue and expenditure Current cash position Asset values, depreciation Growth projections Model OUTPUTS Estimated impact on charges KPIs Optimised infrastructure investment program estimated future cash position 26.

27 SHIRE COUNCIL - WATER SUPPLY Growth and Demand Projections General Inputs CurrentEstimatedConnectedPopulation POPULATION 2,400 CurrentEstimatedNoofConnections CONNECTIONS 730 Variable Inputs Demographics Year 1999/ / / / / / / / / / /2010 ProjectedPopulationGrowthRate 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% %ChangeinGrowthinFlows 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% ExpenditureProjections- abovecpi Revenue ChangeinRatesandCharges 9.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% ChangeinNon-CapitalGrantsandSubsidies 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% ChangeinOtherRevenue -20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Expenses ChangeinOperationsExpense -3.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% ChangeinMaintenanceCost 0.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% ChangeinandAdministrationExpense -14.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% ChangeinInfrastructurechargesincash 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% ForecastChangeinDonatedassets 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% ChangesinOtherExpenses 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 27.

28 SHIRE COUNCIL - WATER SUPPLY Operating Statement OPERATINGREVENUE Year 1999/ / / /2003 Water/Sewer RatesandCharges $ 714,500 $ 786,593 $ 794,459 $ 802,404 Other Revenue $ 3,000 $ 2,400 $ 2,400 $ 2,400 Total OperatingRevenue $ 717,500 $ 788,993 $ 798,035 $ 806,454 OPERATINGEXPENDITURE Operations $ 362,000 $ 351,140 $ 354,651 $ 358,198 MaintenanceCost $ - $ - $ - $ - andadministration $ 82,000 $ 70,520 $ 71,225 $ 71,937 Interest Expense $ 88,500 $ 61,134 $ 52,825 $ 43,550 Depreciation $ 413,840 $ 422,190 $ 439,113 $ 449,547 Other operatingexpenses(specifybywayof note) $ 17,500 $ 17,500 $ 17,500 $ 17,500 Total OperatingExpenditure $ 963,840 $ 922,484 $ 935,314 $ 940,732 OPERATINGSURPLUS/(DEFICIENCY) -$246,340 -$133,491 -$137,279 -$134,278 CAPITALRELATEDREVENUE Capital Grants andsubsidies $ - $ 333,480 $ 616,850 $ 272,000 Developer Contributions(Infrastructurecharges) $ - $ - $ - $ - Donatedassets $ - $ - $ - $ - Funds fromdisposal of Noncurrent assets $ - $ - $ - $ - Total Capital relatedrevenue $ - $ 333,480 $ 616,850 $ 272,000 CAPITALRELATEDEXPENSE Capital relatedexpense $ - $ - $ - $ - Abnormal andextraordinaryitems $ - $ - $ - $ - Total Capital RelatedExpense $ - $ - $ - $ - TOTALOPERATINGSURPLUS/(DEFICIENCY) -$246,340 $199,989 $479,571 $137, / / / / / / /2010 $ 810,428 $ 818,532 $ 826,717 $ 834,984 $ 843,334 $ 851,768 $ 860,285 Interest Revenue $0 $0 $1,176 $1,651 $3,934 $6,456 $9,105 $11,282 $17,734 $24,391 $31,581 Non-Capital GrantsandSubsidies $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,400 $ 2,400 $ 2,400 $ 2,400 $ 2,400 $ 2,400 $ 2,400 $ 816,761 $ 827,388 $ 838,222 $ 848,667 $ 863,468 $ 878,559 $ 894,266 $ 361,780 $ 365,398 $ 369,052 $ 372,742 $ 376,470 $ 380,234 $ 384,037 $ - $ - $ - $ - $ - $ - $ - $ 72,657 $ 73,383 $ 74,117 $ 74,858 $ 75,607 $ 76,363 $ 77,127 $ 33,198 $ 21,644 $ 8,748 $ - $ - $ - $ - $ 453,214 $ 453,214 $ 455,714 $ 460,089 $ 460,089 $ 460,089 $ 460,089 $ 17,500 $ 17,500 $ 17,500 $ 17,500 $ 17,500 $ 17,500 $ 17,500 $ 938,348 $ 931,138 $ 925,130 $ 925,189 $ 929,665 $ 934,186 $ 938,752 -$121,587 -$103,750 -$86,908 -$76,522 -$66,197 -$55,627 -$44,486 $ 160,000 $ 160,000 $ 280,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 160,000 $ 160,000 $ 280,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $38,413 $56,250 $193,092 -$76,522 -$66,197 -$55,627 -$44,

29 2009/ / /2009 $0 -$50,000 -$100,000 -$150,000 -$200,000 -$250,000 -$300,000 Operating Surplus / / / / / / / / /2008 Year Charge per Connection Return on Equity $1, $ $ $ $ $ $ $ $ $ % 1999/ / / / / / / / / % -0.4% -0.6% -0.8% -1.0% -1.2% -1.4% -1.6% $- -1.8% 1999/ / / / / / / / / /2009 Year 2000/ /2000 $ $ $ $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $- Infrastructure Investment Profile -2.0% Year 2008/ / / / / / / / /2008 Year New Capital Works Repl. Cap Wrks Debt Reserves $700,000 $1,800, / / / / / /2005 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $- 2005/ / / / /2010 -$100,000 Year $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 2000/ /2000 $ $ $ 1999/ / / / / / / / / /2009 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Cash Movement (Closing Cash Bal) -$200,000 Year 2008/ / / / / / / / / /2008 Year SHIRE COUNCIL - WATER SUPPLY Graphs Return on Assets Reserves to Accumulated Depreciation 0.0% $12,000, / / / / / / / / / / % $10,000, % $8,000, % -0.8% $6,000, % -1.2% -1.4% $4,000,000 $2,000, % -1.8% -2.0% Year 1999/2000 $ $ $ $0 1999/ / / / / / / / / /2009 -$2,000,000 Year Reserves Accumulated Depreciation

30 SHIRE COUNCIL - WATER SUPPLY Check Sheet General Checklist HAVE YOU? gfedcb Identified Key Constraints? gfedcb Completed the Growth/Demand Projections? gfedcb Calculated & Entered Depreciaton and Replacement Cap X data? gfedcb Entered Base Yr Ops Revenue and Expense data? gfedcb Completed New Cap X Budget Automatic Check 1 - CASHFLOW Are Cashflows Positive (Y/N) Automatic Check 2 - BALANCE SHEET Does the Balance Sheet Balance? Does the Business Grow over time? Automatic Check 3 - OPERATING SURPLUS Does the Business Provide a return on funds invested? Automatic Check 4 - CAPITAL FUNDING Does the Capital Funding Sheet Balance? YES YES YES NO YES 30.

31 The Asset Process Dispose of Assets and De-register Replace or Rehabilitate Assets Set or Review Service Levels Strategically Modify Assets or Confirm Need for Assets Renew Assets Manage Demand Manage Demand for Asset and Non-Asset Solutions at a Detailed Level Optimise Asset Maintenance/ Rehabilitation/ Replacement Customer and Business Requirements Optimise Infrastructure Investment (Capital Works) Program Maintain Assets Procure Assets Design Asset Manage Demand Evaluate Asset Condition and Performance Operate Assets Register and Value Assets Construct Asset Optimise Operational Efficiency Monitor Costs 31.

32 Relationship Between Asset and Other Key Result Areas Business Strategic Direction. Asset M Asset/system performance. Service standards/levels will drive investment in new/replacement assets and O&M strategies. Infrastructure investment (new/replacement) costs, O&M costs, depreciation, renewals annuity. Financial targets to be achieved. Infrastructure investment to meet environmental requirements. Ecologically sustainability of O&M practices. Minimisation of water demands, energy and sewer overflows. Service Standards Financial Sustainability Ecological Sustainability Infrastructure extent, condition and performance. Infrastructure and service delivery related risks. Risk Asset related information Asset/system performance and condition Benchmarking and performance comparison Information management systems. Quality management systems. Performance Assessment Human resource requirements processes/procedures. Human resources. Organisation M & Development 32.

33 Integration of Risk and TMP Development Processes TMP Development Process (based on Reference 3) Simplified Risk Process (based on Reference 1) Establish context Establish context Determine Determine tentative tentative scope scope of of TMP TMP Collate Collate and and analyse analyse information information Collected information (eg SWOT analysis) as basis for summary risk treatment schedule Identify Identify risks risks Assess risks Analyse risks Analyse risks Confirm scope of TMP Confirm scope of TMP Evaluate Evaluate risks risks Prepare Prepare draft draft TMP TMP Finalise TMP Finalise TMP Prioritised strategies and controls for inclusion in relevant sub-plans Define Define risk risk treatment treatment strategies/controls strategies/controls Implement TMP Implement TMP 33.

34 Rob Drury (DNR) 34.

35 Links to COAG/NCP/Commercialisation 1. Councils are adopting a more rigorous infrastructure investment decision making processes, with non-asset based solutions, full lifecycle costs, risks and various alternatives being considered before deciding to construct infrastructure; 2. Need to optimise the performance and utilisation of existing infrastructure; 3. Need to ensure that infrastructure can sustain agreed customer service standards; and 4. Recognition that asset management is a core business function to support service delivery. 35.

36 Links to EPA The current TMP review process provides for approval as part of the TMP by DNR of Councils Environmental s for water and sewerage services required under the EPP (Water). The EMP would cover Sewer Inflow Infiltration, Demand, Trade Waste and Stormwater s. Material is currently being developed and negotiations are under way with EPA regarding how this will be put in place. 36.

37 Links to Performance Monitoring & Benchmarking A major part of the TMP is related to performance and improvement. The Performance Monitoring and Benchmarking (PM&B) process managed by DNR will provide not only the basis for the relevant sections of the TMP guidelines, but will provide the basic system and data for a Council developing a TMP for those Councils participating in the process. Similarly, much of the data utilised in the PM&B process will also be used when Service Providers develop Standards of Service required under the Water Act

38 Links to Water Use Efficiency and Conservation The TMP includes sub-plans for addressing other areas relating to best practice water use such as : Demand to manage and minimise water consumption and ensure it is included in future water demand planning as an option Unaccounted for water to manage and reduce water loss Water Source to monitor and manage water sources and catchments Energy to make best use reduce costs associated with power use 38.

39 TMP Approvals The Water Act 2000 requires the preparation of a Strategic Asset (SAMP). A full TMP will cover virtually all of the requirements of a SAMP. Hence, although a different approval process, a SAMP will require minimal extra work, reducing administrative duplication and the impact of compliance with the Act. The new TMP guidelines are thus being developed in conjunction with SAMP guidelines under the Act. 39.

40 TMP Links to Other Approvals Water Service Provider TMP Corporate/Business PM&B Key Result Areas and Sub s EPP (Water) SAMP s Under Water Act Possible WQMP Health Dept 40.

41 TMP/SAMP Relationship TOTAL MANAGEMENT PLAN Service Standards Financial Sustainability Asset Ecological Sustainability Risk Performance KEY RESULT AREAS Service Standards Financial Water Demand Unaccounted - for Water Environmental Risk Performance Assessment Drinking Water Quality Infrastructure ning Overview Asset Procurement Effluent Quality Asset Evaluation and Renewal Maintenance Operations Sewer I/I Biosolids Trade Waste Information TYPICAL SUB - PLANS Water Source Energy Community Consultation Long-term Financial Model Water Conservation Strategy Outsourcing Strategy Environmental s under EPP (Water) Risk / Hazard Assessment Performance Reports Marketing Customer Service Policy Service Level Agreements Water Supply Agreements with Major Customers Financial Practice Manual Developer Contributions Policy Infrastructure Charges Pricing Policy Full Cost Pricing Strategy Metering Policy Strategic Infrastructure Detailed ning Studies Capital Works Program Infrastructure ning / Design Guidelines Asset Registers Asset Valuation Reports Water Source Entitlements Water Allocations O & M Manuals Telemetry Strategy Water Re-use Agreements Trade Water Policy ERA Licenses Catchment s WAMP's Environmental Flow On-site Treatment Critical Infrastructure Dam Safety Counter Disaster s Documented Contingency s Insurance Policies Performance Monitoring Benchmarking TMP Coordinator's Manual Quality Systems TYPICAL SUPPORTING DOCUMENTATION & - s required for TMP - Supporting s (required in whole or in part) for Water Act

42 The Future of TMP S TMP s are becoming more holistic in the application and will provide: A tool to plan and manage water and sewerage infrastructure in a manner that provides the best outcomes for their customers A system for integrating different water management mechanisms into the overall planning process and ensuring all aspects of water planning is linked 42.

43 The Future of TMP S (cont ) A mechanism that will provide concurrent approval with legislative requirements of other Departments and the Water Act A system to ensure all parts of the water based infrastructure systems are planned in the most efficient, balanced manner with strong links between financial and technical issues. An ongoing plan to ensure water schemes are sustainable both financially and operationally. 43.

44 TOTAL MANAGEMENT PLANNING - a concept which encourages water service providers to utilise best practice planning, achieve least cost outcomes and whole-ofbusiness sustainable management 44.

45 Any Questions? 45.