MANI MANIVASAKAN PRINCIPAL ENGINEER, PRACTICE LEADER RURAL WATER ANZ INFRASTRUCTURE AND ENVIRONMENT NORTHERN VICTORIAN IRRIGATION RENEWALS PROJECT (NVIRP) Goulburn Murray Irrigation District

This Presentation 1. Background 2. Project objectives and drivers 3. Activities 4. Lessons

The District 68,000 km2 in area 9,600 customers – most very small non commercial 6,300 km of channels – half small spur channels 24,000 outlets – most simple and inefficient 1,000’s of road crossings, regulators, culverts etc 3,000 GL taken for irrigation – 2,100GL used – 900GL lost in distribution = 30%

Customer base: 9,600 properties 300 large commercial operators > 1,000ML/yr 750 medium commercial irrigators ~ 500ML/yr 3,000 small users < 100ML/yr 5,500 rural residential & domestic and stock Dairy - the major commercial force Mixed - annual crops - opportunistic Horticulture - niche in Central Goulburn

GMID – Water Development History

Adjustment Phase Adjustment Phase [Current Phase] Commenced in 2000

Adjustment Phase – Elements 2000s Adjustment for Sustainability and Productivity –Improving environmental flows –Water savings –Farm dams controls –National Water Initiative –Expanded trading –Unbundling entitlements –Tariff reform –Asset/service reconfiguration and modernisation

Drought and water shortage –Expand (environmental, supply etc) No “NEW” water - in earlier development phase –Response was often to build infrastructure –Harvest and deliver more water –Issue new rights Approaching (or exceeding) sustainable limits required new approaches –Improved planning, water sharing, clear entitlements –Caps, markets, trade, sustainable use Drivers for Adjustment (or water reform)

Objectives 3 program objectives Productivity – the primary driver Water supply for Melbourne E-flows for the River Murray

Challenges with the distribution network Extensive spur channel supply system Long notice required for water orders Variable flow rates and channel height Low flow rates Manually operated farm outlets High water losses Risks of high costs to maintain into the future Difficult to achieve the size of property required to generate economies of scale

NVIRP Project The Food Bowl Alliance driven by local business concerned at declining commercial viability of region NVIRP - $2 b investment in system modernisation Restore Food Bowl productivity Generate 425GL of water savings: ► 75GL to Melbourne ► 75GL to irrigators ► 275GL to environment

NVIRP – Project (contd..) 2 main elements: $1bn each ► Backbone automation ► Connections program Backbone ► Retract public system by 50% to major channels ► Water super highway >20ML/day ► Automation of control systems ► Reduced outfalls and losses

Backbone Profile

Connections Program 5,500 customers on spur channels New connection from each farm to the backbone Multiple outlets/meters rationalised Connection assets privatised 3,000km of spur channels retrenched Water savings from: ► Closing leaky spur channels ► More accurate meter outlets

NVIRP - Decision framework Not just retrofit new assets to existing farms Transformation not standard funding model Fit for purpose / value for money / water savings Type of property: large commercial vs. lifestyle Size of realistic future demand Distance from backbone and cost Integration with other users

NVIRP – decision Tree for Determining the Extent of the Modernized Backbone

Targeted investment approach

Channel automation

Metering upgrades

Channel lining

NVIRP progress

22 Source: ACIL Tasman report “Scope for Water Use Efficiency Savings as a Source of Water to meet increased Environmental Flows - Independent review”, March 2003

LESSONS

DATA Need good quality data? Yes but…

DATA If we waited for good quality data… We wouldn’t have built NVIRP Project We started project planning in late 90s with incomplete data and developed a framework: –For future pathway –Improving data collection (more importantly collecting appropriate data)

QUALITY PRODUCT AND CONTROL It is vital to install quality products that are certified under relevant standards We trialled a number of “non-standard” products in the 80s in trying to identify cost effective solutions. If we were to adopt “non-standard” products, we could have implemented some of the projects for a significantly cheaper capital cost BUT HIGHER WHOLE OF LIFE COST DO NOT COMPROMISE QUALITY FOR SHORT TERM GAIN

WHOLE OF LIFE COST MAKE PROJECT DECISIONS BASED PROVEN WHOLE OF LIFE COSTS NOT CAPITAL COSTS

Value Engineering Workshop

Lessons Learnt- Pipeline Source: Futureflow Alliance (Goulburn- Murray Water, Transfield, Jacobs SKM)

Lessons Learnt/Innovations – Customer Meters Procurement strategy – Meter installation includes a number of pieces of hardware. Traditionally these have been purchased from a single supplier, who then delivers them as a package. FutureFlow purchased all items directly from the source and managed the logistics of delivering them to site for timely installation Design alternate meter outlets – designed a suite of meter sizes and configurations to tailor each meter outlet to the flow rate requirements of individual customers Developed new components – worked with suppliers to test and develop brand new products that were better suited to the application, therefore reducing costs Integrated technology – allowed components from different suppliers to ‘talk to each other’ which enabled duplicate hardware such as batteries and solar panels to be eliminated Trialled different construction approaches – to improve the speed and efficiency of each meter installation

Source: Futureflow Alliance (Goulburn- Murray Water, Transfield, Jacobs SKM)

Lessons Learnt- Automation Changes to Construction and Installation methods $4,300 Logistics, material and procurement $1,000 Others - $600 TOTAL - $5,900 Source: Futureflow Alliance (Goulburn- Murray Water, Transfield, Jacobs SKM)

Conjunctive Water Resource Conjunctive water resource management is critical to optimal infrastructure sizing where both surface and ground water sources available

Automation Optimal automation solution varies from project to project. Alternatives such as partial automation, knowledgebase driven systems are attractive for some projects (e.g. steeper or undulating terrain, labour intensive systems, developing countries etc.)

Lessons Learned (contd..) Clear vision and objectives – what are we trying to achieve? Early stakeholders involvement and engagement Good quality data is essential Holistic approach that includes the supply system and on- farm system A sustainability based, strategic approach to investment decisions Real gains are possible both off- and on-farm

Summary Biggest irrigation modernisation program in the world Fundamental change in thinking Far reaching consequences for irrigators, communities and the environment Significant benefits still to be realised on-farm

| worldwide