Current May 2017

urrent C

THE AUSTRALIAN WATER ASSOCIATION MAGAZINE May 2017

Volume 1 No 6

How the water industry can ride the waves of change, and make ones of their own.

How coming population booms will test urban water planners.

Where is water headed? Five leaders share their thoughts.

Keeping consumers on side in a post-fact world.

Making data work for the water industry

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CON T EN TS

T H E AU ST R A L I A N WAT E R AS S O C I AT I O N M AG A Z I N E

FEATURES

30 40 48 54 62 68 78 84

WATER, INTERRUPTED How can the water industry ride the wave of disruption that’s headed its way?

BIG CITIES, BIG CHALLENGES As Melbourne’s and Sydney’s populations get ready to boom, water planning picks up the pace.

FIRESTARTER Innovation is not a ‘nice to have’ – it’s a serious competitive advantage for those who get it right.

COURT OF PUBLIC OPINION In an age where ‘everyone’s an expert’, here’s how the water industry can keep communities on side.

OUR MOB Opportunities abound for the water industry to better collaborate with Indigenous communities.

PLUGGING THE LEAK Non-revenue water losses have plagued utilities for decades. What’s being done to solve the issue?

COLLECTIVE INTELLIGENCE Everyone – from utilities to researchers, businesses and governments – benefits from data sharing.

WHAT IS NEXT FOR WATER? Five leaders share their thoughts on the murky, varied and exciting future of the water industry.

Consumers today are accustomed to not having to call their banks or telecom providers when they have an issue. So why would they want to call their water provider or deal with paper bills?

P30 Accenture’s Charlie Richardson is one of many anticipating and preparing for the inevitable: digital disruption.

www.awa.asn.au

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Current CON T EN TS

T H E AUST R A L I A N WAT ER ASSO C I AT I O N M AG A Z I N E

96 132

84

18

134

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NEWS

TECHNICAL

10 12 14 15

103 Membrane cleaning best practice 104 Prepping for recycled water demand 106 Drought managment on remote islands 109 Irrigated public spaces 110 Water data for process performance 112 Stress testing supply networks 114 Sewage catchment odour control 116 Biosol case study 118 Understanding Naegleria fowleri 120 Water storage backpacks 122 Translating big data

From the Chief Executive From the President’s desk Association news International twinning program

INDUSTRY 18 22 26 30 40 48 54 62 68 76 78 84 90 94 96 6

www.awa.asn.au

Thirst CEO Mina Guli Youth activist Xiuhtezcatl Martinez Mentoring spotlight Innovation and disruption Urban growth Creative thinking Community engagement Indigenous collaborations Non-revenue water Alternative finance

EVENTS

Data sharing Water’s future Membrane technology Predictive modelling Guy Parker

126 Events calendar 128 Ozwater’17 policy stream 130 Social pages

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Current

T H E AUST R A L I A N WAT E R ASSO C I AT I O N M AG A Z I N E

CHIEF EXECUTIVE OFFICER Jonathan McKeown Email: jmckeown@awa.asn.au Content and Brand Manager: Maurice Khateeb Email: info@awa.asn.au TECHNICAL ADVISORY COMMITTEE: Ted Gardner (Chair); Frank R Bishop (rtd), GHD; Chris Davis (rtd), Australian Water Association; Dr Andrew Bath, Water Corporation; Michael Chapman, GHD; Dr Dharma Dharmabalan, TasWater; Wilf Finn, WaterNSW; Robert Ford (rtd), Central Highlands Water; Antony Gibson, IXOM; Dr Lionel Ho, Allwater; Dr Des Lord, University of Western Australia; Dr Tim Muster, CSIRO Land and Water; Dr Robbert van Oorschot, GHD; John Poon, CH2M; David Power, BECA Consultants; Dr lan Prosser, Bureau of Meteorology; Dr Ashok Sharma, Victoria University; Diane Wiesner, Science Plus Consulting Group.

Technical Co-Ordinator: Natalija Gajic Email: journal@awa.asn.au

Current is the official quarterly magazine for members of the Australian Water Association.

655 Pacific Highway, St Leonards, Sydney, NSW 2065 Phone: (02) 9436 0055 Email: info@awa.asn.au ISSN: 2207-4694

369a Darling St, Balmain, Sydney, NSW 2041 Managing Editor: James Chalmers Email: james@mahlab.co Editor: Rachael Brown Email: rachael@mahlab.co Creative: Matt Caulfield, Sonia Blaskovic, Gary Humphrys, Don Tay Senior Account Manager: Stuart Singleton Email: stuart@mahlab.co Advertising Manager: Heidi Krohn and Samantha Hogben Email: sam@mahlab.co

EDITORIAL SUBMISSIONS: Acceptance of editorial submissions is at the discretion of the editors and editorial board.

TECHNICAL PAPERS: Submissions should be 3000–4000 words long and accompanied by relevant graphics, tables and images.

To submit a paper or for more detailed submission guidelines, please email journal@awa.asn.au NEWS AND FEATURES: News tips, submissions and press releases should be sent to rachael@mahlab.co COPYRIGHT: Current is subject to copyright and may not be reproduced in any format without the written permission of AWA. Email rachael@mahlab.co DISCLAIMER: The Association assumes no responsibility for opinions or statements of fact expressed by contributors or advertisers.

Mention of particular brands, products or processes does not constitute an endorsement.

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From the Chief Executive

STAYING AT THE FOREFRONT WHEN IT COMES TO PREPARING FOR THE FUTURE, THE ASSOCIATION IS READY TO LEAD THE WAY. Welcome to our biggest issue of Current magazine that coincides with the Association’s premier event: Ozwater’17.

This year’s conference is themed around innovation and disruption, which is a topic you will see covered throughout these pages. In this issue we will look at how innovation, collaboration and technology are helping us better serve our communities and prepare for the sector’s future challenges. We have spoken to industry and community leaders, disruptors and challengers, and those outside the water sector to bring you inspiring stories and ideas.

The Ozwater’17 committee, working with Kirsty Blades and her team, used a similar approach in the preparation for this year’s conference program. It addresses a diverse set of issues – from innovation in operations and asset management to water’s contribution to communities of the future, and to managing change in the water sector.

In this age of ‘innovate or stagnate’, new ideas are needed not only for growth, but also survival. We are set to face more complex water crises in the coming years, with implications for national security, sustainability and public health.

The Australian water sector needs to maintain momentum for more integrated planning processes, fit-for-purpose water recycling, and investment in infrastructure and technology to assure the public that our future water security is not at risk. These topics are all included in the Ozwater’17 program, and I encourage members to join the discussion.

The Association provides members with access to information that contributes to professional development, it provides a platform to access Australia’s most extensive network across the whole water sector, and it facilitates a range of programs and awards to help the industry continue to evolve to meet the needs of an expanding and sophisticated water industry.

Attendance at Ozwater’17 provides members with the best means to experience these benefits of professional development, business networking, and exposure to our industry awards and programs.

This year for the first time, the Association has, in conjunction with WSAA, developed a dedicated water policy stream at Ozwater (see page 128). The policy stream will provide interactive sessions on the Productivity Commission’s Inquiry into Water Reform, a snapshot of our current and future water security issues, and a workshop on what the United Nations Sustainable Development Goals mean for Australia.

Finally, I would like to thank Peter Moore PSM for his contributions to the Association as President over the past two years. Peter’s strong leadership and wise counsel throughout his presidency have strengthened the Association enormously. Under his presidency the Association has recalibrated our membership categories and our membership systems. As a direct result, we are now seeing our membership growing in both corporate and individual categories. We have grown our international program, created new alliances with national stakeholders and we have transformed how the Association communicates with members through our digital platforms. These – and many more achievements – create a worthy legacy for a first-class Chairman of the Board and President of the Association. We look forward to formally acknowledging Peter’s contributions at Ozwater’17 and welcoming our new incoming President, Francois Gouws.

I wish everyone a most enjoyable and informative Ozwater’17 in Sydney this month.

ATTENDANCE AT OZWATER’17 PROVIDES MEMBERS WITH THE BEST MEANS TO EXPERIENCE THESE BENEFITS OF PROFESSIONAL DEVELOPMENT, BUSINESS NETWORKING, AND EXPOSURE TO OUR INDUSTRY AWARDS AND PROGRAMS.

Jonathan McKeown Australian Water Association Chief Executive

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From the President’s desk

A FOND FAREWELL On behalf of the Australian Water Association, I am pleased to welcome you all to another exciting Ozwater issue of Current magazine.

Ozwater’17 coincides with the completion of my two years as your President, and I would like take a moment to reflect on some of the highlights we have achieved during this period, including a strong focus on delivering our Three Pillar Strategy: Pillar One – Relevant Information and Advocacy: We have installed our new IT system and website, which has transformed how and what the Association provides in terms of relevant content for members. This has been complemented by the introduction of the widely acclaimed Current magazine, and the launch of a dedicated section on our website for the Water e-Journal. Our national and state newsletters have been reformatted into Source newsletters, which are receiving high levels of engagement. Our advocacy on behalf of the water sector has come about through close collaboration with the Bureau of Meteorology, regular contact with commonwealth and state governments and successful national water policy summits, including a new policy stream at Ozwater in partnership with Water Services Association of Australia (WSAA) (see page 128).

Pillar Two – Professional Development: All that we do is designed to assist our members with their professional development, and we are looking at ways to better package our content so it can be accessed by members when it suits them. We have launched an online water leaders program, participated in a trial on operator competency qualifications, run a series of webinars and delivered a successful Biennial YWP National Conference with the IWA. In addition our mentoring program continues to attract much interest and support.

Pillar Three – Networking and Industry Development: This pillar has seen the highest level of activity and positive outcomes for the Association. This past year we ran a successful Ozwater conference in Melbourne, followed by a successful World Water Congress in Brisbane, which we co-hosted with the International Water Association (IWA). These two events attracted more than 8000 water professionals. Our international program has seen relationships develop between a number of our near neighbours and their national water organisations, and our work with DFAT and Austrade has increased exponentially. The Association has now launched its water utility twinning program with the financial support of the Australian Water Partnership.

As part of this program, we have matched five Australian member utilities with five Vietnamese utilities to transfer management know-how and experience that will benefit all those who participate.

ALL THAT WE DO IS DESIGNED TO ASSIST OUR MEMBERS WITH THEIR PROFESSIONAL DEVELOPMENT.

In taking up the role of President, one area that I sought to have greater focus on was membership, and I am delighted that we now have a strategy in place with the appropriate analytics to ensure this area receives adequate focus by all involved in the future.

It has been a humbling experience to serve the Association as President over the past two years. I would like to sincerely thank our CEO, the senior management team, my board and branch presidents for their outstanding support and dedication. We came together at a time when the Association was under some pressure, and I recognise the effort they have all put into keeping your Association as the peak industry body for water professionals in Australia.

I would also like to thank all the dedicated volunteers who work so tirelessly for the Association; the Association and its members are truly indebted to you all.

Lastly, I wish Francois Gouws, your incoming President, and his new board all the very best as they take us forward into our next phase of growth.

Peter Moore PSM Australian Water Association President

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Association news

PROCUREMENT

SAVINGS IN FOCUS

A

dopting best-practice approaches would save water utilities millions in procurement costs, and new KPMG and Australian Water Association research has shown utilities have room to improve.

For the Association’s Procurement Maturity in the Water Industry discussion paper, KPMG interviewed eight utilities and seven suppliers to better understand strategic procurement.

“Water businesses across Australia procure in excess of $7 billion of goods and services each year,” the paper states.

“The practice of procurement in the water industry has significant implications for the affordability of water and water services, and therefore, water security itself.

“In addition to lowering the costs of water provision, procurement also plays a key role in the continuity of water supply by ensuring that plant, equipment, spare parts and contractors are all available as needed to expand and maintain the water network.”

The research found that although many larger water utilities have procurement reform programs underway, there is still much more to be done if practices are going to reach maturity and deliver maximum benefits.

“Raised expectations from customers and regulators in regards to pricing and from internal business partners in relation to functional effectiveness and efficiency, place an imperative on procurement to accelerate and deepen this improvement journey,” the paper states.

The paper also explores KPMG’s model for procurement maturity as well as what best practice would look like when implemented in the Australian water industry.

The Association is keen for industry input on the findings. For more information, download the Procurement Maturity in the Water Industry discussion paper at bit.ly/discussionpapers

NIGHT OF NIGHTS: THE AUSTRALIAN WATER AWARDS

T

his year’s Australian Water Awards will honour the industry’s best and brightest against the backdrop of the Ozwater’17 Gala Dinner – set to be the social event of the season.

Held in the Grand Ballroom of Sydney’s newly minted International Convention Centre and generously sponsored by ANZ, nominees for all states and territories will be in the running to take home the top spot in their respective categories.

Organisational awards will be handed out for innovations in research, programs and infrastructure, as well as safety excellence. Individual awards include a junior water prize as well as a student water prize. But the question on everyone’s minds will be: who takes home the Young Water Professional of the Year and Water Professional of the Year awards?

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A new addition this year is the Frank Bishop scholarship for the National Young Water Professional of the Year, which honours the work of one of the Association’s founders.

The winner will be awarded an enviable list of prizes focused on their professional development, including complimentary access to their state’s mentoring program and state-based conference, and a full delegate registration to next year’s Ozwater conference, with an invite to present at the YWP Conference on the progress of their professional development over the past 12 months.

Tickets to the Gala Dinner and Australian Water Awards are available to Ozwater’17 attendees only, so be sure to register for the conference. To learn more, visit: bit.ly/Ozwater17

STRIKING A MATCH AUSTRALIAN WATER ASSOCIATION KICKS OFF INTERNATIONAL TWINNING PROGRAM BETWEEN AUSTRALIA AND VIETNAM.

A • • • • •

ustralia’s water expertise is now enabling Vietnam to achieve its water reform objectives with the launch of a twinning program between Australian and Vietnamese utilities. The five pairs are: Son La Water Company and Cairns Regional Council Saigon Water and Seqwater Binh Duong and Wannon Water, Victoria Phu Tho and Coliban Water, Victoria Hue Water Corporation and West Australia Water Corporation

With support from the Australian Water Partnership, the twinning program commenced following the third and largest Australian delegation to the Vietwater Expo and Forum in November 2016.

“The AWP is very excited to support this initiative and facilitate introductions and ongoing exchange activities between Australian and Vietnamese water utilities,” said Grantley Butterfield from the AWP. “The twinning program is a great example of how our two countries can forge strong alignment for shared goals in water reform, water management, capacity development, technological advancement and trade.”

At Vietwater, the Association and the Vietnam Water Supply and Sewerage Association facilitated agreements between five Australian and five Vietnamese water utilities on their twining program and thematic focus areas.

“The Associations paired utilities in such a way that it was of value to both the Vietnam utilities and the Australian utilities,” said Australian Water Association International Manager Paul Smith The principal objective of the twinning program is to help the Vietnamese Government in its efforts to achieve Sustainable Development Goal 6, which is aimed at universal access to safe and clean water. It will achieve this by offering Australian expertise to water professionals in Vietnam in their delivery of safe and reliable water and wastewater services.

Ozwater’17 International Program If you’re looking to branch into international markets, Ozwater’17 is a great place to start. Several workshops and events have an international focus, including a session on Tuesday May 16 that will explore international

Australian utilities are well placed to support Vietnam utilities on these issues, said Smith.

“The reforms Australia has enacted – especially relating to micro-economic reforms, private sector participation and more recently supply resilience – are the types of reforms the Vietnamese water sector is looking to implement,” he said.

In return, Smith said Australian water utilities can expect benefits such as staff development, and improvements to corporate sustainability and responsibility initiatives.

The Australian Ambassador to Vietnam, Craig Chittick, has endorsed the twinning program.

He said: “The twinning program will enable a new level of cooperation between the Australian and Vietnamese water sectors, ensuring that the expertise and experience of the Australian water sector are profiled and positioned to play a key role in the fast-transitioning water sector in Vietnam.”

Building on the momentum established and nurtured at Vietwater 2015 and 2016, the Association hosted the largest Vietnamese water delegation to Australia for Ozwater’16, including 60 Vietnamese delegates from across the water sector.

In addition to facilitating trade opportunities, the Association is also facilitating technology demonstration projects in rural areas of Vietnam, with a special emphasis placed on increasing access to safe drinking water, women’s empowerment and children’s health.

One project involves installing a low cost, advanced treatment technology in a school that serves 2000 students. The water treatment kiosks will be operated by women, with profits from selling water invested back into community enterprises to increase economic output.

“Our work is increasing access to safe drinking water in remote and rural communities that need it most, which will no doubt save lives by reducing water-borne illnesses.” opportunities for domestic delegates, said International Projects Officer Robbie Goedecke.

On the exhibition floor, the Association will play matchmaker between international delegates and Australian businesses. International delegates are encouraged to approach an Association staff member to enquire if there is an Australian business that might be able to meet their needs.

www.awa.asn.au

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Current THE AUSTRALIAN WATER ASSOCIATION MAGAZINE

I N D U S T R Y F E AT U R E S INSIGHTS INTO AND ANALYSIS OF THE FORCES SHAPING THE AUSTRALIAN WATER INDUSTRY.

18 22 26 30 40 48

A THIRSTY WORLD Mina Guli, CEO of Thirst, takes us through the global water crisis.

THE NEXT GENERATION Youth have the power to create change, says climate activist Xiutezcatl Martinez.

SHARING IS CARING This pair proves that the best mentoring relationships require give and take.

WATER, INTERRUPTED How can the water industry ride the wave of disruption that’s headed its way?

BIG CITIES, BIG CHALLENGES Australia’s two largest cities are set to test the skills of urban water planners in coming years.

FIRESTARTER Innovation is no longer a ‘nice to have’ – it’s a serious competitive advantage.

54 62 68 78 84 90

COURT OF PUBLIC OPINION Water hasn’t been exempt from fading faith in experts, authorities and science.

OUR MOB Opportunities abound for better collaboration with Indigenous communities.

PLUGGING THE LEAK Non-revenue water losses have plagued the industry for decades. What’s being done?

COLLECTIVE INTELLIGENCE Why everyone benefits when industry groups pool their data resources.

WHAT IS NEXT FOR WATER? Five thought leaders give us their take on the murky, varied and exciting future of water.

TRUE BLUE AUSSIE MEMBRANES Memcor membrane systems offer a case study for growth through innovation.

www.awa.asn.au

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Mina Guli

A thirsty world

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MINA GULI HAS BEEN A LAWYER, NAMED THE YOUNG GLOBAL LEADER FOR THE WORLD ECONOMIC FORUM IN 2010 AND NOW, AS THE CEO AND FOUNDER OF NOT-FOR-PROFIT THIRST, SHE IS ON A MISSION TO EDUCATE AND INFORM THE NEXT GENERATION ABOUT THE GLOBAL WATER CRISIS. AUSTRALIAN WATER ASSOCIATION: What is the scale of the global water crisis?

MINA GULI: The more I learn about the water crisis, the more I realise how urgently something needs to be done. Experts predict that by 2030, there will be a 40% greater demand for water than the supply of water available.

That number is astronomical. The World Economic Forum rated water as the number one risk to global society. When they consider all the risks in the world, to rank water as number one indicates the enormousness and severity of the task that's in front of us. Water goes into everything we use, buy and consume every single day. We don't just need it to live – we need it to live the way that we want to live.

AWA: Who is most affected by the global water crisis right now?

GULI: I think we feel like a crisis that's this big is not really going to affect us if we live in an urban area – we turn on the tap and water comes out.

But the water crises can affect us in a variety of ways. It can affect our ability to get access to drinking water. In São Paulo, for example, there have been domestic water restrictions such that there are days where you can't access water and people go to each other’s houses in order to have showers. It can affect industries where water allocation is limited, like factories in India that have had to figure out new ways to produce their products due to water restrictions.

Water affects our ability to produce power.

Water affects the ability to produce all the things that we use and buy and consume every day. It is literally in everything. When I calculate how much water went into the clothes that I'm wearing today, the computer I'm using – all of those things took more water to produce than all of the water I've drunk in my life so far.

AWA: What is Thirst doing to raise awareness about water consumption? What are some of the initiatives that you're directing?

GULI: We have three main initiatives. The first is education. Very early on we conducted research and found that more than 80% of millennials

surveyed didn’t know of or fully understand the severity of the water crisis. But once we informed them, their behaviour changed and, more importantly, the information was contagious in that they told others. Last year we had 400,000 kids graduate from our education program, which makes us very proud and excited. We launched this initiative in 2012, and we predict in 2017 that we'll reach almost 1 million kids.

The second program we run is an innovation competition. Last year we had 150,000 submissions; this year we forecast 400,000. Kids are tasked to come up with a technology-based solution to a water problem they see around them.

Those two are our grassroots, community-based projects. The third project that we do is our global project. It's what we call Run for Water. Last year, I ran the equivalent of 40 marathons across seven deserts on seven continents in seven weeks to symbolise the 40% difference between demand and supply for water. This year, I'm going to run a marathon a day for six weeks along six rivers on six continents to support the sixth Sustainable Development Goal, which is Ensure Availability and Sustainable Management of Water and Sanitation for All. It’s to raise awareness, but this time we’re also collaborating with companies to drive better water efficiency – or 'water fitness’ – through their supply chains.

IN ORDER TO START SOMETHING GLOBAL, YOU FIRST NEED TO START SOMETHING LOCAL. AWA: Why did Thirst choose Asia as its area of focus?

GULI: I think that the Asian region has severe water security concerns, some of which will be in the most volatile regions. For example, in China, there are huge water scarcity issues in the northern part of the country, but in the southern part they have massive water pollution issues.

www.awa.asn.au

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Dr p by dr p The size of the global water crisis can be overwhelming, so Thirst gives consumers information to empower small changes.

Drinking tea rather than coffee saves 120 I'm particularly interested in issues around water scarcity and water availability. When you see forecasts of water scarcity over the next 10 to 40 years, there are huge bands of red growing right around the middle of the world. Asia is one of the places that is going to be very badly hit, along with the Middle East and North Africa.

AWA: How do you tailor your approach to work in different communities?

GULI: In order to start something global, you ďŹ rst need to start something local.

Wherever you are, you need to have local experts on the ground who can help, support and guide you to ensure that the way in which you operate is adjusted to ďŹ t the culture and perspective of the people living in that community.

I think the most important thing to do is to be sensitive to their needs and demands.

litres of water

Cutting showers by three minutes saves 60

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Eating chicken instead of beef saves 2200

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Buying one less T-shirt saves

2700 litres of water Measurements in litres per year. Source: Thirst

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Xiuhtezcatl Martinez

TALKIN’ ‘BOUT

MY GENERATION

AT SIX, XIUHTEZCATL (PRONOUNCED SHOE-TEZ-CAHT ) MARTINEZ LENT HIS VOICE TO THE MOVEMENT AGAINST CLIMATE CHANGE. NOW, AT 16, HE SAT ON PRESIDENT OBAMA’S YOUTH COUNCIL, PRESENTED BEFORE THE UNITED NATIONS AND SUED THE US GOVERNMENT FOR FAILURE TO PREVENT GLOBAL WARMING.

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Australian Water Association: Why is it important for young people to be part of the conversation about climate change?

Xiuhtezcatl Martinez: What is happening now is going to have more of an impact on younger generations than any others; they have a huge stake in this issue, but don’t really have a lot of influence in our political systems or elsewhere. Our voices deserve to be heard because we have a lot to lose, but that also means we have a lot to gain by standing up and fighting for what we believe in.

I did run into problems with people not taking me seriously because of my age, which is something that I’m sure other young people experience. But once people heard what I had to say, their perspective changed because I wasn’t just some kid looking for attention – I actually had something concrete that I was speaking out for.

Youth hold a lot of power, and when they speak out for things they are passionate about, mobilise and connect with others, there is a lot that they can accomplish together.

ONE THING THAT CONNECTS US ALL IS THAT WE ARE FIGHTING FOR A BETTER WORLD FOR OUR CHILDREN AND FOR FUTURE GENERATIONS.

AWA: You found two things you were passionate about at a young age: music and activism. How can young people turn their passions into a career?

Martinez: I was six years old when I first spoke on a stage to people about climate change. I had a really important calling to try and be part of making a difference in the world and being a part of creating change. The direction of our future will be determined by how young people involve themselves in and engage with the world around them. If you find that intersection between something you’re passionate about and something you can channel it through, that’s where your voice gets amplified and gains influence to address important issues.

AWA: What is the value of strong networks?

Martinez: I always felt that I wouldn’t have been able to go down this path without having support from my family and my people.

Having networks of people and conversations wherever you go is crucial. When I reach out to others, I always get some good, constructive criticism about how they see things, which provides perspective and helps me relate to people more.

I’m involved with this organisation called Earth Guardians, which is a global youth movement that works with young people to take action against climate change and other important issues. It’s always epic to see the change that is happening around me; to see people walk away from meetings saying, “I’m going to go home and make this change to my lifestyle”, or “I’m going to start a garden crew in my community” is really powerful.

AWA: You’re Indigenous American, but one thing you say is everyone is indigenous to somewhere. What does that mean?

www.awa.asn.au

23

Xiuhtezcatl Martinez

Martinez: When I talk about being indigenous it isn’t just about blood lines or connections to my family or my ancestry – it’s about our connection to Earth, and this oneness and this respect that we have for the planet we walk on.

We all rely on the planet to provide the food we eat, the water we drink, the air that we breathe. The ‘indigenousness’ belongs to everyone, and if there is one thing that all people have a connection to, it’s to the planet.

If you look at climate change, it is a great opportunity for intersectionality to happen between movements. The issues surrounding climate change are not ones that affect only a few countries or cultures – they are affecting a wide variety of people – young and old, women and men, people of all colours. It’s something that underlies issues faced by disparate groups around the world.

This crisis is at a point where we don’t have a choice but to fight for change.

APATHY IS ONE OF THE BIGGEST ENEMIES OF THIS MOVEMENT [AGAINST CLIMATE CHANGE].

Now more than ever, we need people to come together in a way that leads to positive, solution-oriented conversations.

We might be divided in all these ways or focused on all these different movements, but one thing that connects us all is that we are fighting for a better world for our children and for future generations.

AWA: What is your advice for people here who want to take action, but don’t know where to start?

THE NEXT GENERATION OF SOLARPAK

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Martinez: I think there’s not enough mobilisation here in Australia. I think more can and needs to happen – people need to be more bold, because this crisis is huge and it’s affecting so many people already, but it’s especially important in a dry and hot country like Australia. You see it in the heat waves and weather pattern changes, in the bleaching of the coral reefs … those kinds of effects are just going to continue.

I think part of it is that you look at something like climate change, which is such a big issue, and it gets overwhelming. It’s easy to think, “I really don’t know how I can be a part of solving such a big problem”. Apathy is one of the biggest enemies of this movement.

For me, it’s about localising a global issue and realising the power that we as individuals have over the choices that we make every day.

Obviously, governments need to take action against climate change, but our

lifestyle has a huge impact on the way that the world is working right now. Sometimes people see this as the space for activists and politicians, but we have just as much of a responsibility as individuals to facilitate change through small solutions in our everyday lives.

BEHIND THE SCENES Since his first appearance onstage at just six years old, Xiuhtezcatl Martinez has travelled the world to create a global youth movement against climate change. In February 2017 he toured Australia, appearing on several major media outlets (including an episode of Q&A where he encouraged the youth of Australia to sue their government), as well as speaking with Think Inc. in Melbourne and Sydney.

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25

Mentoring

Mentor

Mentee

Deanne

Adam

Water Corporation

Aroona Alliance,

McDonald

Kaye

AM AD

E N N A E D

THE EXPERIENCE OF THIS PAIR SHOWS THAT SOME OF THE BEST MENTORING RELATIONSHIPS INVOLVE A BIT OF GIVE AND TAKE. As told to Rachael Brown

Water Corporation Age:

Age:

40+

34

Time in industry

Time in industry

25 years

10 years

dam Kaye had the same mentor for his seven-year career at Yorkshire Water in the UK. When he moved to Perth, he knew he wanted to find something similar. Enter Deanne McDonald, who brings with her some 20 years of experience in the commercial side of the water industry.

As colleagues at Water Corporation in WA, they not only provide each other with different perspectives on the same company – they swap their technical and business nous as well.

A

Industry experience gap

15 years

Mentor DEANNE McDONALD, WATER CORPORATION People can’t replicate each other’s experiences, so I think we all have a responsibility to share ours with each other. But it’s not just me, as the mentor, sharing – working with someone who comes from a different background gives me a different perspective as well.

I’ve been involved with the Western Australia branch of the Australian Water Association for six years, working with young water professionals in particular.

I have worked across the private and public sector, and for a bit as a consultant.

26

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From my observation, the water industry is full of people who have great technical knowledge but don’t necessarily have a broad view of the sector and the business side of it.

This means it’s easy to be really passionate about something, but more difficult to get things done. I wanted to become a mentor because I heard about some people hitting brick walls, and I felt I had something to offer from the commercial side of things.

On the flip side, I gained from Adam a better understanding of what happens on the ground. He will say something and I get this ‘aha’ moment of “I hadn’t thought about it in that way”, or “I didn’t realise that’s how you see it”.

When we both joined, we had to list not just where we’ve come from, but where we want to go professionally. I think that’s one reason he and I were matched – because we come from different professional backgrounds. We both had something to offer and learn from each other.

I could see from the beginning that Adam is ambitious in a good way, and he was really trying to build his skills and understanding of the sector. That appealed to me, because that was what I was interested in: helping to build an industry of well-rounded professionals. I think he was looking for help with his ‘rounding out’, if you will.

Having that variety of experiences and input is so valuable, and it’s something that makes a mentoring relationship unique.

Otherwise you just have the same conversation that you would have with your work colleagues. Talking through something

with another person who isn’t close to it like you are, or who comes at it from a different perspective means you can be a bit more objective about the issue.

I think the best thing a mentor can do is be a sounding board for their mentees, and providing a bit of guidance. Even just me asking him questions about why he is thinking a certain way forces him to stop and think about his approach and what it means for what he wants to accomplish.

One great thing about the Association’s mentoring program is that unlike some other ones, it doesn’t have an end date.

There’s an opportunity for it to be more flexible and evolve over time, depending on the two people participating. When we engage more people through this process, we broaden the membership base of the Association and our understanding of other parts of the industry, and that’s really important.

Mentee ADAM KAYE, AROONA ALLIANCE, WATER CORPORATION I’ve always tried to have a mentor. I had a mentor for the seven years I worked in the UK, and that really helped me understand my place in the world of work. I got an understanding of who I was, and it meant I had someone more experienced guiding me through difficult situations, and expanding and constantly challenging my standard way of thinking.

www.awa.asn.au

27

Mentoring

YOU CAN HAVE ALL THE TRAINING AND TAKE ALL THE RIGHT COURSES, BUT MENTORING IS THE LAST PIECE OF THE PUZZLE. ADAM KAYE When I moved to Perth from the UK three years ago, it was a big change; we all speak the same language, but it’s a different culture and an adjustment in terms of work.

I became involved with the Australian Water Association, which was great for helping me wrap my head around the Australian water sector and meeting like-minded people.

When I became involved with the Western Australia Young Water Professionals committee I felt it was a good time to step in and find a mentor again.

Deanne and I were matched through the mentoring program, and she has a wealth of experience. I’m an environmental scientist, and she comes from a commerce background, so we approach the water sector from a different view.

We both work for Water Corporation, but in different areas, so it’s an opportunity for both of us to learn about what’s going on in different parts of the business.

But beyond that, it’s good for someone to reframe things for you and to have someone who views things through a different lens.

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One experience sticks out in my mind. I was asked to take a new position – a secondment – for a few months, which I was very excited about. However, the offer was later withdrawn, and I was left in a bit of limbo.

I understood the reasons behind the withdrawal were outside my control, but I found it hard to deal with. I called Deanne, and she talked me through how I was feeling and helped me reframe the situation and put a plan of action together to move forward.

Having a mentor is quite humbling in that regard. The saying ‘you can’t see the woods for the trees’ applies here.

Sometimes I come away from one of our meetings, and I’m hitting my forehead going “Why didn’t I think of that?”.

Deanne brings clarity and a different perspective to things.

I think you need a person who won’t just tell you what you want to hear, and who will pull you up on things. A mentor isn’t there to just hear me vent over a cup of coffee: Deanne forces me to be constructive and look at things in a different way, and she imparts knowledge she’s gathered through her experiences.

You can have all the training and take all the right courses, but mentoring is the last piece of the puzzle in terms of career development. There is a mentor out there for everyone, and there is a lot of goodwill in the water community.

To get involved in the Australian Water Association’s Mentoring Program, as either a mentor or a mentee, contact your state branch.

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Innovation and disruption

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THINGS HAVE BEEN BUSINESS AS USUAL FOR YEARS, BUT THE SHADOW OF DIGITAL DISRUPTION IS STARTING TO LOOM LARGE OVER THOSE IN THE INDUSTRY – ALONG WITH WARNINGS TO INNOVATE OR PERISH.

By Joshua Hoey

igital disruption – it’s an oft-used phrase that makes some cringe. The reason it’s so popular, though, is because it perfectly articulates the upheaval many sectors are experiencing at the hands of the ongoing digital revolution.

The possibilities brought by the internet and high-speed wireless networks are seeing many traditionally stable sectors upended, seemingly overnight. Look no further than transport and Uber, or hospitality and Airbnb.

A 2016 Productivity Commission report found that Australia “has yet to see digital technologies … result in substantial disruption at a sector- or economy-wide level”.

However, change is on the horizon: the energy sector is already seeing some early indicators of digital disruption, and while the water industry has largely avoided turbulence, that won’t be true for much longer.

Cloud-enabled sensors, the Internet of Things, technology transfer from other sectors, digital platforms and big data are all making an appearance in the water industry. With digital disruption at the gates, water utilities – especially those with

D

significant works or ageing infrastructure – need to move now to take advantage of such disruption and get ahead of the curve.

NAME IT TO TAME IT So, what is digital disruption? Firstly, it’s more than just augmenting existing business models with digital platforms.

“It’s using digital technology to achieve a 10-fold change in the business environment,” said Emilie Sydney-Smith, CEO of Unearth Corp, a consultancy that integrates aerospace, defence and mining technology into other industries.

Cambi’s Technical Director Bill Barber, who specialises in renewables, says that the water industry’s slow rate of technology development and built-to-last infrastructure projects have insulated it from most disruptions.

“You’re not going to buy a new digester every year just because next year’s is slightly improved,” Barber said.

“It’s a balancing act for water companies. They have to ask, ‘How do I spend money today on technology that’s still relevant 10 years from now?’.”

Innovation and disruption

Barber said the sector’s traditionally conservative nature and a lack of incentives are also to blame for a slower uptake of new technology.

“If there was no monetary benefit or regulatory requirements, the default would be to do nothing,” he said.

However, growing awareness about global warming and the need for water conservation in Australia’s dry climate is going some way towards providing an incentive for change.

“With the drought, everyone recognised that we were in this together and needed to work together to preserve this commodity. We know that climate change will impact water in the exact same way,” said Accenture’s APAC Energy Consumer Services Lead Charlie Richardson.

THE IMITATION GAME Although talk of digital disruption is often centred on the retail space, players such as energy utilities are beginning to feel the pinch as well.

Australian solar company Suntrix has disrupted the way residential customers generate and receive their electricity.

Cost-effective sensors and automation have enabled the company to provide their customers with real-time data on their solar panel performance.

Suntrix’s Managing Director Jenny Paradiso described the change as simple, but the potential for sector-wide upheaval is significant. [see breakout on page 37] New Zealand-based Powershop is another player in this space. The electricity retailer start-up is reimagining the way customers purchase and monitor their usage.

Powershop has disrupted long established sales models by providing customers with a simple mobile app that they can use to purchase electricity in clearly priced units. The app also shows customers their electricity

IT’S A BALANCING ACT FOR WATER COMPANIES. THEY HAVE TO ASK, ‘HOW DO I SPEND MONEY TODAY ON TECHNOLOGY THAT’S STILL RELEVANT 10 YEARS FROM NOW?’. BILL BARBER, CAMBI

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Innovation and disruption

consumption and the associated price tag. It’s a world away from traditional paper or even email bills, and Powershop says it’s creating engaged customers that have a real sense of the cost of electricity prior to and during consumption.

Such disruption on the customer side hasn’t really begun to materialise in the water industry, said Accenture’s Richardson, who noted a definite lag in this respect.

“Consumers today are accustomed to not having to call their banks or telecom providers when they have an issue, so why would they want to call their water provider or deal with paper bills?”

Richardson said that change on this side of the business is slow globally, even though almost every water retailer will have a digitalisation strategy.

“There’s a definite move away from paper [to digitalisation]. It’s just a question of how quickly, with what technologies and how broadly to go at the beginning,” he said.

READY PLAYER ONE There are already other signs of emerging digital disruption in the water sector. On the asset and infrastructure side of the business, more utilities

SMALL PRICE FOR BIG DATA Network communication standards might seem far from the water industry’s core business, but they’re currently the focus of pilots that have the potential to change the way utilities operate. Water conservation consultancy WaterGroup is leading the charge with wireless network technologies that provide monitoring and data collection at lower costs.

Wireless networks are essential for interlinking the remote sensors that form the backbone of smart water networks. Utilities have used 3G networks from major telecommunication companies, but network and data delivery costs increase with more sensors, thus limiting the size and scope of smart networks.

34

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Next-gen network standards like SIGFOX and Low Power Wide Area Network (LoRaWAN) offer better signal strength and longer battery life at lower operating costs.

“Machine-to-machine data plans from the major telcos start at $5 a month; these new networks can cost as little as $2 a year” said WaterGroup’s Senior Smart Metering Coordinator Rian Sullings.

WaterGroup has rolled out smart metering for Australian utilities on these new networks, and Sullings said there’s potential to deliver data at zero cost.

With decreased costs and ease of access, even small-scale municipalities and institutions such as hospitals and universities

THERE’S A DEFINITE MOVE [TO can deploy DIGITISATION]. smart networks to IT’S JUST A monitor and reduce water use.

QUESTION OF “The sheer volume HOW QUICKLY, of data collected, and the quality, will increase.

WITH WHAT That volume will lead TECHNOLOGIES to more automation and insights that can be AND HOW gained from that data. It will be important to turn BROADLY TO that data into something GO AT THE insightful, into some sort of action to improve efficiency BEGINNING. or improve customer experience,” said Sullings.

CHARLIE RICHARDSON, ACCENTURE

UTILITY OF THE FUTURE If a pipe bursts in the night, does anyone notice? Here’s how some of these innovations and digital disruptions might help water utilities better manage assets and customers.

A pipe bursts in a residential neighbourhood.

Smart meters at the site stop reporting data back to the utility, and the system registers a suspected incident in the area.

Residents are immediately notiďŹ ed via text and the water utility’s app, and a social media campaign is launched to post updates.

Residents can opt in to receive additional notiďŹ cations about their progress.

A repair job is created. Remote tracking identiďŹ es and dispatches the closest technician(s) to the site.

Information is sent to them en route, and they use apps to call for additional help.

Temporary supplies are switched on.

Affected areas are agged, and customers in those areas are given priority by customer service. Marketing begins damage control on social media and online.

Once the problem is ďŹ xed, affected customers receive a text message letting them know, along with tips on what to do now. Follow-up texts are sent to ensure service is back to normal.

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are looking at investing in cloud-based networks of smart sensors to improve efficiency and reduce ongoing maintenance costs.

“When it comes to managing the pipes, the maintenance and the field force, there’s been a lot of advancement there and a lot of work on making sure the infrastructure is stable, safe and robust,” said Richardson.

Future-proofing ageing infrastructure is the most common place to start, and will drive automation and digital disruption elsewhere in the sector.

“I have seen a lot of disrupters on the industry side who are trying to make devices cheaper and cheaper, smaller and smaller, and do more individual tasks rather than multiple tasks,” said Schneider Electric National Water Segment Manager Simon Zander.

For example, water conservation consultancy WaterGroup is currently installing a network of advanced acoustic sensors integrated with a cloud-based system for Sydney Water. The sensors independently detect possible leaks when water use is low, and then work together to triangulate and pinpoint them. The technology to do this has been around for some time, but cheaper sensors with improved acoustic technology mean utilities can install more sensors at low cost, while cloud-based networks facilitate mechanisation.

LOOK AT WHAT’S AVAILABLE OFF THE SHELF FROM OTHER INDUSTRIES. THERE’S AN OPPORTUNITY TO COPY AND REALLY BENEFIT. EMILIE SYDNEY-SMITH, UNEARTH CORP

Although the water industry hasn’t seen much digital disruption, Australia’s energy sector is seeing big changes in how customers buy, use and manage their electricity.

Energy company Suntrix, which sells and installs renewable solar energy setups for businesses and homes, is disruptive. The company operates in a market dominated by centralised electric utilities. But automation and wireless networks have pushed that disruption further. The company developed myWatt, an app-based monitoring system that allows users to see in real time how well their solar system is performing.

“It’s the first stage, but a very simple one: being able to track your solar to know your investment is working properly,” said Suntrix’s Managing Director Jenny Paradiso.

Customers can also monitor their energy consumption through the app, allowing businesses or residential customers to modulate their energy use to match their generating capacity. The app can help customers change consumption behaviour, but it’s bigger than that.

Customers can sell excess generation directly to the wholesale market, but sharing energy directly between users would typically require some level of grid reconfiguration. Automated data collection, apps like myWatt and even battery storage have laid the foundation. Mini-grid trials are already underway in Victoria and South Australia, using data automation and battery storage to truly decentralise power generation.

“The next step is actually to share data and potentially share energy, and also use the Internet of Things,” Paradiso said.

This kind of digital disruption is even driving some unexpected changes to traditional business models. In Western Australia, the state’s largest energy provider, Synergy, is making moves to keep their grid relevant. The company is using software similar to Bitcoin to track electricity production so those generating solar power can sell energy through the grid to any end-user they choose.

“It’s all automated; the sensors detect the noise, do the correlation and then either log the findings or send out an alarm – whatever action is needed,” said WaterGroup Sales Manager Matthew Searles.

Although there are signs of increased monitoring and data generation, Searles said utilities must increase cloudbased sensors and networks to obtain the level of data and automation required by next-gen smart networks.

“A lot of this data … utilities don’t have it to the degree that you can get from a cloud-based system. They don’t have the number of sensors out in the field required to give them anything of value,” said Searles.

TEST THE WATERS Automation and digital disruption are inevitable, which means water companies, and the industry as a whole, need to find ways to stay ahead of the curve and thrive in new and competitive environments.

Unearth Corp’s Sydney-Smith said those in this industry should collaborate with other sectors to drive technology transfer and gain a competitive edge.

Autonomous pipeline pigs from the oil and gas industry for maintenance and monitoring are just one example.

Shallow radar sounding from the aerospace sector, advanced network platforms from defence and graphene membranes are a few more examples of technology developments from other sectors that hold considerable potential for use in the water industry.

“Look at what’s available off the shelf from other industries. There’s an opportunity to copy and really benefit,” she said.

As an example, Sydney-Smith points to Raytheon, a large aerospace and defence company.

“They have software that can integrate big data from multiple utilities to create a single dashboard and manage that in a very cohesive way.”

The companies and utilities that will really gain the most from digital disruption are those who adopt technology early.

“As things are taking off, there are big opportunities to get involved in pilots and get access to new technology at advantage price points, along with preferential treatment from suppliers,” said WaterGroup’s Senior Smart Metering Coordinator Rian Sullings.

Pilots offer a way for utilities to take a measured risk on prototyping innovation while trialling new approaches and emerging technologies. However, Sullings warned that ‘safe’ pilots with predictable outcomes won’t cut it.

Cambi’s Barber agreed: “I get frustrated because I see a lot wrong with the industry and the way it does things.

There are too many who are happy with the status quo.”

When it comes to new technology and taking up digital innovation, he says companies need to take a risk.

“We need more companies ready to take a leap of faith.”

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Urban growth

A tale of two cities WITH AUSTRALIA’S POPULATION SET TO DOUBLE IN THE NEXT HALF CENTURY, SYDNEY AND MELBOURNE’S WATER INDUSTRIES HAVE THEIR WORK CUT OUT FOR THEM.

By David Barbeler

ike a pair of pimple-faced, gangly teenagers, Sydney and Melbourne are set to experience growing pains that will test existing infrastructure like never before. No sector will tell their coming-of-age story better than the water industry, which will need to cater for an extra million thirsty mouths per decade over the next 40 years.

As of March 2017, water levels in Sydney and Melbourne dipped to 85.9% and 67.3% of capacity respectively. Last decade’s Millennium Drought brought those numbers to a critically low 32% and 25.5% before the skies opened up.

An extra million people – or two or three – in a similar scenario, combined with increasing temperatures, has the potential to spell disaster.

L

IN THE WORKS Fortunately, double the people doesn’t equate to double the water usage.

“Demand from our water supply system is projected to rise from around 530 billion litres per year to 740 billion litres per year by 2064,” said Sydney Water’s Principal Analyst Marcia Dawson.

“For comparison purposes, total water demand in 1990-91 was 665 billion litres a year, and there were around 1.2 million fewer people in Sydney than now.”

This reduction is due to a range of factors, including more apartment living, improved appliance efficiency, requirements for water-efficient housing, changes to industry, increased recycling and the ongoing success of education campaigns since the Millennium Drought.

For example, Melbourne Water reintroduced a voluntary water efficiency program called Target 155 just last year.

“The average water consumption in Australia is around 200 litres per day per person,” said Sandra Dodds, chief executive of urban infrastructure for Broadspectrum.

“But where there have been challenges around water, we’ve seen that we can reduce that to 100 litres a day through innovative water-saving solutions, or reviewing usage patterns and influencing a better usage approach.”

However, educating the public is far from a silver bullet.

“As populations continue to increase, more investment will be needed, particularly in ‘manufactured’ water sources such as recycled water and desalination, to supplement supply,” Dawson said.

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Urban growth

MELBOURNE 1927 1932

Maroondah Reservoir completed in 1927, O’Shannassy Reservoir in 1928 and Silvan Reservoir in 1932, increasing water storages threefold.

Population grows to

993,800 1946 1957

Construction of the Upper Yarra Reservoir and a major scheme of pipelines and tunnels, tripling water storage to nearly 300,000 million litres.

Population grows to

1,677,100 1971 1973

Cardinia and Greenvale Reservoir construction completed.

Population grows to

2,686,400 1984

The Thomson Reservoir is connected to Melbourne.

Population reaches

2,942,787 2007

Plans begin to divert water from the Goulburn River to Sugarloaf Reservoir, construct a seawater desalination plant, upgrade the Eastern Treatment Plant and reconnect the Tarago Reservoir to Melbourne’s water supply network.

Population reaches

3,841,760 2010 2016

Sugarloaf Pipeline is connected, providing the biggest boost to the city’s water supply system in more than Eastern Treatment Plant upgrade completed in 2012.

Population grows from 4,105,857 to

4,719,765 Source: Melbourne Water and ABS

PUSH TO START How else will authorities and utilities in Sydney and Melbourne keep up with their population booms? Through a mix of new technologies, smarter water recycling systems and a dose of right place, right time strategic planning.

“The location and timing of growth is important,” Dawson explained.

“Infill-type development in systems already at capacity, or new development in areas with tough terrains, are more expensive for us to provide services to.”

Meanwhile, Melbourne Water is implementing a range of strategies, including working with customers to harvest stormwater, reusing treatment plant effluent and increasing connectivity across its water supply system.

Infrastructure is taking a central role.

Sydney Water’s total infrastructure budget for 2016-2020 is $2.2 billion.

Projects include commencing construction of a $27 million project at Oran Park to create a new wastewater pumping station, and 8km of pipelines that will cater for 7000 new dwellings.

They’re also working with the City of Sydney on a $100 million project to construct a 2.4km underground stormwater drain servicing 40,000 residents moving into Green Square.

Melbourne Water, on the other hand, delivered $83 million in capital works over the past 12 months to sustain its water supply system, according to Chris Williams, general manager of integrated planning.

This included renewing ageing water

transfer assets, the largest being the Essendon-to-Footscray pipeline ($16.8 million), as well as investments to meet population growth predictions, particularly the St Albans-to-Werribee pipeline ($11.2 million).

But fears persist that the industry as a whole is leaving its run a little too late.

“In broad terms, there are areas where I don’t think we are keeping pace in Australia,” said Scott Rudram, director at Atlas Engineering Group.

One reason is a hesitation to invest in emerging technologies that do not have a locally proven track record.

“People rarely want to be on version 1.0.

They want somebody else to go through the hard yards and then jump on board for version 1.3 or 1.5,” Rudram said.

RAZOR’S EDGE Population growth is far from an isolated challenge, according to Manager of City Shaping at Sydney Water Paul Mulley.

An ageing asset base, environmental standards, rising energy prices and climate change will put pressure on prices for water, wastewater and stormwater services over the long term.

Then there are challenges associated with increased runoff from densification.

“With more impervious surfaces such as roads and roofs, higher temperatures and runoffs are expected,” Mulley said.

“We’ll need to provide infrastructure solutions for flooding, such as we did at Sydney’s Green Square.”

It’s also important the environment isn’t overlooked.

PEOPLE RARELY WANT TO BE ON VERSION 1.0. THEY WANT SOMEBODY ELSE TO GO THROUGH THE HARD YARDS AND THEN JUMP ON BOARD FOR VERSION 1.3 OR 1.5.

SCOTT RUDRAM, ATLAS ENGINEERING GROUP

The Netherlands is one country at the forefront of urban water management.

Dutch architect Quist designed this reservoir in Rotterdam shaped like a droplet.

www.awa.asn.au

43

Urban growth

Professor Jurg Keller, chief research officer at the CRC for Water Sensitive Cities, said liveability and sustainability issues are severely underrated factors when planning for a community’s future.

That’s because planning decisions are often made on economic principles.

But how do you appraise a single tree?

Is it in the cool shade it offers, the community meeting area it creates or the runoff water it soaks up?

“Turning all that into a single dollar value is a key challenge,” Keller said.

He added that another challenge in growing cities will be the increased pollutant concentration in wastewater.

“Sewer lines will run slower and have longer runs, which means they will smell more and have more corrosion issues.”

And there are budgets to consider, which have dropped in recent years.

“The trend is for asset owners to extend the life of existing water plants and facilities by investing in upgrades as opposed to building new assets,” said Broadspectrum’s Dodds.

KNOWN UNKNOWNS Where challenges beckon, opportunity knocks. For example, changes to urban landscapes mean more alternative water

resources such as stormwater, said Melbourne Water’s Williams.

We will start to see more and more of this way of thinking, added Keller.

“With new developments we’re starting to think ‘hang on, do we need to supply potable water for everything we do?’. You can’t take that approach in existing developments because it’s just too expensive,” Keller said.

“Take a look at the electricity sector,” added Dodds.

“People are now generating their own power and selling it back to the grid.

We need to look at ways to empower the consumer to become more self-sufficient, such as using rainwater for flushing the toilet instead of using potable water,” she said.

In the short term, public education will remain the industry’s main hedge. This is partly because it’s not time for panic stations, and as Rudram pointed out, we truly don’t know what the future holds.

“Over the past 15 years, there’s been such a proliferation of new technology that to plan accurately for the next 15 years is really difficult,” Rudram said.

“So the strategy has to be adequately agile and have enough insurance built into it that it can adapt as technology develops and as opportunities present themselves.”

THE TREND IS FOR ASSET OWNERS TO EXTEND THE LIFE OF EXISTING WATER PLANTS AND FACILITIES.

SANDRA DODDS, BROADSPECTRUM

SYDNEY 1901 1935

1,245,590 1942 1960

CASE STUDY

WHEN IT RAINS, IT POURS The island city-state of Singapore has a population of 5.6 million people crammed into an area of 7797km2 – an average of 718 people per square kilometre. For comparison, Sydney has a density of 396 people per square kilometre, and Melbourne 454.

After the country’s main source of water, Malaysia, indicated it would increase prices significantly, Singapore had to find new ways to slake its thirst. In 1998, the city embarked on a plan to become self-sufficient with an integrated water management approach.

It labelled its new policy “Four Taps”: the first and second taps represent local water catchments and water imports; the third is its

Drought hits the nation, leading to the building of the Cataract, Cordeaux, Avon and Nepean Dams.

Population nearly triples from 496,990 to

Another severe drought hits, leading to the construction of Warragamba Dam. Population grows from 1,363,010 to

2,132,680 1977

first reclaimed water plant; and in 2005 the fourth tap was turned on when the country opened its first seawater desalination plant.

This groundwork allowed Singapore to let its first water agreement with Malaysia expire in August 2011. Another agreement remains in place until 2061.

However, the country aims to become self-sufficient before that deadline by ensuring reclaimed water makes up 50% of supply, desalination another 30%, and internal catchments the final 20%.

Shoalhaven Scheme introduced, resulting in Warragamba Dam top-ups from other dams.

Population hits

3,168,100 1996 2010

Sydney experiences a severe drought, and water levels in Warragamba Dam drop to 32%. NSW Government develops Metropolitan Water Plan to safeguard against future droughts.

Population leaps from 3,856,646 to

4,555,516 Source: Sydney Water and ABS

44

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Urban growth

GROWING Australia’s two largest cities have had a rivalry for years.

21

10

SYDNEY’S TOTAL DAM AND CATCHMENT CAPACITY

MELBOURNE’S TOTAL DAM AND CATCHMENT CAPACITY

DAMS AND RESERVOIRS SUPPLYING GREATER SYDNEY

2581

DAMS AND CATCHMENTS SUPPLYING MELBOURNE

1681 GL

GL

Sources: WaterNSW; NSW Government; Melbourne Water; Sydney Water; Water Outlook for Melbourne report; Australian Water Association Water Security for All Australians discussion paper; Australian Bureau of Statistics; Victoria Department of Environment, Land, Water and Planning.

46

www.awa.asn.au

PAINS How does their water resource management compare?

2070

2065

WATER INFLOWS TO KEY SYDNEY DAMS COULD DECREASE BY

AVERAGE INFLOWS TO MELBOURNEâ&#x20AC;&#x2122;S CATCHMENTS COULD DECREASE BY

%

%

50

25

8,580,556 8,493,740 WATER USE PER PERSON PER DAY

293L

2061 POPULATION GROWTH

SYDNEY

166L

MELBOURNE

5,069,617 4,699,149 MELBOURNE

2017

SYDNEY www.awa.asn.au

47

Innovation

SPARKING FRESH THINKING INNOVATION IS NO LONGER A ‘NICE TO HAVE’ – IT’S A SERIOUS COMPETITIVE ADVANTAGE. BUT HOW CAN THE WATER INDUSTRY FOSTER CREATIVE PROBLEM-SOLVING IN ITS RANKS?

By David Barbeler

t’s not uncommon to hear people say that being innovative is not in their remit – that it’s the realm of creative types. The truth is that more than ever, innovation is making its way into a wide range of job descriptions, across a variety of functions. This prompts the question: Are innovators born, or made? The answer is both, in which case it pays to cast a wide net.

That’s because innovation can arise from the most unlikely sources, said Dr Marlene Kanga, a board member of Innovation Science Australia and Sydney Water.

“Employees, contractors and customers can be a source of great ideas. It’s best for organisations to be open to innovation and facilitate how these can be put forward and tested,” she said.

I

GAINING MOMENTUM Water utilities have coasted for decades using traditional business practices, but Kanga warned the industry could find itself at a disadvantage if it’s unprepared for disruptions like those that have completely up-ended other industries.

“It’s important for the industry to be proactive and consider what these disruptions might be and then develop strategies to accommodate them,” she said.

Queensland Urban Utilities (QUU) is one water utility that’s leading the way, as acknowledged when it was listed on BRW’s Top 10 Most Innovative Companies List for 2015.

The utility is very young by industry standards – formed in July 2010 – so they had to adopt an innovative approach from the get-go in order to compete against more established players.

“All businesses need to generate a competitive edge, and it has to be from within,” said QUU’s Innovation, Research & Development Manager Colin Chapman.

“For decades the water industry has employed a traditional approach: invest strongly in assets and build

things that will last 100 years. Today it’s more about maintaining affordability, and having flexible and agile options. The mindset has shifted.”

City West Water (CWW) is another utility diving into more forward-thinking approaches. The Victorian Governmentowned retail water business just hired its first ever chief information officer. It’s a critically important role, said Managing Director David Ryan, and one that will help the organisation get on the front foot technologically.

“Customer expectations are changing enormously, and a way to deliver extra value is through technology. This is a field that is changing frequently, and so we wanted someone to bring in the best thinking from outside our organisation,” he said.

Technological innovation is also allowing CWW to be proactive about asset management, and even anticipating problems before they arise, said Ryan.

“It will help us understand the condition of our assets better so we can renew and replace them at the right time.”

Innovation helps organisations better manage other assets as well – namely its people. Chapman said that nurturing and encouraging talent to think differently and put their hand up helps retain staff and attract better talent.

In fact, ABS figures collected in 2012-13 show that twice the proportion of businesses that undertook some sort of innovation activity – regardless of whether those innovations were implemented within the year – reported an increase in productivity compared to those that didn’t.

A PERFECT MATCH Innovation hubs, chief innovation officers, innovation workshops … there are many ways to approach this issue, said Dr Kanga. Some are large and far-reaching; others can be small and targeted. The trick is to figure out what will work best within your organisation’s culture.

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Innovation

INNOVATION HAS TO BE VERY TARGETED. OTHERWISE YOU’LL GET RUBBISH IDEAS LIKE, ‘LET’S HAVE THREE-PLY TOILET PAPER INSTEAD OF TWO PLY’.

DR AMANTHA IMBER, INVENTIUM

Successful ones include the award-winning Beaudesert Nutrient Offsets Project, where a 500m bank of the Logan River was re-engineered to prevent 11,000 tonnes of sediment entering the waterway each year. Another project involved the introduction of floating wetland mattresses on lagoons at the Forest Hill Sewage Treatment Plant, which have cut its chemical and electricity use by 25%.

“It’s not about rigour: It’s about giving permission, space and freedom to develop campaigns that aren’t in isolation or duplication,” Chapman said.

STICKING THE LANDING “Some organisations have regular innovation forums where ideas are presented, others have a marketplace where votes are cast for the best ideas, still others have ‘skunkworks’, where employees can work on a new project for an agreed amount of time each week,” Dr Kanga explained.

She said that although some innovations at Sydney Water are driven top-down, staff are encouraged to promote ideas to improve efficiency and customer service.

“For example, two of our systems operators devised a simple but innovative operation to improve sewer pump performance. It was initially aimed at improving safety for our staff who had to manually clean the pumps.

“However, the simple innovation of dropping levels in the pumps to allow auto-flushing of materials has improved pump performance and generated millions of dollars in savings for the utility.”

QUU is also tackling innovation from both ends of the organisational hierarchy, said Chapman.

Employees can pitch their ideas online, at meetings with management, or by seeking out the help of volunteer innovation representatives throughout the business. So far this approach has been successful – more than 200 ideas have been proposed by staff members.

Innovation psychologist Dr Amantha Imber makes it her business to study innovative cultures and what makes them tick. According to her, “innovation has to be very targeted.

Otherwise you’ll get rubbish ideas like, ‘Let’s have three-ply toilet paper instead of two ply’.”

Imber, a best-selling author and founder of Australian innovation consultancy Inventium, uses the latest peer-reviewed scientific findings from psychology and neuroscience to help organisations gain a competitive edge through innovation.

“We dissect what’s been scientifically proven to drive innovation and we make it really accessible for companies to use,” explained Imber, whose firm helps Fairfax compile AFR’s Most Innovative Companies list.

One problem she observes in organisations is teams running full-day idea generation sessions and making important decisions about which ideas to progress towards the end of the day.

“Decision fatigue sets in, our willpower becomes compromised and we simply take the path of least resistance, which means going for the least risky, safest option. You can’t afford to do that with innovation,” she said.

Instead, Imber recommends organisations replace full-day

MYTHBUSTERS Dr Amantha Imber exposes some of the biggest misconceptions about innovation

Myth: Just ‘Google’ it Busted: One big innovation myth is that if we just do what Google does we’ll be innovative. For example, decking out meeting rooms with upside down chairs and the like. It’s all very tokenistic.

Myth: Start at the bottom Busted: I hear a lot of companies talk about bottom-up innovation where it’s led by staff or the frontline.

While that’s very important, it needs to be driven from the top down with bottom-up elements.

Myth: Innovator = expert Busted: A lot of what is said about innovation is just someone’s opinion; it’s just fluff. It might sound good, but there’s no evidence that it will work and is in fact really bad advice, which is ultimately very risky.

Myth: Suggestions always welcome Busted: Some companies simply install a suggestion box and think that’s innovation.

But if you haven’t thought about the challenges you want solved, feedback loops or who will manage the ideas, it can decrease engagement.

Innovation

IT’S CRUCIAL FOR MANAGEMENT TO DEMONSTRATE THEY ARE OPEN TO ‘HAVING A GO’ WITHOUT FEAR OF FAILURE. DR MARLENE KANGA, SYDNEY WATER

idea generation sessions with back-to-back half days in the mornings – when the mind is still fresh.

TRUST FALL Innovation by definition involves an element of risk, yet government bodies and utilities are notoriously risk-averse.

How do they overcome that mindset?

Dr Kanga said it was crucial for management to demonstrate they are open to “having a go” without letting fear of failure get in the way.

“It is also valuable to partner with innovating companies and with research institutions,” she added.

Imber agreed, saying, “Failure can no longer be seen as a dirty word”.

With the right systems in place, Imber said you don’t need to bet the house. Instead, it’s best practice to place lots of mini-bets, akin to how a financial adviser will set up a diversified portfolio.

“We teach our clients to run very fast, very cheap and very efficient experiments where they might spend one or two thousand dollars testing key hypotheses around an idea that might add value to customers,” she said.

“We can very quickly learn whether the idea has got legs and needs a bit of iteration, or whether we need to kill it.”

This not only ensures you’re casting a wide net, but also guarantees a pretty wide safety net as well.

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Community engagement

Hearts s

By Thea Cowie

f there’s one word that encapsulates what the water industry is up against in a post-truth era, it’s ‘Poowoomba’. The unfortunate pun kept the recycled water ‘yuck factor’ front-of-mind for voters in the 2006 Toowoomba Water Futures Referendum. And the ‘no’ campaign’s ultimate success provided a great example of how people reach opinions, said University of Queensland’s (UQ) Dr Nina Hall.

“Research around trust and community opinion shows that people can go from having no concept of a topic to having an opinion very quickly,” said Hall, program manager at UQ’s Sustainable Water, Global Change Institute.

“In contrast, they’re very, very slow to change their opinion once it has been set.”

This effect has been compounded by the rapid expansion of media channels and a rising sea of misinformation. There’s no need to explain how quickly a Facebook thread can get derailed by ‘alternative facts’.

Considering the modern growth of mistrust, Executive Director of the newDemocracy Foundation Iain Walker levelled some of the blame at so-called ‘experts’ and the proliferation of mass media.

“In some ways it has originated from selectivity around sources; there’s grounds to the feeling that you can find an expert to say anything,” said Walker.

“There are simply far too many examples of analysis fitting the paymaster.”

I

TABULA RASA Something else that has changed in more modern times is the sense of individual agency, Hall suggested.

“As citizens we are now more empowered that our personal opinions do matter, that we will be consulted and that we can make a difference,” she said.

It’s clear that now more than ever utilities need to engage genuinely and directly with the communities they serve. But how?

Firstly, engage early and ensure a sufficient budget for deep and long-term community engagement so that people feel they can actually influence a decision, Hall advised.

“Often community consultation is at the very end and can – at the worst – be perceived as a box-ticking exercise,” she said.

“The earlier engagement occurs on big decisions, the better the outcome is long term for all involved.”

Walker added that you should always start with a ‘blank sheet of paper’, which means testing more than just your preferred solution.

“For example, if you ask, ‘What do you think about our plan to deliver recycled water?’ you’ve already pre-loaded an answer. Instead, ask people ‘How can we best meet the country’s water needs?’,” said Walker, who avoids the term ‘community engagement’ all together, referring instead to a process of ‘public decision-making’.

AUTHORITY FIGURES Another consideration is that who delivers the message can have just as much of an impact on public opinion as what they say.

Take it from Victoria University Research Fellow Daniel Ooi, who has studied the social and psychological barriers to purified recycled water.

“People in water management, scientists and planners need to raise issues early so that the first time people hear about it, it’s not coming from a politician’s mouth,” he said.

“Surveys show scientists and engineers in institutions like CSIRO and water authorities are generally seen as quite credible. They’re understood to base their decisions on ideas that have come about as a result of rigorous standards of research and technical knowledge.”

Ooi also noted that once an issue became politically polarised it became much harder for experts to cut through the noise.

“Desalination in Victoria was so controversial partly because the scientific issue of whether it was good or not became a proxy for what political party you supported,” he said.

“Bipartisan support is one thing that the water sector in each state needs to aspire to.”

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Community engagement

FLUORIDATION AND THE COURT OF PUBLIC OPINION

A VOICE IN THE CROWD One utility that has realised the importance of who is delivering the message is TasWater.

As the utility works to roll out dozens of infrastructure upgrade projects, General Manager of Corporate and Community Relations Juliet Mercer has found it’s often best to have relevant experts and community members meet face-to-face.

“If it’s a water quality issue, I take a water quality expert into the community with me; if the issue has to do with infrastructure, I take the relevant subject matter expert with me,” Mercer said.

Bringing people with authority can also reinforce the message that community input can genuinely influence decisions, said Walker from the newDemocracy Foundation.

The organisation is a proponent of decision-making through small, face-to-face meetings of a randomly selected group of community members.

“Let’s not get the loudest and most passionately interested who will never change their position,” said Walker.

“Random selection puts a very different group of people in the room and there’s absolutely scope for everyday people in these decisions. It’s the same principle behind why we trust the criminal jury.”

However, it’s also important that water utilities keep in mind the level of knowledge and understanding community members might have about an issue, said Mercer.

It’s unlikely that individuals will have a professional’s level of expertise. That’s why water utilities should keep communications simple, clear and concise when communicating with the public.

“We’re going back to plain, simple English and using graphic displays, including drone footage of sites. People go ‘I get it now, it’s not so mysterious’ and they’re sharing information,” she said.

Mercer said this approach recently helped TasWater regain trust after it failed to engage with a community before alum dosing at a dam.

“It’s common practice but the community wasn’t aware of it, so when they saw people looking like they were weearing

THERE’S ABSOLUTELY SCOPE FOR EVERYDAY PEOPLE IN THESE DECISIONS. IT’S THE SAME PRINCIPLE BEHIND WHY WE TRUST THE CRIMINAL JURY. IAIN WALKER, newDEMOCRACY FOUNDATION

local council hands. Now just 24 of the state’s 77 councils still add fluoride to one or more of their water supplies.

Despite abandonment of fluoridation in parts of Queensland, rates remain high across the rest of Australia. The University of Queensland’s Dr Nina Hall said the Queensland trend highlighted how public opinion could be swayed by fear and uncertainty, particularly around health issues.

“In many of these controversies, only a seed of doubt needs to be sown to create uncertainty, rather than needing to be countered by scientific evidence,” she said.

“It reinforces the need to engage early and deeply with clear information.”

“About 80% of the population are not really informed on the matter and couldn’t care less.”

That’s how Gladstone Regional Councillor Kahn Goodluck summed up community attitudes to the shire’s 2016 fluoridation debate, which ended in a decision to cease fluoride dosing.

The percentage of Queenslanders with access to fluoridated water has see-sawed dramatically over the past decade: When the Bligh Labor government made fluoridation mandatory in 2008, rates rose from just 5% to almost 90% in a few short years.

But in 2012 the Newman LNP government placed the decision to fluoridate in

PERCENTAGE OF POPULATION WITH ACCESS TO FLUORIDATED WATER NT Late 1990s*

69%

Late 1990s*

2016**

WA

70%

84% 2016**

92%

5% Peaked 2013

SA

Late 1990s* Late 1990s*

2016**

89% 78% 2016**

70% 93% Late 1990s*

QLD

Late 1990s*

NSW

82% 2016** 93% 2016**

71% 90% Late 1990s*

VIC

2016**

70% 93%

TAS

* Source: Water Fluoridation in Queensland, Why Not? Published in Health & History, 2005. Harry Akers, Suzette Porter and Rae Wear. ** Source: Jurisdiction communication 2016 as cited in Draft Information Paper: Effects of water fluoridation on dental and other health outcomes. Published September 2016. National Health and Medical Research Council.

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Community engagement

asbestos suits, for want of a better description, and putting white powder into the dam, understandably they went ‘What are they doing? Why didn’t they tell me? Is it dangerous?’,” Mercer said.

“We went back and said ‘Okay, we made a mistake’, and we explained in everyday terms why they were wearing the suits and how alum works.”

SETTING STANDARDS Mercer added that acknowledging when you get it wrong was absolutely vital to engendering long-term trust.

“Every interaction conveys a promise of some sort, and you have to be careful with those interactions because you’ve got to build and keep trust,” she said.

A strong foundation of trust and community engagement will be needed when those really emotive issues, like recycled water and desalination, come to the fore again.

As Ooi said: “The drought has eased off and water authorities now have to play the long-game with these things because, sooner or later, another drought will come around.”

Until then, the water industry must keep an ear to the ground and a finger on the pulse of the community.

A RECIPE FOR SUCCESS Top tips for building long-term trust.

KNOW YOUR AUDIENCE Be inclusive. Consider the socioeconomic background of community members and what they actually want to know. Let that shape how you communicate and the mode of information sharing (whether it’s written, verbal or visual), as well as the level of technical detail you go into.

CONSIDER YOUR SPOKESPEOPLE Demonstrate you’re serious about taking community input onboard by involving team members with authority and expertise – i.e. don’t send out an intern or junior communications team member to gather feedback.

REFLECT ON THE RESULTS Monitor and document community participation so you develop an idea of what works and how you can improve next time.

This also means publicly acknowledging when you get it wrong.

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SA PS-324 covers the correct protection of carrier pipes when installed inside casings and provides details of best practice and various requirements for spacers. These include the use of materials, abrasion resistance, requirements for wear pads, runner height flexibility and minimum runner spacing around the pipe.

Jason Linaker, creator of the Australianowned kwik-ZIP HDX series spacer, which has been successfully appraised by WSAA against PS-324, said that following best practice is impor tant when installing pipes.

“Although spacers are usually only a small par t of the overall pipe installation process, following specifications and best practice as set out by WSAA can significantly increase the life expectancy of the carrier pipe by ensuring it’s free from corrosion, damage and improve the long-term integrity of the grout envelope,” he said.

Spacer best practices The best practices for casing spacers outlined in WSA PS-324 include: 9 Cased crossings for gravity sewers need to be grouted and casing spacers should be placed at intervals not exceeding 1m to ensure that correct grade is maintained.

9 Correct grade and alignment in graded sewer lines is more easily achieved if the casing spacer is of a type that allows for different height runners

at the top of the spacer versus the bottom of the spacer.

9 If the carrier pipe is being grouted into the casing, the interval of the casing spacer design may be increased.

However, consideration needs to be given to the potential for upward forces on the casing spacer due to flotation of the carrier pipe during the grouting process.

9 The outside diameter (OD) of the casing spacer should be at least 10mm less than the smallest inside diameter (ID) of the encasement pipe to minimise the potential for jamming.

Internal protrusions such as weld beads should also be taken into account. “kwik-ZIP spacers help contractors meet WSAA requirements and best practices for all pipe installations,” Mr Linaker said.

“HDX Series spacers are made from a high-grade thermoplastic material and have integrated rubber pads for slip resistance, ensuring they will not deteriorate over time, which could leave voids in the grout envelope. If grouting isn’t used, they will continue to suppor t the weight of the pipe and won’t move or wear.” kwik-ZIP spacers also have a flexible design, allowing various runner heights to be used for different pipe and casing combinations.

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Indigenous water

M B MINDSET

INDIGENOUS AUSTRALIANS ARE THE ORIGINAL LAND AND WATER MANAGERS OF THIS CONTINENT. HOW CAN THE WATER INDUSTRY BETTER COLLABORATE WITH THESE NATIONS?

By Rachael Brown

illennia before the arrival of Europeans, and for thousands of generations, Indigenous Australians have called the driest inhabited continent on Earth home.

How can the water industry improve its collaboration with Indigenous communities to move towards a more equitable water resource sector?

M

HISTORICAL PRECEDENT Australia’s past treatment of Indigenous people is not a fair one. For much of this country’s history, Indigenous Australians weren’t counted in the census, or categorised as people – they fell under ‘flora and fauna’ until 1962.

“Before the late 1960s, our land and our water were being taken, so by the time we were legally classified as humans, much of the water and land was already gone,” said Brad Moggridge, a Kamilaroi man and hydrogeologist studying the interplay between traditional Indigenous ecological knowledge and western science.

Since then, a few initiatives have worked to rectify this. There was the Native Title Act in the early 1990s, and later the 2004 National Water Initiative (NWI), which was the first major piece of natural resources policy to recognise Indigenous Australian’s interests in water resources.

Under the NWI, government agencies must consider the water needs of Indigenous Australians when planning projects. However, in the 12 years since, Federal and State Governments have grappled with how to recognise and honour those interests.

Implementing policy provisions for Indigenous people have been slow to take shape, especially in water-strapped areas where resources are already fully or over-allocated.

“This is a complicated issue – especially in terms of entitlements and water access – because water management has been operating in Australia for decades,” said Lachlan Sutherland, Aboriginal partnerships coordinator for water policy with South Australia’s Department for Environment, Water and Resources.

“There are a lot of legacy systems in place and established water users. To try and go back and address these issues with Aboriginal water policy is a politically challenging thing to do.”

CLOSE THE GAP To complicate matters more, water and land rights are currently separated, something that Moggridge said “Indigenous people didn’t understand, because without water the land is nothing”.

Michael Spencer, CEO of Water Stewardship Australia and chair of the international Alliance for Water Stewardship, said that unless this difference is understood and explored, efforts to involve Indigenous Australians in water resources management and planning would continue to falter.

“More people understand the connection between Indigenous people and country, but by definition the country only exists and comes to life in relation to water. Having land rights is a step forward, but there are limitations on what you can do with the land if there’s no water to go with it,” he said.

To give you an idea of what this looks like, Indigenous people own about 20% of the country’s land, much of it in remote and regional areas. However, their water entitlements add up to less than 0.01% of Australian water resources.

Fuelling this disparity is the fact that although many Indigenous Australian’s have intimate knowledge of this country’s land and water, much of that is hard to quantify.

A 2008 Australian Human Rights Commission report found that Indigenous water rights are not adequately recognised by laws and policy because Indigenous and non-Indigenous perspectives on water management greatly differ.

“It’s hard to validate traditional knowledge; in a science journal, how can I reference my great-great-great-great-great grandfather who showed his descendants and so on about how to protect and care for our waterholes?” Moggridge said.

“It’s about seizing opportunities for Indigenous people to show they do have a right to water, and they have knowledge about its management that can add to and improve Western styles of water management.”

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Indigenous water

Efforts to reconcile these differences are relatively young, but quickly gaining momentum. For example, as part of its 2016-17 state water plan, the Victoria Government allocated $9.7 million towards establishing a bespoke Aboriginal Water Unit.

It’s a step in the right direction, but high-level policy reform like this only works when coupled with grassroots community engagement, said Sutherland.

“There’s absolutely a policy gap in Australia. There’s still a lot of work to do in that arena, but it’s going to require not just high-level directives, but individual organisations working within communities to make change as well.”

A recent study by researchers at Griffith University found that methods for engaging with Indigenous stakeholders were cited as the most required improvement for water planners.

The appetite for collaboration is there, but Moggridge cautioned against thinking that all it takes is good intentions.

Nadine Riethmuller, manager for water planning for remote operations for Power and Water Corporation in the Northern Territory, said that while Indigenous engagement is not a quick endeavour, from her experience it’s a worthwhile one.

“It depends on long-term, trusted relationships between people in those communities and utilities,” said Riethmuller, who is also vice-president of the Australian Water Association’s Northern Territory branch.

HAVING LAND RIGHTS IS A GOOD STEP FORWARD, BUT THERE’S LIMITATIONS ON WHAT YOU DO WITH THE LAND IF THERE ARE NO WATER RIGHTS TO GO WITH IT. MICHAEL SPENCER, WATER STEWARDSHIP AUSTRALIA

“In many Indigenous communities, there are local authority systems or key knowledge holders that need to be engaged with first, so it’s good to know the appropriate forums to tap into and go from there.”

Hands-on engagement with communities also provides valuable insight that “you wouldn’t be able to tell just from sitting at a desk and looking at data”, Riethmuller added.

“Learning how those communities are – or aren’t – using water and how they relate to their water resources has led to improvements like reduced water loss and better environmental outcomes. We’ve even found new sources for water-stressed communities simply by asking them for help.”

CRITICAL MASS In addition to recognition of cultural significance and ownership of water, many nations want greater involvement in the commercial aspects of water resources management.

“Water has two dimensions: one is the recognition of cultural sites and cultural issues in relation to water,” said Spencer.

“The other – and of increasing importance – is the economic benefits of access to water.”

THE NEW ZEALAND WAY

Just across the strait, collaborations between Indigenous groups and the Australian water sector’s Kiwi cousins are a bit farther down the line.

“We have the Resource Management Act, which says that when we’re considering a project we need to look at not just the social, economic and environmental effects, but also the cultural effects of that project on the wellbeing of the community,” said Kristina Hermens, a project manager with New Zealand’s largest domestic engineering company, Beca.

It’s an added step in the process, but Hermens said it gives extra meaning to an infrastructure project.

“If you consult with members of the community, they can provide advice on the history of the area and how they use the environment,” she said.

One recent project that successfully incorporated Maori community input was a storm water runoff project in Tauranga.

The local city council, which engaged Beca to consult on the project, wanted to consolidate stormwater discharges across the city. During the consultation process, a local tribe came forward that wanted to be more involved in monitoring and mitigating solutions.

She said it’s important to develop cultural indicators to interpret what scientific findings mean in practical terms for Maori customs.

“Maori have tikanga, or guidelines around sustainably taking resources. If you have poor quality stormwater that is entering a receiving environment where people are fishing, or gathering shellfish or seaweed, then that has a direct effect on cultural and economic practices of the tribe.”

Another project involved consulting with local tribes about wastewater treatment processes.

“Maori prefer wastewater to be cleansed through the earth rather than discharging it directly into waterways.

We worked with the local Maori community to come to a culturally acceptable solution.”

Indigenous water

Common requests are environmental monitoring oversight, water industry training and employment programs, advice for navigating licencing systems, participation in water markets, and help building the capabilities of Aboriginal communities and organisations to take a more active role in all of the above.

“People have a strong connection to country and to their communities, and they want opportunities to develop both,” Riethmuller said.

“Everyone wants jobs, First Nations want their organisations resourced and involved in water planning, and they want more authority in decision-making,” Sutherland said.

“Rather than using government organisations or NGOs, we try to channel those resources through Indigenous-led organisations so they can take more of a leadership role.”

An example of this approach comes from the Ngarrindjeri nation in south-east Australia. The nation won the prestigious Australian Riverprize in 2015 for its innovative approach to

sustainable river basin management, in collaboration with the South Australian Government.

Sutherland said that one clear outcome of joint-nation workshops hosted by his department is that any approach needs to be nation-specific.

That last point speaks to a larger issue about getting more Aboriginal voices into the mix, said Moggridge.

“When you’re only one person speaking out, it can be hard to influence anything,” he said.

“I can only speak for my nation; I can’t talk on behalf of Aboriginal Australia. There needs to be a critical mass of indigenous people active in this space, but it will also require the water industry to step outside its comfort zone.”

There will be a special stream that focuses on rural and Indigenous issues at Ozwater’17. To learn more, visit: bit.ly/Ozwater17

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Non-revenue water

NON-REVENUE WATER LOSSES HAVE PLAGUED UTILITIES FOR YEARS, YET EFFORTS TO STEM THE FLOW ARE HAMPERED WHEN FUNDING COMES INTO PLAY. BUT WITH THE PRICE OF WATER RISING AND THE COST OF TECHNOLOGY FALLING, THINGS MIGHT BE AT A TURNING POINT.

By Cecilia Harris

on-revenue water is a dogged issue for many Australian utilities. Causes of water loss include real or physical losses (ie leaks in a system’s network), and apparent losses, such as metering inaccuracies and unauthorised consumption. Between the two, quantifying the water-loss balance is a necessary exercise for every utility. But implementing a strategy to minimise the loss is tricky, as there are often more pressing investments.

The Bureau of Meteorology reports non-revenue water loss in Australia in the past five years at 878,027ML, averaging out at around 10% of utilities’ system input.

And although the figure is dizzying, chasing those losses can quickly become economically unviable.

However, the scales are starting to tip as the cost of not addressing the issue creeps higher. At what point should utilities make the call?

N

STRIKING A BALANCE Pure Technologies’ Regional Director Hugh Chapman said that compared to other parts of the world, non-revenue water (NRW) in Australia is a small problem.

“The International Water Association puts the worldwide cost of leakage at US$10 billion per year. But by international standards, Australia performs at the better end of the scale,” Chapman said.

“For example, it’s not uncommon for utilities in south-east Asia to lose half of their water due to leakage.”

Despite Australian utilities’ performance, NRW still requires consistent monitoring. Changes in NRW are an indication of network health and data management efficacy – issues that can have a significant impact on a utility’s bottom line.

“Water systems will leak for a number of reasons: increased pressure through the system, poor workmanship, ageing infrastructure or soil movement,” Chapman said.

“Utilities will never eliminate all leakage within their network, but they want to get to the point where the cost of additional leakage reduction efforts equals the value of the recoverable loss.”

As such, chasing NRW is driven by return on investment. The Economic Level of Leakage (ELL) implies that if water-loss reduction activities cost more than the water is worth, reducing NRW will fall in priority.

BROADER CONCERNS While the ELL makes sound economic sense, GHD Principal Engineer Richard Savage said there’s a new attitude emerging industry-wide with an eye on optimising operations, tighter investment strategies and better longer-term planning.

“Australian utilities’ past efforts in curtailing non-revenue water have largely been driven by drought,” Savage said.

But he said change is on the horizon.

“Firstly, it’s an unwanted operational cost. In terms of resource value or the marginal cost of that water, it is an issue that demands attention.

“Secondly, all areas of the public sector are starting to assess their role in terms of the triple bottom line: resource equity, economic equity and social equity.”

To date, economic equity has taken priority from a business perspective, but Savage said resource and social considerations are likely to require more attention in the future as pressure on water resources intensifies.

The environmental and social impacts of NRW – including sustainability concerns and public health risks such as infrastructure damage and contamination – are raising red flags industry wide.

“For utilities that say their levels of non-revenue water are too low to justify long-term investment, my answer is this: that might be the case now, but in 10 years’ time it’ll be a different story. Utilities must start monitoring and control programs now,” Savage said.

As environmental and population strains continue to increase, more will be expected of utilities in the future.

“You can’t stand hand on heart and say non-revenue water is only important when the dam is trending towards empty,” he added.

“We have an obligation to the communities we serve to use our resources sustainably at all times.”

www.awa.asn.au

69

Non-revenue water All measurements in megalitres

FUTURE CRUNCH Advances in technology are beginning to tip the balance.

WaterGroup Managing Director Guenter Hauber-Davidson says the 10% loss of system input is accepted as the norm, but should be challenged.

“New technologies are available, they are cheaper than ever before and, at the same time, the price of water is rising,” Hauber-Davidson says.

“When you put these three factors together it becomes clear that the ELL can no longer be 10% – it should be more like 5%, or a lot less. We need a significant mind shift.”

Advances in water-loss management tools, including digital leak-detection technology, advanced network monitoring software and smart metering, now offer opportunities for tackling NRW. “There is a big move at the moment towards the digital water utility, which is trying to unlock all the value hidden in data,” Hauber-Davidson says.

“But we are not quite there yet. If you struggle to get good reliable data out of critical points in your network, there is no point investing in a sophisticated big data system.

“But if you are able to collect reliable information, there are some truly amazing things that can be achieved.”

BY INTERNATIONAL STANDARDS, AUSTRALIA PERFORMS AT THE BETTER END OF THE SCALE.

NON-REVENUE WATER IN AUSTRALIA

Apparent losses: 10,861 Real losses: 102,913 Total losses: 113,774 Equivalent: 3.4 Lake Burley Griffins

Apparent losses: 12,245 Real losses: 114,807 Total losses: 127,052 Equivalent: 2.75 Mount Bold Reservoirs

Apparent losses: 42,121 Real losses: 160,214 Total losses: 202,335 Equivalent: 1 Upper Yarra Reservoir

HUGH CHAPMAN, PURE TECHNOLOGIES Regarding the curtailment of real losses, Hauber-Davidson said ultrasonic flow metering with advanced leak detection technology is leading the way in offering cost-effective results.

“The power of electronics has grown astronomically.

Increasingly now, in critical areas, utilities even have a very viable business case to employ a permanent leak detection network,” he said.

“Then there is smart metering for customers. This is very sexy at the moment.”

However, Hauber-Davidson warns against utilities implementing smart metering until they’ve got the basics right.

“There’s no point trying to run before you can walk.”

MWH Global Water Planning Principal Hayden Knight agreed, saying that starting with mass input volumes at crucial network points – namely, large-diameter pipes at the beginning of the network – is key to ensuring a healthier water balance reading.

“Measuring the inflow into the network is the priority; you can’t determine anything until you know the mass you’re dealing with,” Knight said.

“There is considerable error in mass balances due to the use of average customer demands, meter inaccuracies and meter reading lag. Use of automatic meter reading [AMR] technology in the future will substantially reduce that number.”

Although the technology available is vast and varied, Knight is convinced that the future of digital utilities lies in AMR as an industry standard.

Apparent losses: 44,167 Real losses: 150,170 Total losses: 194,337 Equivalent: 1.4 Boondoona Dams

Apparent losses: 44,943 Real losses: 144,794 Total losses: 189,737 Equivalent: 1 Devil’s Gate Dam

All together this equals

1.75

*Date source: Bureau of Meteorology

Sydney Harbours

Non-revenue water

DATA IS THE FOUNDATION OF THESE PROJECTS. IF YOUR DATA IS WOBBLY, YOU CANNOT BUILD A STABLE STRATEGY. GUENTER HAUBER-DAVIDSON, WATERGROUP

“In the next decade, it’s likely most networks will have AMR and network pressure sensors coupled to analytical software.

We will effectively be doing a water balance in a zone every single day. That’s where the future is heading,” Knight said.

CATCH-22 NRW reduction in Australia falters not because of something that’s there, but rather what’s missing: without reliable network data, it’s hard to justify investment in technology.

“If you mass-balance a network and you only know what your customer demands are four times a year, you are using an average and you’re making assumptions about usage and losses,” Knight said.

Deciding on the appropriate instrumentation for a network requires understanding of input volumes and district flow rates.

Hauber-Davidson said: “Utilising new technology comes back to reliable data. Data is the foundation of these projects.

If your data is wobbly, you cannot build a stable strategy.”

Further to this, return on this investment isn’t adding up just yet, with pre-emptive leak detection, real-time system reporting and tailored customer billing still a pipe dream for many utilities.

“The bigger-picture issue here is that to solve a problem you need to invest money into it,” Savage said.

“It’s a big challenge that utilities face. This isn’t a one-off or a program-type investment – this investment would need to be sustained indefinitely.”

Non-revenue water

Although everyone agrees on the investment conundrum, Knight said that if utilities stall, then it’s only a matter of time before the market decides for them.

“You’ve got to have bold leadership within an organisation to make the move,” Knight says.

“But the availability and cost of water, balanced in conjuncture with the lowering cost of technology, will eventually tip the balance.”

FINDING THE HIDDEN LEAK

On the east coast, Yarra Valley Water’s (YVW) efforts to reduce non-revenue water led to the creation of a specialised team to focus on how, why and where water is lost.

“While unbilled consumption is currently 10% of the bulk water we purchase, we know that there is still work to reduce the amount further,” said Yarra Valley Water Infrastructure Services General Manager Glenn Wilson.

YVW’s non-revenue water team investigates new technology and methodology for identifying where water has been lost more effectively, as well as how to reduce the size of the utility’s metered zones to pinpoint leaks more accurately.

“We are also thoroughly reviewing the business systems and data that form the foundation of our monitoring systems to ensure we are making smart decisions on where to efficiently focus our efforts and undertake our programs,” Wilson said.

As the principal water supplier in Western Australia, Water Corporation manages almost 35,000km of water mains across 2.6 million km2. The scale of the network poses a particular challenge in chasing real – or physical – losses.

“Those mains could stretch east to west across Australia more than eight times, which demonstrates what a huge undertaking it is to detect non-visible leaks,” said Water Corporation spokesperson Claire Lugar.

In 2016, Water Corporation inspected more than 5900km of pipes using acoustic technology, resulting in the location and repair of a number of large, non-visible leaks and saving 2.8 billion litres of water.

“In one instance, a hidden leak was detected in the town of Balingup, connected to the Warren-Blackwood Regional Water Supply Scheme,” Lugar said.

“Once repaired, it reduced the town’s water use by around 60%, saving 50 million litres of water each year.”

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Alternative finance

How big is the project

FIND THE

FUNDS UTILITIES ARE EXPECTED TO DO MORE WITH LESS GOVERNMENT FUNDING, SO INTEREST IN ALTERNATIVE INFRASTRUCTURE FINANCING MODELS IS GROWING. THERE’S A PLETHORA OF OPTIONS, BUT HERE IS A BROAD GUIDE TO THE MOST PROMISING MODELS.

SMALL TO MEDIUM

Does your model need to be able to fund construction risk?

Is your project focused on sustainability?

NOT APPLICABLE TO THIS PROJECT

GREEN BOND

How it works: Green bonds are fixed interest debt capital market instruments.

The proceeds are exclusively applied to either existing or proposed environmentally friendly assets or expenditures that aim to address key areas of concern such as climate change, water sustainability, biodiversity conservation or pollution.

Key benefits: The green bond market is one of the fastest growing in the world, providing issuers access to new pools of capital that they wouldn’t otherwise have access to.

Do you want it to be structured on or off your balance sheet?

DIRECT STRUCTURED LEASE

INDIRECT STRUCTURED FINANCING

The Australian Water Association has released its Alternative Models for Financing Water Infrastructure discussion paper, created in partnership with ANZ and Allens. To learn more about the models discussed here, visit: bit.ly/discussionpapers

76

www.awa.asn.au

How it works: A financier funds a water services operator to purchase the applicable water asset/s required for the water services contract with its customer. The customer will then be obliged to make a single services payment directly to the lender. The lender is then obliged to pass on the abatable service payments directly to the water services operator.

Key benefits: This financing solution can be tailored to the unique requirements of the transaction parties.

How it works: A lessor will purchase the water assets from a water services operator or asset manufacturer and lease them to a lessee.

The lessee will be the end customer of the water services operator, and there will be an implicit water services contract between the two parties.

Key benefits: Such leases can finance up to 100% of an asset’s value and, if structured as an operating lease, can deliver on-balance sheet accounting treatment.

you are trying to finance?

MEDIUM TO LARGE

Does your model need to be able to fund additional capital expenditure?

How much documentation are you happy to provide?

Where are you thinking the demand risk should be allocated?

How about funding construction risk?

LONG-TERM LEASE CONCESSIONAL LOAN

How it works: Funds are provided to a borrower at a rate of interest below the market rate, typically by a government entity.

Key benefits: Concessional loans will soon be used in the Australian water industry with the Commonwealth Government announcing $2 billion over a 10-year period for the National Water Infrastructure Loan Facility.

State and territory governments will be required to co-fund 50% of the project costs.

GRANTS

How it works: Funds are provided to eligible recipients for a specified purpose. Grant money is generally distributed following an application process by recipients.

Key benefits: Grants do not require repayment.

How much documentation are you expecting to provide?

Will your project provide a measurable value uplift to the community?

How it works: A long-term lease is a contractual arrangement between two parties, in which the lessor (typically a government entity) grants the lessee exclusive use over an asset or a piece of land for an agreed sum and time period.

Key benefits: Allows the government to maintain ownership of public facilities and control over the public services, while at the same time entrusting operational and maintenance responsibilities to the private-sector operator at its own risk.

VALUE CAPTURE

How it works: This shares benefits of increased land values and densities driven by infrastructure projects. A tax, levy or charge is applied over a specified period of time for properties, paid by people from communities that specifically benefit from the infrastructure.

PUBLIC PRIVATE PARTNERSHIP (PPP)

How it works: PPPs are long-term service contracts between the private and public sectors wherein the latter pays the former to deliver infrastructure and related services. The government generally retains responsibility for delivery of the core service.

Private sector costs are recouped over time through availability payments from the government or – in the case of some economic infrastructure assets – either partially or wholly from users.

Key benefits: PPPs provide for efficient risk transfer and innovation. They provide a delivery model that joins the need of public infrastructure with the capital, risk transfer, life-cycle asset management, optimisation of life-cycle costs and flexibility provided by private investors.

REGULATORY ASSET BASE (RAB) MODEL

How it works: Publicly owned entities and/or private companies own, invest in and operate infrastructure assets.

An economic regulator ‘funds’ the infrastructure by providing regulated revenue. This effectively allows the regulator to establish a price cap in situations where the absence of competition could drive prices exorbitantly high.

Key benefits: The RAB model is used as a means of regulating network industries where there is a high risk of monopoly pricing, such as water supply.

It provides pricing certainty to both the investing company and customers, resulting in increased efficiency and fairer consumer prices, borne over long periods.

Data sharing

intelligence

By Thea Cowie

78

www.awa.asn.au

THERE ARE MANY EXAMPLES OF SUCCESSFUL DATA COLLABORATIONS BETWEEN UTILITIES, RESEARCH CENTRES, UNIVERSITIES, GOVERNMENTS AND BUSINESSES. BUT AS WITH EVERYTHING, WE CAN ALWAYS DO BETTER. t’s fair to say the water industry is drowning in data.

“There’s a huge reservoir and a lot of demand to put that information in a ‘data lake’,” said Kieran Hagan, IBM’s Analytics Platform Technical Sales Manager Australia and New Zealand.

For an idea of just how deep that reservoir is, consider this: the Bureau of Meteorology alone holds more than 40 million files comprising more than 4 billion time-series observations, and each day there’s an influx of another 15,000 files into the Bureau’s system.

Utility-generated data is rapidly proliferating as operating systems become smarter. But that’s just scratching the surface, said Professor of Big Data Ecosystems for Business and Society at the University of Amsterdam Dr Sander Klous.

“Big data isn’t only sensor or consumption data – it’s everything around it: machines, people, organisations,” said Klous, who is also partner in charge of data analytics at KPMG in the Netherlands.

For example, he said predicting water consumption patterns in a city depends just as much on the behaviour of individuals (ie taking showers) as it does on industrial behaviour. Understanding that behaviour subsequently requires information on demographics, economic development and many other factors.

“You need as many [data] windows as you can on a certain subject to understand behaviour. But the challenge is that these windows usually aren’t all owned by a single organisation.”

Australian Water Professional of the Year 2016 and Group Leader of CSIRO’s Data61 Dr Fang Chen agreed: “Everyone holds value, which is part of the jigsaw. It’s only through collaboration that we will achieve the best value, better user satisfaction, better efficiency and profits, a better quality of life and a better environment.”

I

EMBARRASSMENT OF RICHES One of the first steps should be to map out exactly what data we have, Chen said.

“It’s like climbing a mountain: If you’re standing halfway up you can only see half the possibilities. Some links will only be made when you have a comprehensive understanding of what data exists out there and the broader connections you can make between these different sources,” she said.

Efforts to pool data include the Australian National Data Service’s discovery portal and CSIRO’s Data Access Portal. The Bureau is also working on software

to streamline data provision and sharing, said Assistant Director of Water Information Services Dr Robert Argent.

“We’re working with urban water utilities to create what’s essentially a one-stop shop for them to meet multiple reporting requirements through one upload system. Then we do analysis and pass data on to others such as the Australian Bureau of Statistics,” he said.

The Goyder Institute for Water Research Director Dr Michele Akeroyd noted that with so much data being generated and only so much capacity to store and process it, setting priorities was vital.

“There’s so much business to do – you get caught up responding to issues that need attention now, rather than having forethought into longer-term issues and strategic thinking,” she said.

Akeroyd added that avoiding data duplication and creating value required investing time and money.

“To make smart use of data you need to understand the perspectives of your customers and stakeholders; how you can make data available in formats that are complementary to business and decision-making processes,” she said.

COMMAND AND CONTROL Another historical barrier to effective collaboration is a lack of standardisation and quality controls. However, in recent years there have been concerted efforts to overcome these challenges, said the Bureau’s Argent.

One way was through the Water Information Research and Development Alliance, which improved data exchange standards. Then there was the National Water Accounting Standards, which allows data in the National Water Accounts to be compared from year to year.

Further improvements have come through the Water Monitoring Standardisation Technical Committee (WaMSTeC) and the National Industry Guidelines for hydrometric monitoring and water quality metadata.

While these developments have gone a long way to improve trust in data, there are still reasons – commercial and legal – for keeping it to yourself, noted Akeroyd.

WE CONSIDER DATA THE NEXT RENEWABLE RESOURCE; IT’S A SELF-FILLING POOL OF INFORMATION. KIERAN HAGAN, IBM

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“Some data has confidentiality issues, which limits its application and sharing. Other times it might be IP-associated constraints,” she said.

One group that faces this on a daily basis is the Australian Water Quality Centre.

“We obviously can’t openly share a water utility’s analytical testing results with the rest of the water industry,” said Senior Manager Laboratory Services Karen Simpson.

That’s not to say that sharing expertise doesn’t happen.

“We have a lot of people who have been in our business for many years or decades, so when a result comes out they’re very aware of the significance, they can recommend the best course of action.”

A WINDOW TO THE WORLD But if it’s the raw data you’re looking to interrogate, KPMG’s Klous recommended a ‘privacy by design’ approach, which allows you to analyse data owned by various sources, such as power and phone companies, web hosts, government entities and equipment manufacturers.

“You run part of the data analysis in one digital container [controlled by the owner of that particular data set], part in another container and there’s no communication or interaction possible between the containers,” he said.

“The data is then combined for analysis inside what basically functions like a black box; it’s inaccessible for everybody. At a certain point that black box releases the results it has and then destroys itself.”

Another example of an emerging tech-enabled collaboration tool is Siemens’ Mindsphere.

In the past predicting water main failures and sewer corrosion has been a case of making well-educated guesses.

But CSIRO’s Data61 is getting it down to an increasingly exact science, thanks to collaborations with industry partners.

“We started out working with Sydney Water on water main failure prediction,” said Group Leader of CSIRO’s Data61 Dr Fang Chen.

“Now we work with more than 30 utilities worldwide.”

Data61 has completed data analysis for 700,000 failure records and nine million pipes to enable the development of what Chen called “the most accurate prediction method in the world for urban water infrastructure pipe failure prediction”.

“It has the potential to save the Australian water industry $700 million on reactive repairs and maintenance.”

Sewer corrosion prediction has also benefited from extensive data collaboration within the industry, said Data61’s Bin Li. “By using advanced data analytics techniques, our model can perform spatial-temporal H2S prediction on the entire sewer network based on a limited number of monitoring sites,” he said.

In collaboration with water utilities, Data61 has also been developing methods for sewer choke prediction, active leakage detection, intelligent network operation and water demand analysis.

“It supports timely evidence-based decision-making. It facilitates better allocation of sensors and budget, as well as effective and efficient operation procedures,” Chen said.

Deloitte Access Economics predicted smart pipes technology like this could deliver $2.6 billion in benefits over the next decade.

THE CLOUDS ARE CLEARING

Data sharing

It’s a cloud-based, open-operating system for the industrial Internet of Things, designed to improve predictive maintenance, energy data management and resource optimisation by recording and analysing large volumes of production data.

“It separates [privately owned] data, but it also allows us to bring up appropriate, real-time information for analysing performance,” said Siemens Australia General Manager of Factory Automation Chris Vains.

“The user can access this information as well as share it with partners and research institutes.”

SINK OR SWIM Data collaboration in the era of the big data, the Internet of Things and self-destructing black boxes sounds overwhelming and futuristic. But if you take the ‘data’ out of data collaboration, you’re left with something the industry has been doing well for decades through

workshops, conferences, informal networking and good old fashioned phone calls.

But a word of warning: don’t try to go it alone, said Data61’s Chen.

“People often ask me if they should have a data science team within their utility versus contracting it out,” she said.

“My view is rather than trying to build a small team to compete with others, it’s better to set up strategic alliances. Otherwise the expertise is spread too thin.”

It all circles back to that infinitely deep reservoir of data that IBM’s Hagan mentioned.

“We consider data the next renewable resource; it’s a self-filling pool of information and we need to collaborate to drive valuable insights.”

Dr Sander Klous is a keynote speaker at Ozwater’17 in Sydney. For the full program, visit: bit.ly/Ozwater17

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Engineering Solutions for the Future

Water’s future

WHAT DOES WE ASKED FIVE INDUSTRY LEADERS FOR THEIR TAKE ON THE MURKY, VARIED AND EXCITING FUTURE OF THIS PRECIOUS NATURAL RESOURCE. As told to Rachael Brown

GUNTER PAULI FOUNDER THE BLUE ECONOMY For the water industry to succeed, it needs to move beyond water as a product and use every bit of the metaphorical buffalo. ater is not just ‘water’ anymore: it is life, health, energy, political power, a market commodity, an image and a brand.

So long as water is considered solely as ‘water’ by the industry – without consideration for the system in which it plays the role of providing some or all of those things – then the industry will continue to falter. It will look for cheaper ways to produce water as a product and will continue to upgrade ageing infrastructure without thinking about how water plays a larger role in domestic and international communities.

I think that for so long, we felt that privatisation was the solution, and that everything would be efficient from there on out. The reality is that water is still considered a common resource, and it’s a public good we can use.

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So long as sectors of the economy focus on cutting costs and increasing volume according to economies of scale, then innovation will be slow to gain a foothold in the water industry.

The industries that are prepared to explore options beyond their core business and beyond cost-cutting logic will be the ones that will innovate.

When I talk about The Blue Economy, it’s the pragmatic implementation of zero emissions. Nature does not know the concept of waste. It’s a nice, simple principle, and nature is always evolving to improve on itself.

For 30 years, we have followed and tested technologies in various sectors to see how we can reach a similar ‘no waste’ state. One area we have focused on is agriculture, as it is very water intensive and uses a huge portion of our fresh water.

How can we cascade water through the production of produce and meat?

Change is inevitable, so it is key to have a work culture that is always embracing change. One key to that is resilience, or the capacity to ride the waves of change instead of believing that you always have the power to control them.

We need to move beyond the attempt to master innovation by focusing solely on the ‘science’ of innovation. It’s time to learn by actually doing.

Wissen aus der praxis ist auch wissenchaft. “Knowledge from doing is also science.”

The water industry urgently needs new innovations that aren’t created in labs, but that are based on experience in the field.

WE NEED TO MOVE BEYOND THE ATTEMPT TO MASTER INNOVATION BY FOCUSING SOLELY ON THE ‘SCIENCE’ OF INNOVATION. IT’S TIME TO LEARN BY DOING. GUNTER PAULI

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LOOK LIKE? DR THERESE FLAPPER CANBERRA OFFICE LEADER ARUP Talking about community engagement is great, but the water industry is running before it can walk. First, let’s put the tools in place to identify and understand our customers with data. e’ve done demand management, we’ve done water security, we’ve done water efficiency. What’s next will be squeezing that next 5-10% out of the water cycle, which is really getting into some high-end optimisation. And for that we’ll need data and digital innovation.

Australia is only in its infancy when it comes to this, but what’s next for water is what is new for water, and that is looking more like customer-focused data, with assets at the centre of that discussion.

Before that can happen, I think the water industry needs to gain a better understanding of what they mean when they say they want the customer at the heart of everything.

We’re still some time off from knowing what that means, and it’s still in a state of transition. Some places already have a firmer grasp on this. In parts of Africa, for instance, mobile phones are the main method of customer communication and asset management.

They don’t have the level of investment in smart infrastructure or big data, but

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it’s very cost effective because every customer’s data set can be accessed via mobile phone – they’re basically doing all the reporting for the utility. They could send out messages to every user, send out bills, receive reports or comments about issues all from mobile phones.

We’re still mostly using call centres, which takes more time, it’s more expensive and the data isn’t always logged as quickly. There are huge efficiency gains from effective use of data because you can see what areas need investment, to what degree and when.

Most of the move towards ‘whole-of-life’ approaches and triple bottom line is pretty old these days, and usually not sensitive enough to really make an informed decision about utility capital investment.

However, with data, digitisation and asset productivity knowledge, you’ll have more confidence that the way the system operates and the way you move water around is as efficient as possible.

This means more just-in-time investment, similar to the mining or manufacturing industries, which is a mindset that I think we need more of in the water industry.

One reason we don’t already is that what we provide is a 100% required, 24/7 public service, and so we tend to need to put a lot more redundancy in the system.

With the right use of data, I think we can remove some of that redundancy and de-risk it to make it more reliable.

But for the most part, I think that to make this a reality here we need to stop talking and just do it.

WHAT’S NEXT FOR WATER IS WHAT’S NEW FOR WATER, AND THAT’S LOOKING MORE LIKE DATA. DR THERESE FLAPPER

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STUART WHITE DIRECTOR AND ANDREA TURNER RESEARCH DIRECTOR INSTITUTE FOR SUSTAINABLE FUTURES, UTS Our cities are set to boom in the coming decades, which means the water industry can lead the charge in making them not just livable, but thriving hubs. he urban water industry has undergone significant changes in the past 30 years. We survived the Millennium Drought because we adapted and demonstrated savvy planning and management of our water resources.

We now have variety in terms of supply sources, and the industry is robust and healthy thanks to a diverse pool of water sector professionals who are keen to share their expertise.

However, things are far from ‘business as usual’ because now we’re confronted with increased urbanisation. As city populations continue to grow, the water system is becoming more complex and more stressed. Add to this the threat of climate change and it becomes clear we need to not just retain knowledge and skills, but also develop new ways of thinking to make our cities water smart.

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The transition to the future water system has three points: the push of the present, which includes constraints on current infrastructure from urban densification plus upgrade costs and public disruption; the pull of the future, which highlights drivers such as demand for increased livability and the lure of new technology; and the weight of the past, which reflects the historically siloed nature of water resource management and regulation.

The legacies of past systems still weigh heavily on the water industry, and there is some resistance to push against the grain. However, the biggest opportunities for the industry rest in that push and pull of the future.

Water systems have come a long way from the first-generation, pre-Industrial Revolution system of non-management.

It meandered through second-gen centralised systems, to current third-gen transitional systems.

Cities need to move to a fourth-gen water system, characterised by improved water efficiency, better source control, greater investment in water treatment and alternative sources of water, and better resource recovery.

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Within this more complex system, there will be many different trends and disruptions, all occurring at different rates and involving numerous stakeholders.

However, we need to look at things like the water-energy nexus, digital technologies, water efficiency,

institutional arrangements and effective community engagement not as separate strategies, but as different streams that all feed into this fourth-gen water system.

For many of these issues, the solutions already exist. But there are also key knowledge gaps that will need to be filled.

We need to sort out the limits of existing services and how far we can push water efficient technology. Another gap is our understanding – or lack thereof – about how to manage increasingly complex systems and engage with communities to reach fit-for-purpose water systems.

And these are just the knowledge gaps we know about, so work will need to be done to stay agile and confront new challenges as they arise. The industry is at a critical juncture. To make this future a reality, we need to be proactive and take steps to move beyond sustainability and more towards restorative techniques.

Ultimately, the water industry needs a mindset shift of moving from ‘do less harm’ to ‘do more good’.

PROFESSOR NICK SCHOFIELD DIRECTOR GLOBAL WATER INSTITUTE, UNSW The Sustainable Development Goals will play a massive role in the water industry in the future. How well placed is Australia to address them? he thing I’m most interested in seeing develop in the water sector is the implementation of the UN Sustainable Development Goals – both here and in other countries.

Perhaps the biggest issue for water in Australia is climate change, the impacts of which appear to be accelerating. We are already the driest inhabited continent, and subject to great variability in rainfall and runoff; climate change will exacerbate this.

Coming with climate change is rising temperatures, changing rainfall patterns, more extreme weather events, rising sea levels and increased acidification … the whole water cycle is changing, and that ripples right across the water sector.

Globally, major water issues also include: increasing levels of water scarcity; lack of sanitation and access to safe water; declining aquatic biodiversity; increasing pressures on water supplies to feed an extra 80 million people a year; and a greater demand for energy that has spawned a new phase for hydropower development, with its own consequences for rivers and communities.

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When you look to solve these global issues, I think Australia is extremely well placed to operate in this market and make some important contributions.

Australia has a long and noble history in water, largely because it has always had to deal with a variable climate. We have a highly professional water industry workforce and an informed community, because these issues come into the public arena quite frequently. We’ve also developed strong governance and regulations, and sophisticated pricing mechanisms, which supports investment and private sector participation.

We’ve been on a significant water reform journey, which in many ways is world leading and highly innovative. Take for example our water markets; holistic water planning inclusive of both surface and groundwater and environmental watering; improved irrigation efficiencies; and use of social and structural strategies for effective water demand management.

There is also increasing recognition of the value of water and the role it plays in lives, and not just for consumptive uses, but for cultural, spiritual, aesthetic, livability and general wellbeing.

Historically, Australia hasn’t been much of a global water player, mainly because past governments haven’t supported it.

COMING WITH CLIMATE CHANGE, WE SEE ROLL-ON EFFECTS SUCH AS RISING TEMPERATURES, MORE EXTREME

WEATHER EVENTS, RISING OCEAN LEVELS AND INCREASED ACIDIFICATION… THE WHOLE WATER CYCLE IS CHANGING, AND THAT RIPPLES RIGHT ACROSS THE WATER SECTOR. NICK SCHOFIELD

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What’s changing now is that the government sees it as important that Australia integrates into the Asian economy and that water is fundamental to developing economies. Through its aid program and the Australian Water Partnership, it is encouraging domestic companies and institutions to engage in those regions on water issues under the concept of aid-for-trade or economic diplomacy. We need to develop more programs that are specifically designed to facilitate that type of engagement.

My future wish is that in 30 years’ time the Australian water industry and university sector will be a vibrant and innovative service industry to the Asia-Pacific region.

NEIL PALMER CEO FUTURE WATER COOPERATIVE RESEARCH CENTRE Australia is a country surrounded by an impaired water source. So why aren’t we global leaders in recycled water and desalination technology? here is immense potential for the water industry, particularly as it relates to use of desalinated water. Two new projects spring to mind to illustrate this.

One is the Northern Adelaide irrigation scheme, which would take brackish treated water from Bolivar, the biggest wastewater treatment plant in Adelaide.

The proposal is to construct large, high-tech greenhouses and desalinate the water to use it.

The scale is immense, but the opportunity is there with an export focus to our neighbours in Asia, India and the Middle East. What they want is a reliable supply and quality they can depend on.

It’s a pretty secured market because people always have to eat.

Projects like this also create a lot of opportunities for employment and economic development, and I think that’s the reward for investing in this area.

Another is the Wellington Dam in Western Australia, which is WA’s second largest dam and one of the most productive in the southwest. But it’s brackish, so a private consortium is working with the WA government to prevent salt water from coming into the dam to improve the water quality and make it usable for high-value agriculture.

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These are just a couple of examples, but I think it fits into the whole spectrum of strategic planning for declining fresh water resources through climate change, coupled with increasing demand because of population growth and development.

When you look 10, 15, 20 years ahead, the challenges that we face are only going to be multiplied. We’ve got to be on the front foot to have better water treatment methods to be able to produce fresh water out of salt water and other impaired sources such as recycled water.

If you look at the ocean around Australia as an impaired source of water, there’s no shortage. We have plenty of sunshine, plenty of coastline … put all those things together, and you start to see massive opportunities.

We ought to be world leaders in these things, not following places like Singapore, the Netherlands and Canada.

That’s part of our challenge – to increase our innovation, our effort and ability of local firms to become exporters of water technology, not just consumers of it.

Australian water is state managed with some federal input, and therefore we have a staggered approach to water strategy and policy. If I’m being honest, it could be done a lot better. The duplication and inefficiency of state-based water management costs us lots of money.

It’s a similar story with Australian water treatment technology. It’s a pity that we have cases of domestic companies developing really innovative products, but then an international group seizes the opportunity and buys them.

There are signs this is changing, but I think we suffer from a branch office mentality – ‘We’re only Australia, people overseas are better at this kind of thing’.

It’s going to take the government, private sector, and Australian entrepreneurs and venture capitalists working together to keep some of the ownership for innovations here, and allow us to enter international markets and implement water innovations, rather than the other way around.

What do you think are water’s biggest issues? Join us at Ozwater’17 for a workshop hosted by the Association, WSAA and the Productivity Commission about the water resources inquiry (see page 128).

Or head online and have your say on the Association’s Facebook or LinkedIn pages.

IF YOU LOOK AT THE OCEAN AROUND AUSTRALIA AS AN IMPAIRED SOURCE OF WATER, THERE’S PLENTY THERE. WE HAVE PLENTY OF SUNSHINE,

PLENTY OF COASTLINE… PUT ALL THOSE THINGS TOGETHER, AND YOU START TO SEE MASSIVE OPPORTUNITIES. NEIL PALMER

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Membrane technology

AUSTRALIA MIGHT BE SMALL, BUT IT PUNCHES WELL ABOVE ITS WEIGHT WHEN IT COMES TO WATER TECHNOLOGY. MEMCOR MEMBRANE SYSTEMS OFFERS A CASE STUDY FOR GROWTH THROUGH INNOVATION IN AUSTRALIA.

T R BLUE U E

By Charley Rico

hen you think of Australian institutions, some stand out clearly. But one has flown under the radar despite having a lasting influence on membrane technology since the ’80s.

Memcor products, part of Evoqua Water Technologies, was formed 30 years ago as a small business specialising in low-pressure membrane filtration technology. Now, it’s a world leader in microfiltration and ultrafiltration membranes – specifically those that remove all particulate matter as well as pathogens and even some viruses.

Its products can be found in systems around the world, providing cost-effective solutions to a variety of filtration challenges.

“Memcor membrane technology has been selected on some of the most innovative projects both in Australia and internationally,” said Evoqua Managing Director Tony Handakas.

Part of this success stems from

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Memcor membrane systems intersection between local research and development (R&D), engineering, manufacturing and technical customer interface personnel, said Handakas. This allows the company to remain one step ahead, and be a market leader and disrupter for low-pressure membranes.

“Memcor membrane systems has grown in reputation, installed base, manufacturing efficiency, people skills and development, and business process planning,” he said.

“It has global R&D, with design and engineering providing value-add.”

In 2015, Memcor, an Evoqua brand was named the Asia Pacific Membrane Filtration Company of the Year by Frost & Sullivan, and was recognised for its work with underdeveloped and rural communities in the Asia Pacific region to meet their water needs.

IN THE BEGINNING …

Memcor’s initial technological offerings

were the result of research conducted at the University of New South Wales; its resulting patents date to 1981.

In 1984, US-based company Baxter Health Care acquired the rights to the original patents from UNSW with the intent of developing products and services tailored for the separation and purification of industrial fluids.

That same year, Memtec Limited, founded by Denis Hanley, Dr Doug Ford, Mike Quinn and Bill Anderson, was listed on the ASX. Within four years of its founding, Memtec made a grand entrance onto the global stage by doing business in Australia, US, UK, Germany and Japan.

It took another 10 years for the company to produce a sustainable product and business model and by then, Memtec had become Memcor.

The company changed hands a few times at this point. It was first owned by US Filter from 1998 to 2000, Vivendi/ Veolia from 2000 to 2004 and Siemens

from 2004 to 2013. The company is now part of the Evoqua Water Technologies family and the sole producer of membranes for its global projects.

However, despite Memcor membrane systems international reach and recognition, the company still retains strong ties to its domestic roots. Its products are developed, manufactured and assembled locally at a facility in Windsor, NSW, that employs close to 200 people.

“From an Australian viewpoint, it’s the only local manufacturing facility for low-pressure membranes used by municipal and industrial customers,” Handakas said.

“Having products that are part of the core water process combined with our design and engineering capabilities means we deliver a complete package.”

BUILT TO LAST Part of Memcor products current success and longevity has been thinking outside the box and seeing those ideas

WE WROTE A LOT OF THE RULES ON HOW TO APPLY MEMBRANES IN [THE MUNICIPAL SECTOR].

BRUCE BILTOFT, MEMCOR through, including turning membranes used in the industrial and medical fields into something more economic.

“The majority of applications in the early 1980s were high-value streams where membranes would be disposed of once they had become clogged with contaminants,” said Memcor’s Global Business Development Director Bruce Biltoft.

“The key opportunity was to develop a lower cost self-cleaning membrane process that could be applied across a range of applications and flows. In this case the membrane life is measured in years, rather than hours or days.”

Since then, Biltoft says flow range has extended by three orders of magnitude, while relative cost per cubic metre treated has reduced by two orders.

“It was about scale-up,” he said.

“We wrote a lot of the rules on how to apply membranes in [the municipal sector], and that gave us a good idea

MAJOR MILESTONES In the past 30 years, Memcor products has played a role in bringing some large-scale water projects to completion. Here’s a look at just a few in their portfolio of more than 2000 processing and treatment plants.

1995:

2009:

ERARING POWER STATION, LAKE MACQUARIE, NSW The water reclamation plant became the first plant in the world to feature Memcor dual membrane technology.

It treats secondary effluent from Dora Creek wastewater treatment plant to then be used for boiler makeup and auxiliary cooling.

GIPPSLAND WATER FACTORY, MARYVALE, VIC This plant proved the technical, environmental and economic viability of Memcor products for industrial and residential wastewater treatment with three primary stages: biological treatment, Memcor membrane ultrafiltration and reverse osmosis.

2000:

2011:

AQUA 2000 PROJECT, BENDIGO, VIC The Coliban Water Region Authority commissioned this build-own-operate-transfer project, which included construction and operation over 25 years of a water treatment scheme for the authority in Victoria. The system’s three water treatment plants used Memcor CS micro-filtration technology to deliver water surpassing World Health Organization standards.

ADELAIDE DESALINATION PLANT, SA Following years of drought and an exhausted River Murray, the SA Government and SA Water commissioned a large-scale seawater desalination plant. A Memcor products submerged ultrafiltration system was chosen, which was directly coupled to the downstream reverse osmosis system without a break tank.

2016: CLEVELAND BAY WATER PURIFICATION PLANT, TOWNSVILLE CITY COUNCIL, QLD Evoqua was commissioned to supply Memcor membrane filtration technology for the plant. This upgrade will use hollow core membrane systems to contribute to the plant’s hydraulic performance.

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of how to match opportunities with our technology and develop new products.

We targeted the municipal sector because of the growth potential.”

WHAT’S IN A NAME? As for that title change, Biltoft said: “At the time Memtec was formed, Memcor became the product name because we had had some conflicts with other companies around the world who were using a similar name to Memtec.

“We first used Memcor in the US and Europe before ultimately becoming known as Memcor products globally.”

Handakas said keeping Memcor’s name – and the brand legacy, reputation and market thumbprint that come along with it – were vital.

Evoqua is only three years young, he said, and the Memcor products connection added weight and a sense of longstanding commitment to excellence to the newly formed company.

Regardless of the moniker, the underlying principles of the company have remained the same.

“Evoqua has invested extensively in the further development of the Memcor product lines to ensure we continue to produce new, innovative products to

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HOW PREDICTIVE MODELLING CAN HELP URBAN UTILITIES CREATE TARGETED STRATEGIES FOR WATER SUPPLY.

By Rachael Brown ustralia’s cities are set to grow by leaps and bounds in the coming years, but utilities are struggling to adequately predict what this growth looks like and how to meet demand.

That’s the gap Mark Thyer’s research can fill. Thyer, an associate professor of environmental and civil engineering at the University of Adelaide, is taking a look at water demand modelling and how utilities can use data to map usage.

Urban water demand is becoming increasingly complex to predict, Thyer said.

“On one hand, increased social awareness and more technological advancements – particularly around water efficiency – are driving use down. On the other hand, climate change and urban densification are complicating matters.”

For example, more people living in densely populated urban areas means fewer lawns to water, thus decreasing outdoor water use. However, less people living in each house means there aren’t the same economies of scale.

“There’s tension between the two; it’s important to understand how both sides play a role in water demand because if you can understand the drivers, you can achieve more targeted approaches to water management systems,” he said.

A

DETECTING DRIVERS The impetus for Thyer’s research came after the Millennium drought, a time when water conservation was top of mind.

“Water use in Adelaide had drastically decreased [in response to the drought], and the questions we wanted to answer were ‘what drove this change?’, and more importantly ‘is water use going to stay the same in the future?’.”

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In collaboration with the Goyder Institute for Water Research and SA Water, Thyer and his team began four years ago by installing smart meters at 150 households scattered throughout Adelaide’s metropolitan area.

This was complemented by on-the-ground work to create a profile for each residence, including socio-economic status, attitudes towards water use, an audit of household appliances and more. (see breakout) Input from these sources was analysed to identify water use patterns. By the end, he and his team could identify the different signatures for each type of water use in a given residence – from a toilet flush to a tap to a shower.

“From there, you can put this data into a predictive model and relate each future spike to a driver, such as what types of plants a household has in their yard or the water ratings of their appliances,” Thyer said.

LIKE WITH LIKE Matching the smart meter data with survey results yielded enough detail about the types of residential water users that Thyer could see distinct personas emerge – which is very useful information for utilities looking to better understand its customers and their consumption habits.

However, there are challenges – especially around data storage and management – that need to be solved first before this can be scaled.

“The cost of meters has come down, but to get real-time information it needs to go into the cloud,” he said.

Another obstacle is finding people with the skills to turn quantitative data into qualitative insights.

How it works: Measuring and predicting urban water use 150 smart meters were attached to households scattered across Adelaide. They begin broadcasting data at 10-second intervals, which is stored in the cloud.

Meanwhile, households complete a survey of water use attitudes and behaviours, as well as demographic information. An audit of all water appliances is conducted to establish each signature and create usage benchmarks.

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1

5 6

Going forward the tool will be used to predict short-term water use to better plan operations, mid-range use based on seasonal variations, and long-term water use to predict annual demand and peak demand for infrastructure planning.

Residents keep water diaries and self-report usage.

Analysts collate smart meter data and compare it with household behaviours to establish water use patterns and personas.

3

4 Analysts collate smart meter data and compare it with household behaviours to establish water use patterns for different household types.

“It’s a bit of a chicken-and-egg situation. We can collect all this data, but now the question becomes figuring out what to do with all of it. That requires having people who know what to look for, as well as automating the process.”

EYES AHEAD That said, Thyer thinks that if his research can be implemented on a large scale, there is immense potential for demand modelling to transform the landscape of urban water management, particularly in terms of efficiency gains.

“For example, we found that about 20% of households contribute to half of peak demand. So if you want to reduce peak demand, you just need to target that 20% of households that are using the most water.”

End users also benefit from real-time understanding of their water usage.

“They’ll be able to identify where they have high water usage, what to attribute it to, and then make changes right away rather

than three months down the line when they see the bill and wonder why their water use is so high.”

Thyer said the industry is on the cusp of a “fairly significant change in the amount of information we can gather to understand how water use is driven at a household scale”. But first, someone has to be willing to trial it.

“It’s not always going to work the first time because it’s new.

But for those willing to take a leap, it’s an innovative way for utilities to better manage urban water demand.”

Mark Thyer has 17 years of research experience in hydrological, environmental and water resource models, and has led several projects to develop tools for enhanced water use prediction.

www.awa.asn.au

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Guy Parker

NECESSITY BREEDS INVENTION

IT’S HARD TO IMAGINE, BUT THE IDEA FOR THE PEAK BODY THAT IS THE AUSTRALIAN WATER ASSOCIATION BEGAN IN THE MINDS OF FOUR ENGINEERS. GUY PARKER WAS ONE OF THEM.

By Rachael Brown ecil David (Guy) Parker, has left his signature on many aspects of the water industry, some more overt than others. However, his behind-the-scenes work helped to lay a solid foundation for the profession to grow into what it is today.

The Australian Water Association is a child of the 60s, but the decade was a decidedly less-than-groovy time period in water management. John Parker, Guy Parker’s son and an industry veteran in his own right, said the water industry suffered from a lack of cohesion. Various professional bodies such as the Institution of Engineers Australia, the Royal Australian Chemical Institute and the Australian Society of Microbiology all had a stake in the water industry, but there was no umbrella organisation to create commonality.

“It was fragmented between various professional bodies, and all dipped their toes in the water industry,” Parker said.

However, there was huge room for improvement, as the country was slow to see post-war industrial development, and

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the appetite for water and sanitation projects was strong among professionals, governments and the public.

“There was a need for a multidisciplinary association that covered all of these other professions – whether they were scientists, engineers, management consultants or lawyers – but was specific to the water industry.”

A STORIED CAREER To gain an understanding of why Guy Parker could contribute to solving this issue, it helps to go back to the beginning.

Fresh out of graduate school in the UK, Guy Parker began his career in the water industry as a chemist and bacteriologist.

But at the outbreak of World War II, he decided to return to Australia and pursue opportunities here. This led him to joining what is now Melbourne Water as its first chief chemist and bacteriologist in 1939. From there, he moved between roles involving the private and public sectors before starting his own consultancy, where he worked with a range of clients.

Parker (second from left) worked as a chemist and bacteriologist before starting his own consultancy.

Guy Parker (fifth from left) while working in India with the World Health Organisation (WHO).

Parker said his father’s involvement in the water industry was a major inspiration for his joining as well. After working as a chemical engineer in metal manufacturing, Parker jumped at the chance to join his father’s consultancy company, and he fully assumed the family mantle after Guy Parker retired.

HOME AND AWAY No discussion of Guy Parker’s contributions to the water industry is complete without a look at his international work.

He was actively involved in the International Water Association (IWA) for a time as the Australian delegate to its governing board. Add to this his consulting work with the World Health Organisation (WHO), and a picture emerges of a dedicated, tireless and consummate professional.

“I think a lot of people aren’t aware of his involvement with WHO, but he worked with them for a number of years establishing international standards for potable water that are still used today,” said Parker.

“From there, he went on to work with WHO establishing research facilities and operations, which took him to countries such as Israel, Thailand, Brazil and India.”

BRAIN WAVE According to John Parker, the idea for starting the Association came from abroad. One of Guy Parker’s international associates in the US encouraged him and his peers to take the first steps towards starting a domestic water organisation.

John Parker (second from right) says his father (far left) was one of his inspirations for working in the water industry.

THE NAMESAKE One of Guy Parker’s most significant contributions to the water industry came when he was still wet behind the ears.

His first assignment at his first job with Melbourne Water seemed simple enough: Explore why the main concrete sewer pipe carrying sewage from Melbourne to a treatment location at Werribee was corroding at such a high rate.

An investigation found that a bacterium was the main culprit. A biological process within the organism produced sulphuric acid, which was eating away at the pipe’s surface.

This was a previously unknown organism, and Guy Parker was able to isolate this culture and study the microbial process to build more resilient structures.

But it wasn’t until last year that Dr Richard Boden, a lecturer of environmental microbiology and biotechnology at the University of Plymouth in the UK, contacted John Parker about naming the organism after his father.

“It came as a bolt out of the blue; it’s 50 years down the track after he did the research, and he’s been dead now since 1981,” said Parker.

In case you’re wondering what it looks like to have your name turned into binomial nomenclature, Guy Parker became Thermithiobacillus parkerensis.

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Guy Parker

Guy Parker

HE WAS VERY PASSIONATE ABOUT THE ASSOCIATION, AND VERY PROACTIVE IN ITS DEVELOPMENT.

Its first iteration was established in 1962 and known as the Australian Water and Wastewater Association. Membership was £4 per year, which is equivalent to about AU$112 today.

And it didn’t take too long before the idea caught on with others in the industry.

The response from water professionals was immediate and overwhelming, Parker said. By 1963, the Association had grown to 364 members, and the inaugural national convention took place in 1964.

Besides being part of the Association’s founding four, Guy Parker served as secretary and treasurer for a number of years before becoming the Association’s President in 1966.

Soon after, he started an Association journal, which would evolve over time into both the product you now hold in your hands and the separate Water e-Journal, which showcases

the expertise and undertakings of water professionals across the industry.

He held the role of President from 1966 to 1967, and he stayed involved with the Water Journal until his death in 1981.

Given his founding of the journal, his son John Parker said it’s only fitting that Guy Parker was posthumously named as patron for the award for Best Technical Paper, which is given each year at the Association’s Australian Water Awards ceremony during Ozwater.

“He was very passionate about the Association, and very proactive in its development, and I think his contribution to the industry – and to the Association in particular – is well-recognised by such an award.”

THE GUY PARKER AWARD Each year, the Australian Water Association gives an award for the best Water e-Journal paper as part of the Australian Water Awards.

This year’s winner will have their paper published in full in the August issue of Current. To learn more, visit: bit.ly/AWA_bestpaperaward

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SQUEAKY CLEAN Investigating how ï¬&#x201A;exible cleaning regimes promote membrane permeability.

MEMBRANES IN BIOREACTORS Why membrane technology might help utilities meet demand for recycled water.

HIGH AND DRY Strategies for managing drought in a high-rainfall country.

IS THE GRASS GREENER? Balancing irrigation and fertilisation needs for urban lawns.

PEAK PERFORMANCE Bayesian Belief Networks get more from instrumentation data.

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UNDER PRESSURE Stress testing water supply networks.

THE NOSE KNOWS Odour control in sewer catchments.

GO WITH THE FLOW A case study in using Biosol to treat sewer odours and control erosion.

PATHOGEN PROBLEM SOLVING The rising threat of Naegleria fowleri.

WATER CARRIERS Water transport and storage in Kenya.

TRANSLATING BIG DATA Turning numbers into information.

For extended papers on the latest research in the Australian water sector, visit the Water e-Journal at bit.ly/water_ejournal www.awa.asn.au 101

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executive summary membranes

Membrane cleaning: from theory to practice INVESTIGATING HOW FLEXIBLE CLEANING REGIMES PROMOTE MEMBRANE PERMEABILITY. C Liu

ow-pressure membranes (microfiltration and ultrafiltration) are increasingly replacing conventional water treatment processes as the result of more stringent regulations and greatly improved competitive pricing.

It has been recognised that the most common issue of membrane plant operation is controlling fouling. Although the impact of fouling might be mitigated via the modification of the pretreatment process, an inefficient cleaning can affect the extent of irreversible permeability loss, which then leads to the premature replacement of membranes.

Membrane fouling is fundamentally the result of interfacial interactions between membrane and fouling substances, and between different constituents of fouling materials. These interfacial interactions primarily are electrostatic, hydrogen bonds, steric, van der Waals, and hydrophobic/hydrophilic in nature.

The sum of those interactions would determine if attraction or repulsion forces dominate, which might be described by models such as extended Derjaguin– Landau–Verwey–Overbeek (DLVO) theory as feasible theoretical frameworks for characterising the membrane fouling phenomenon. Although research in this aspect has been limited, better understanding of the nature of fouling can help to improve cleaning efficiency and develop new cleaning techniques.

Another area of interests relevant to membrane cleaning is the structure of the fouling layer, which is largely related to the time-dependent mass transport and kinetics of fouling layer formation.

A stratified fouling layer structure might lead to a sequential approach to effective membrane cleaning.

L

FOUL ISN’T FAIR Membrane fouling is a complex phenomenon and typically results from multiple causes. As the fouling progresses, the interactions between membrane and foulants are soon replaced by foulant-foulant interactions and surface characteristics of the membrane would no longer play important roles.

for fouling could be found and the most effective cleaning regimes determined.

Depending on the temporal and spatial variations in the quantity and quality of fouling materials encountered by the membranes, and on the history of membrane cleaning, fouling can be dynamic and influenced by multiple factors. Re-evaluation of cleaning regime is necessary as the nature of membrane fouling may change over time.

Membrane fouling is fundamentally the result of interfacial interactions between membrane and fouling substances, and between different constituents of fouling material.

This is illustrated best in a comparison of fouling in a polymer–membrane system and a polymer–primary coagulant– membrane system.

The fouling trend in the polymer– membrane system could be predicted qualitatively well based on electrostatic interaction. However, the addition of a primary coagulant into the system changed the dynamics of fouling by forming a cake layer and rendered the membrane charge characteristics no longer relevant.

Membrane cleaning study with various cleaning regimes provides a practical means to elucidate the nature of fouling and to devise effective cleaning regimes. By correlating the recovery in permeability to specific cleaning steps, as well as the quantity of contaminants on the membranes’ surfaces, the cause

For the fouling layers with a stratified structure, the cleaning sequence can affect the efficacy of the cleaning. Several case studies are selected to illustrate the complexity of membrane fouling in real world applications.

Dr Charles Liu is a principal engineer of Pall Water, and a registered professional engineer in the State of New York and a board-certified environmental engineer

by American Academy of Environmental Engineers.

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

www.awa.asn.au 103

executive summary membranes

Membrane bioreactor upgrade at North Head Recycled Water Plant AFTER NINE YEARS OF OPERATION, SYDNEY WATER CORPORATION CONSIDERED OPTIONS TO CATER TO THE INCREASED DEMAND FOR RECYCLED WATER AT NORTH HEAD WASTEWATER TREATMENT PLANT. K Chow, G James, P Zauner

he recycled water plant (RWP) at Sydney Water Corporation’s (SWC) North Head Wastewater Treatment Plant (WWTP) was commissioned in August 2005.

The RWP consists of a membrane bioreactor (MBR) and chlorine disinfection to provide high-quality water for several processes at the WWTP. The reduction in potable water usage is an integral part of SWC’s operations, with the recycled water being used in several processes at the STP. MBR suppliers offer lifetime guarantees in the order of 310 years. Estimates for membrane life have been based on loss of mechanical stability, decline in hydraulic permeability and analysis of sales data for new versus replacement membranes. The consensus is that MBR operators should expect a lifetime of eight to 10 years.

In 2013, Sydney Water conducted a review of potential recycled water needs

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and determined that the current output from the RWP needed to be increased.

Sydney Water asked Evoqua Water Technologies to conduct a detailed audit of the MBR. Based on the options report, SWC elected to upgrade the plant.

BEFORE AND AFTER The upgrade of the North Head RWP provided a unique opportunity to examine long-term performance of an MBR installed in Australia, as well as to identify the advances in membrane systems.

After nine years of operation, SWC considered options to cater for the increased demand for recycled water at North Head WWTP. An audit performed by the supplier of the original membrane equipment informed SWC’s choice of upgrade option.

The selected option included the replacement and upgrade of Memcor

membrane modules with a new generation product by the original supplier. The upgrade was done while the plant was producing recycled water. The result was a plant that produces more recycled water without compromising filtrate quality – and at lower dollar/ML energy costs compared with the original design.

Examining pre- and post-upgrade plant operating data allowed findings to be made on the performance of nine-year-old membranes compared with new membranes. The upgrade was also an opportunity to upgrade controls incorporating operating experience from previous years.

The scope required to examine the operation of the RWP through its first nine years and to consider the changes in membrane technology that have continued to make MBR an attractive technology for the conservation of water resources.

The upgrade provided a unique opportunity to examine long-term performance of a membrane bioreactor.

Data presented covered plant operation, operational costs and a comparison of the pathogen and virus removal of the RWP from two separate studies.

DATA-DRIVEN The existing membrane modules were installed for nine years and were the subject of: • a study conducted about operation of the existing system and the impacts on performance; and • a review conducted on filtrate quality.

An upgrade with Memcor B40N membrane modules and a MemPulse aeration system followed, and found: • the upgrade was within the existing tankage with the RWP online;

• the upgrade allowed the plant capacity to be increased up to 3ML/d average flow from the current rated average flow of 2ML/d; and • the use of large bubble slug flow of the MemPulse system meant that the scour air blowers did not have to be increased in capacity.

Gerin James is Evoqua Water Technologies’ MBR product manager.

Peter Zauner is a process engineer with Evoqua Water Technologies.

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

executive summary drought management

Water challenges in the Marshall Islands STRATEGIES FOR MANAGING DROUGHT IN A HIGH-RAINFALL ATOLL COUNTRY A Gale, H deBrum

t is hard to believe that when a community receives in excess of 3000mm/year of rain (almost five times Melbourne’s average annual rainfall) that water could be precious.

Yet that is exactly the situation in the Republic of Marshall Islands (RMI), an island country composed of a series of 29 coral atolls and five islands in the Pacific just north of the equator.

They extend 1150km north-south and 1300km east-west, about 4100km from Sydney and 3200km from Honolulu.

This tiny republic of some 53,000 inhabitants has major water supply challenges, particularly on the two main islands, Majuro (28,000 people in 970

I

hectares at 6.8 people per household) and Ebeye. (10,000 people in 40 hectares at 8.4 people per household).

MAPPING APPROACHES This paper focuses on drought management for Majuro, with brief discussions on the outer islands to demonstrate the diversity of approaches.

Majuro Water and Sewer Company (MWSC) is the state-owned enterprise (SOE) with responsibility for water supply to the island. The water supply system is relatively complex, with multiple sources and treatment plants.

The primary water source is the airport runway, which meets the needs of the greater community, although the Laura groundwater lens provides substantial supply during droughts. Another source is rainwater harvesting, upon which 75% of the community relies for their sole supply.

A “drought” occurs in two to four weeks with low rainfall when rainwater tanks empty and there is no other supply.

Majuro suffered a “drought” in early 2016, resulting in the declaration of a state of national emergency by the RMI Government, followed by declaration of a state of disaster by the US, resulting in emergency water supplies and significant international support to the RMI.

Predicted Actual Predicted with Actual to end Previous Month Rainfall (mm) Predicted Rainfall (mm) Actual

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The primary water source in Majuro is the airport runway, which meets the needs of the greater community.

DROUGHT MANAGEMENT MWSC’s management of the 2016 drought was successful in ensuring that Majuro avoided a major disaster by: • The application of a drought management plan prepared in December 2015; • Providing a better definition of what is the safe yield of the Laura groundwater lens to ensure the lens was not negatively affected; • Optimal management of the airport catchment using a water-balance model by the primary author; • Coordination with commercial drinking water suppliers to ensure availability of drinking water; • Coordination with RMI EPA for development of emergency water tankering regulations to enable the tanker demand to be met; and • Leasing an emergency Saltwater Reverse Osmosis (SWRO) plant as the primary risk management tool (although the drought broke before the plant arrived in Majuro and it was shipped back to Australia unopened.

However, it was a major risk management decision in ensuring that 28,000 people were not without adequate water supply).

The primary learning from the 2016 drought was that water resource management is critical – the issue was primarily one of effective water resource management rather than a severe shortage of water.

Water resources will be an ongoing challenge for RMI but continuing development of good planning and management practices by the leaders of MWSC and a better understanding of drought management by the general community will mean that 3000mm of rain a year will be adequate.

Allen Gale was Water and Sanitation Advisor to the Republic of Marshall Islands at the time of preparation of this paper. He is a former national president of AWA and received AWA’s Exceptional Services (George Goffin) Award in 2010.

Halston deBrum is Operation Manager at Majuro Water and Sewer Company.

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

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executive summary irrigation

Irrigated public spaces A BALANCED APPROACH TO LAWN IRRIGATION IN NORTHERN AUSTRALIA. R Hasan, C Fairfield

rrigation consumes more water in Darwin than in many other cities in Australia.

Darwin is the only Australian capital city not to have water restrictions, and people use 2.1 times more water than other Australians.

Inefficient irrigation wastes water and energy. Over-irrigation of invasive, non-native grasses – species not ideally suited to northern Australia in the first place – causes demand amounting to approximately 70% of the average domestic water consumption.

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to drains and receiving waters. Increased mowing leads to soil erosion, exacerbating the nutrient loss and necessitating further irrigation and fertilisation in a vicious cycle designed to keep the grass aesthetically appealing, regardless of the actual harm to the environment.

A VICIOUS CYCLE Permeable, nutrient-poor soils suffer nutrient leaching because of over-irrigation.

Propagules and seeds are conveyed to drains and watercourses by over-irrigation, where they out-compete native species and adversely impact local ecosystems in swales, creeks and coastal estuaries.

Over-irrigation drives increased mowing, giving rise to municipal solid waste in the form of grass clippings.

Added chemical fertilisers drive growth, necessitating more frequent mowing, and causing leaching of excess nitrate load

Three levels of 25:5:8.8 (N:P:K) fertiliser were applied (none, 50% and 100%), and two levels of irrigation were applied (11mm/week and 22mm/week). The dominant species present were Pangola grass, Gamba grass and Bahia grass. The soil was a nutrient-poor, gravelly clay loam with a high infiltration rate and a poor water-holding capacity. From the middle of July, the grass was regrown and after eight weeks it was cut and the biomass yield measured.

WATER-ENERGY The treatment of water to a potable standard consumes significant energy, and to circulate this while over-irrigating lawns and public open spaces adds to the embedded energy burden of irrigation.

The energy required to fertilise, mow, irrigate, re-fertilise and re-mow is only affordable in a financial sense.

A site north east of Darwin’s CBD was divided into plots of 3m by 3m and subjected to different regimes.

IS THE GRASS GREENER? There were two key findings from this study. The first is that less irrigation still delivers acceptable growth rates among the grass species studied. The second is that zero fertiliser use (with irrigation) reduced biomass yield by 50%.

Based on where over-irrigation falls in the water-energy nexus means that this issue will need to be addressed more broadly across northern Australia now and into the future.

350 300 HEIGHT (MM)

6 WEEKS

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Rafi Hasan has his Masters in civil engineering.

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Charlie Fairfield is the Power and Water Corporation Chair in Sustainable Engineering at Charles Darwin University.

WEEK Q Pangola grass (Digitaria eriantha)

Q Gamba grass (Andropogon gayanus)

Q Bahia grass (Paspalum notatum)

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

www.awa.asn.au 109

executive summary data management

Improving decision making in water plant operability USING BAYESIAN BELIEF NETWORKS TO GET MORE FROM EXISTING INSTRUMENTATION DATA TO ACHIEVE BETTER PROCESS PERFORMANCE. T Trinh, C Pelekani, G Leslie, P Le-Clech

he increase in stringency of water quality requirements in Australia has driven the need for improved data collection and process monitoring practices at water treatment plants.

Despite the clear benefit of online monitoring for risk reduction and improved compliance, obtaining the full effective value of large volumes of data created by online instruments is still an ongoing challenge.

This study aims to apply a qualitative risk assessment tool called Bayesian Belief Network (BBN) to expand the use of historical data for improving decision making in water treatment plant operability.

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DATA REPRESENTATION BBN is a graphical model that represents a set of variables and their probabilistic dependencies. In BBNs, variables are represented by nodes, and the relationships between variables are represented by directed arcs.

Quantitatively, these relationships are expressed in conditional probability tables. BBNs offer numerous benefits for modelling complex systems but their applications in water treatment systems are still very limited.

A few studies have investigated the application of BBNs in diagnosing upsets in lab-scale wastewater treatment systems. However, application of BBNs based diagnosis systems for full-scale water treatment processes has not been reported.

In this study, based on available online turbidity data and related operational inputs from a filtration process of a

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full-scale water treatment plant, BBNs were developed and validated, which could determine the probability of several possible causes and the corresponding corrective actions for given high filter outlet turbidity readings.

Such quantitative statistical information from the models could help operators to decide on the appropriate courses of action when facing different situations at the plant, and thus improve day to day decision making during ‘out of normal’ operations.

LIMITS OF DATA Applying BBNs in this environment presents a number of challenges, in particular, obtaining the appropriate dataset and information for the model development and validation.

BBNs offer numerous benefits for modelling complex systems, but their applications in water treatment systems are still very limited.

On one hand, plants with sound management strategies and good monitoring records usually have little “out of normal operation” incidents. Although full dataset could be obtained from these plants, the variation of the data results in few relevant incidents, and limit

the full development and validation of comprehensive BBNs. On the other hand, plants featuring a wide range of “out of normal operation” incidents, are usually not well monitored and lack of appropriate dataset. The full benefit of BBNs therefore appears to be limited to plants featuring sufficient “out of normal operation” incidents and appropriate amount of monitoring data and operational and maintenance records. As a result of this study, it has been demonstrated that better decision tools can be developed from historical data. In addition, BBNs can be a good training tool for new operators as the models can offer better understanding of the links between different parameters in the processes.

Furthermore, BBNs can also serve as a complementary strategy to existing management strategies of the plant to improve the reliability of its processes.

Trang Trinh is a postdoctoral research fellow in the UNESCO Centre for Membrane Science and Technology at the University of NSW, where Professor Greg Leslie is the Director.

Pierre Le-Clech is an associate professor at the School of Chemical Engineering at UNSW Australia.

Dr Con Pelekani is the Water Treatment Performance and Optimisation Manager at SA Water, Adelaide.

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

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executive summary asset management

Performance under pressure STRESS TESTING THE REDCLIFFE WATER SUPPLY NETWORK TO REACH PEAK PERFORMANCE. K Goraya and J Xu

n general, water hydraulic models in Queensland are validated only for seasonal max-hour demand conditions for long-term planning.

Under these conditions, the observed head loss is small in comparison with other potential errors. This gives the false impression that the model is properly calibrated for all conditions. This might result in service deficiencies when the network is stressed, resulting in poor capital expenditure decisions.

Good calibration requires stress testing the network with high flows like hydrant flow tests. This generates friction losses substantially higher than other sources of error, allowing pipe friction factors to be calculated with greater confidence.

Model calibration is important to ensure the model reliably reflects the performance of the operating network. This is especially true in older parts of the network where the tuberculation of unlined cast iron fittings

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has the potential to severely compromise network performance.

SPECIFIC CHALLENGES The Redcliffe Water Supply Scheme is one of the oldest networks in Unitywater’s service area, with 60% of the network constructed prior to 1975. During the Millennium Drought, the Redcliffe network was reconfigured and divided into 17 demand management areas (DMA), reducing the network’s interconnectivity.

Unitywater conducted water network calibration of six DMAs in the Redcliffe Peninsula using genetic algorithm (GA) with extended period simulation (EPS).

These areas were selected to get a better understanding of the performance of the water network, which had experienced fire flow performance issues after the division of the network to establish DMAs.

Historical as-constructed records and asset information were not always reliably captured in the network model. These factors created uncertainty in predicting network performance such as fire flows and long-term network planning.

Flow tests were carried out at hydrants located in the extremities of the DMA and at critical facilities, causing pipe velocity to increase on average seven and a half times; pressure loggers were installed at strategic locations to detect pressure drops from the hydrant flow tests.

Calibration involved grouping pipes based on internal diameter, pipe material and age. GA was used with EPS to find the best roughness match for each pipe group.

Simulated pressure results from were compared with field pressure readings to evaluate if the DMAs were satisfactorily calibrated. Engineering judgement was used to improve the GA predictions where a poor match was observed.

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Good calibration requires stress testing the network with high flows such as hydrant flow tests.

JUDGING PERFORMANCE

Noosa Hydrant Replacement

GA was found to be a time-efficient alternative to the manual adjustment of friction factors. However, the performance of GA was highly dependent on the input parameters, such as the provided range of friction factors for each pipe group.

GA provided an answer out of many possibilities that fulfilled the tolerance requirements. However, when the provided friction ranges were too wide, unrealistic solutions were considered.

Therefore, engineering judgement was required to ensure only realistic friction factor ranges for pipe groups are used. If the calibration results were unsatisfactory with those constraints, it was necessary to

manually identify local network restrictions and adjust the model accordingly.

The calibrated model will be used to locate underperforming sections of the network for field investigations prior to augmenting or renewing assets.

It will also guide the refinement of the capital works program and provide confidence in lowering DMA pressures to reduce leakage while ensuring the desired level of service will still be met.

Ken Goraya is responsible for Unitywater’s development of network master plans.

Joseph Xu is a network modelling engineer with Unitywater.

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

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FRYHUV#JWLFRYHUV FRP www.awa.asn.au 113

executive summary sewage catchment

Odour control in a combined stormwater catchment THE COMPLEXITIES OF MANAGING TRADE WASTE INPUTS AND FINDING EFFECTUAL TREATMENTS. J Barnett

Tankered waste could be contributing to the H2S levels at the inlet, and there is considerable H2S generated on site within the treatment train. asWater operates the Ti-Tree Bend (TTB) wastewater treatment plant (WWTP), a continuous mixed activated sludge (CMAS) plant, in Launceston. A synergy of equations has been utilised to produce a term that quantifies the energy density (ED) of any given system flow rate using any given pump. The equations have been presented in a format intended to have the most relevance, that is, Kilowatt Hours per Mega Litre (kWh/ML).

The city was one of the first in the southern hemisphere to have a sewer system, dating back to the 1860s.

The WWTP was commissioned in 1974 and receives combined wastewater including stormwater, domestic and industrial waste.

Sulphide in wastewater can cause significant odour issues through the generation of hydrogen sulphide gas (H2S) in sewers and WWTPs. Ferrous iron salts (FeCl2) are added in excess to enable the precipitation of iron sulphide, effectively removing H2S.

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Flow-paced iron salts dosing started on August 31, 2015.

The water pH is also an important factor controlling the formation of H2S. The optimum pH to reduce the formation of H2S is approximately 8. The purpose of this report was to determine the optimal iron salts dosing levels and the effect of the dosing on the operability of TTB sewage treatment plant.

THE GOLDILOCKS ZONE Iron salts dosing showed a statistically significant decrease in the mean monthly H2S levels detected at the wet well before the plant – between 20% and 70%. The optimal dose rate was estimated relative to the residual H2S detected on site; however, with inline monitoring the dose rate could be optimised further.

Although H2S was significantly reduced, olfactometry testing showed that there was minimal difference in the total odorous gas on site.

There were significant H2S diurnal patterns identified at TTB, with spikes identified throughout the system.

Tankered waste could be contributing to the H2S levels at the inlet, and there is considerable H2S generated on site within the treatment train.

PRECIPITATING CHANGE Iron salts precipitate phosphate and a 30% reduction in effluent total phosphorus (TP) cuts the TP load discharged by approximately 11,000kg/y – a significant benefit for the receiving environment.

Alkalinity in the AST can be lower than the recommended levels for effective biological treatment; yet the data indicated that iron salts dosing had no effect on the levels in the STP. However, there were significant reductions in the pH in both the AST and the effluent.

The mean effluent pH after the start of dosing was 6.51. This will result in pH non-compliances for the effluent.

Following commissioning of the iron dosing unit and a community engagement program, total odour complaints dropped from 18 in 2014-15 to 10 in 2015-16. Many complaints were associated with the dosing system being offline and/or maintenance work being carried out.

Dr Jason Barnett BEnvSc, PhD (Chem), is a senior wastewater scientist in the sewerage system optimisation group with TasWater.

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

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executive summary sewage treatment

Improved liquid phase odour control A CASE STUDY IN USING BIOSOL TO TREAT SEWER ODOURS AND CONTROL CORROSION. N Chandler

n January 2014, Biosol was awarded a public tender to treat the total Griffith City Council (GCC) sewer network for odour and corrosion control.

By April 2014, the former dosing regimen of magnesium hydroxide liquid (MHL) and ferrous chloride was decommissioned and non-hazardous Biosol dosing commenced.

The results from Biosol dosing when compared with MHL and ferrous chloride dosing are: • Up to an 85% reduction in hydrogensulphide gas; • A 75% reduction in incident phosphorus arriving at the treatment plant (this reduction forms part of an ongoing research program to understand the fate of the phosphorous); • A quantifiable increase in infrastructure surface pH, indicating a substantial increase in infrastructure life span;

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• Greater than a 60% reduction in chemical use and dosing footprint; • Removal of fat, oil and grease in the dosed sewer mains; • No adverse impact on sewage process at the treatment plant.

TEST CASE Biosol’s application at Griffith has proven to be an outstanding demonstration site because of the amount of historical H2S (OdaLog) data that has been gathered.

This has allowed direct comparisons with the previous odour control regime of MHL and ferrous chloride dosing. Biosol offers a fundamentally new approach to sewer odour and corrosion control. Two products, working together, are used to treat the cause of sewer odour and infrastructure corrosion.

Biosol BRX 2DE is responsible for sending bacteria in the biofilm from the breeding/feeding form to the single cell planktonic form.

Biosol’s application at Griffith has proven to be an outstanding demonstration site because of the amount of historical H2S (OdaLog) data that has been gathered.

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In the single cell form, the bacteria are dormant and do not feed nor produce odour. Critically, single cell bacteria don’t produce the exopolysaccharide glues that adhere the biofilm to the substrate (pipe).

Consequently, the biofilm matrix disintegrates and is washed via normal sewage velocities to the treatment plant for processing.

Biosol’s second product, BRX 1CN, is designed to block the feeding of the remaining sulphur, reducing and methane forming bacteria in the sewers.

This is achieved by blocking the Krebs, or citric acid, cycle of these bacteria.

Biosol does not kill bacteria, instead changing the bacteria’s state from one form to another and back again. Killing bacteria leads to the development of bacterial resistance, which is a significant problem in our hospitals.

Nick Chandler is an engineer with broad experience in R&D, product development and bringing new products to market.

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

executive summary climate change

Understanding Naegleria fowleri THE MICROORGANISM IS A DIFFERENT TYPE OF PATHOGEN TO THOSE USUALLY CONFRONTING WATER UTILITIES AND WILL BE AN INCREASING THREAT AS THE CLIMATE CHANGES. C Laydon s Australians, over the past six months we have seen a number of climate records broken. These extremes are likely to become more common.

Climate change is also bringing a number of challenges to the water industry, and one of those is an increasing water temperature profile and the risk of a unique and dangerous pathogen: Naegleria fowleri.

Naegleria fowleri is a free-moving amoeba that lives in fresh, warm-water conditions, with an optimal growth temperature at around 45°C. Unlike most of the waterborne pathogens of concern, it is not related to faecal contamination. If the surrounding environmental conditions support the amoeba, it can be carried by dust, soil or minor infiltration and could contaminate susceptible potable water supplies.

Naegleria fowleri has a unique behavioural trait, which is that when exposed to the human nasal track it will move up the olfactory nerve, through the cribriform plate and then into the brain.

This infection causes brain swelling and tissue deterioration called Primary Amoebic Meningoencephalitis (PAM).

In the great majority of cases (more than 97%) death occurs within one to two weeks of infection. However, the occurrence of the disease is currently considered rare. Within the United States there have been 138 cases of PAM between 1962 and 2015, with zero to eight infections per year.

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DOMESTIC RISK The majority of PAM cases worldwide occur due to exposure to contaminated recreational water. However, in Australia we also have conditions that can warm water potable supplies. Potable water, which is continually above 25oC or

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32°F (0°C)

115°F (46°C)

Although trophozoites are killed rapidly by refrigeration, cysts can survive for weeks to months at cold temperatures above freezing, although they appear to be sensitive to freezing

Naegleria fowleri grows best at higher temperatures up to 115°F (46°C)

122°F - 149°F (50°C - 46°C)

Although the amebae may not be able to grow well, Naegleria fowleri can still survive at higher temperatures for short perios of time. The trophozoites and cysts can survive from minutes to hours at 122-149°F (50-65°C) with the cysts being more resistant at these temperatures.

Summary of geographic and secular distribution of Australian PAM cases, 1955-1981 3

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Key to Place Abbreviations ( ) = No. of Cases

1965

First published account of PAM (Fowler & Carter)

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Anderson & Jamieson isolated N. fowleri from domestic supply on Morgan-Whyalla pipeline in February E&WS amoeba control and monitoring programme commenced November.

1981

First case of PAM in S.A. for 9 years & Whyalla’s first case ever.

= = = =

Kadina, S.A Pt. Piriie, S.A Pt. Augusta, S.A Whyalla, S.A

(2) (3) (8) (1)

BE = Beverley, W.A ME = Merredin, W.A

(1) (2)

RC = Richmond, NSW

(1)

MM = Mt. Morgan, QLD (1)

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seasonally above 30oC, is considered at risk. These types of warm water conditions are not limited to northern or inland regions of Australia.

An in-depth Australian study was undertaken by M.Dorsch in 1982 on PAM in potable water supplies. During her research Dorsch identified 19 fatal Australian PAM cases from 1955 to 1981, and she looked at a number of different water schemes and disinfection controls.

The key finding from Dorsch was that by maintaining a free chlorine residual of 0.5mg/L throughout the entire reticulation system, the pathogen could be effectively managed. This key finding has provided the basis for the recommendations within the current ADWGs, which includes a dedicated factsheet on the pathogen.

The US has also recently experienced potable water related PAM infections for the first time in many years. The US Centers for Disease Control and Prevention (CDC) also deems this an increasing pathogenic risk with increasing climate temperatures. Current recommendations from the CDC reflect the original Australian recommendations of increased chlorine residuals. However, new research is being undertaken in the US to provide chlorine contact time (Ct) and UV dose levels for inactivation.

Within our industry there are a number of water authorities that are monitoring and actively managing the risk of Naegleria fowleri. The general approach

taken in managing this pathogen, as per the ADWG, is to initially understand the water system temperature profiles to determine if it is an at-risk supply, following which, a study or more routine testing is recommended.

Mitigating potential risks are generally based on maintaining clean pipelines and reservoirs, reducing sludge and biofilm layers which can create ideal environments for the amoeba to shelter and colonise, as well as maintaining a free chlorine residual of above 0.5mg/L throughout the entire reticulation system.

As we head into a future of increased and extreme temperature events, this pathogen is likely to spread throughout our already-warm continent. Within the industry, we currently have the tests, tools and systems to manage this pathogen.

However, increasing the awareness and understanding of this deadly amoeba is important to ensure that the risks are understood and mitigated appropriately.

• Biological treatment of hydrogen sul ulphide (H2S) and volat olatile organ nicc compounds • Innovative patented design esign sign n • Proven H2S removal efficiency >99% • Modular and transportable construction • Small footprint • Low capital and life cycle costs • Long media life (3-5years).

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Applications: Control and treatment of foul odours from wastewater pump stations, discharge manholes, air-valve pits, main sewers, treatment plant inlet works

Clara Laydon is a senior process engineer at Hunter H2O.

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

E-mail: info@odatech.com.au www.odatech.com.au

odours….controlled naturally

executive summary water storage

Water transport and storage using a water backpack Staff from Partners for Care (PFC) conducting training on the use of the water backpack at Ishiara village, Machakos County. Photo courtesy of PFC.

AN EVALUATION OF A UTILISED DOMESTICATED WATER TRANSPORT AND STORAGE DEVICE IN KENYA. PG Kirira, SM Karenga, GN Michuki

n developing countries, it is reported that as much as 80% of prevalent illnesses are linked to poor water and sanitation conditions. In Kenya, 43% of people do not have access to clean water, and sometimes to fetch water some community members are required to walk for long distances.

Incidentally, 64% of the households rely on women to fetch water when there is the absence of a home water reservoir or similarly close source.

In almost all cases, plastic jerry cans obtained from chemical industries are

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used to ferry the water. The design of such jerry cans makes it extremely difficult to clean the inside leading to the accumulation of grime, which becomes a possible breeding ground for disease causing microorganisms.

With an estimated weight of 18kg when full, jerry cans have also been associated with musculoskeletal pain, especially in women who have to walk long distances carrying it.

A NEW SOLUTION The water backpack (packH2O) has been designed as an alternative to jerry

cans. In the last four years, more than 10,000 water backpacks have been distributed by a local NGO to rural communities in four counties in Kenya.

During distribution of the backpacks, the beneficiaries are trained on usage, water treatment methods, cleaning and solar sanitisation of the pack.

This study was conducted to assess the utilisation of the backpack as an alternative water transport and storage device in the Embu, Machakos, Kilifi and Kiambu counties in Kenya.

The study set out to determine the adoption of the backpack in water

In Kenya, 43% of people do not have access to clean water ... some community members are required to walk for long distances. transport, storage and treatment, and the frequency of users cleaning the backpackâ&#x20AC;&#x2122;s liner.

During the study, observations were also made to determine if the participants were able to use the backpack correctly. The study participants consisted of 403 people selected randomly from a population of those who had received a donation of a water backpack from Partners for Care, an NGO in Kenya.

Observation and structured questionnaires were used to collect data. Data analysis was done using R statistical package, and descriptive statistics were used to present the data.

KNOWLEDGE IS POWER From the study, it was observed that there was consistent usage of the water backpack over the jerry can.

In addition, an average of 86% of all study participants in the four counties demonstrated they knew how to properly use the water backpack.

More than 97% of the participants reported to be cleaning the water backpack liner using wiping and solar sanitisation. On the other hand, more than 91% of all the respondents reported that they treated their water by boiling (33%), water guard (44%), and a combination of WaterGuard and PUR water purification powder (57%).

In Machakos and Kilifi counties, more than 67% of the respondents reported a marked reduction of pain since they started using the water backpack.

In conclusion, there was strong evidence that the water backpacks are used correctly in Kenya and are replacing jerry cans in some places owing to their superior benefits.

Peter Gakio Kirira has a PhD in Pharmaceutical Chemistry from Nagasaki University and is currently at Mount Kenya University.

Samuel Mukiha Karenga is the Dean at the School of Postgraduate Studies at Mount Kenya University and the Head of Pure and Applied Sciences.

George Ngondi Michuki is the director of the Africa Genomics Centre and Consultancy Company.

To read the full article, visit the Water e-Journal at bit.ly/

water_ejournal

executive summary water quality

Translating big data to inform decision-making TOOLS AND TECHNIQUES TO TURN STRINGS OF NUMBERS INTO INFORMATION FOR TECHNICAL EXPERTS AND THE COMMUNITY. M van der Sterren, M Griffith, S Manning, P Tate, J Dixon ncreased computing power, improvements in technology and innovation have led to development of large complex numerical models.

But how do we make sense of the terabytes of output generated?

Sydney Water was recently faced with this challenge following the completion of the Hawkesbury-Nepean River and South Creek model. With more than 130 scenarios generating approximately 100GB of output each, the sheer volume of output was overwhelming.

However, it is essential that the outcomes of the modelling are understood and clearly communicated to management, stakeholders and the community, so they can inform policy and management decisions. This led to the development of innovative statistical and visual analytical techniques.

One of the techniques used to analyse the model output is based on the

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Analysing the model output in flow classes provides greater insight into the scenario results.

GO WITH THE FLOW The six flow categories used (very low, low, moderate, fresh, flood and extreme) were defined using the baseline scenario for a site or stretch of river. The modelled water quality was then analysed to determine the flow weighted total loads (presented as bar plots) or flow weighted concentrations (presented as box-whisker plots). Using flow divisions enables the identification of changes in flow regime and water quality as a result of the different management options.

In addition to separating the output using flow categories, the above techniques can be applied to ‘dry weather’, ‘wet weather’ or ‘all weather’ model conditions. Dry weather analysis

It is essential that the outcomes of the modelling are understood and clearly communicated to management, stakeholders and the community.

Healthy Rivers Commission’s objective values. Performance is indicated by calculating the proportion of results for a particular constituent that fall within the objective value, expressed as a percentage. A second technique is to simply graph the average.

When combined, these two analysis techniques provide an effective big-picture view of the output. This level of analysis might be adequate to address the objective, might trigger the development of new scenarios or it might prompt the need for more detailed analysis.

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is particularly important to Sydney Water so we can understand potential impacts on water quality during extended dry weather, while land managers might be more concerned with wet weather when diffuse runoff dominates the receiving water quality.

While complex statistical analysis is essential to understand the outcomes from the modelling and to develop solutions, it is often unnecessarily technical for management or the wider community.

Animations were found to be a useful technique to present scenario results

to these audiences. All the techniques described in this paper to analyse the Hawkesbury-Nepean model output were programmed in MATLAB.

LESSONS LEARNT Key insights arose from the scenario development and analysis process: • Ensure the objective is clearly defined and all assumptions are understood before running the model.

• Keep the initial analysis simple.

Presenting the average constituent concentration in conjunction with a comparison to relevant guidelines or objectives is often sufficient.

• Depending on the level of detail required, separate the load or concentration by flow classes. This provides an improved understanding of how increased flows with lower concentrations or decreased flows with higher concentrations influence the water quality within the river.

• Animations are an effective technique to communicate the overall findings to management and the community.

However, they are not suitable for detailed analysis.

Dr Marlène van der Sterren is a principal modeller at Sydney Water.

Merran Griffith is the principal advisor for waterway health at Sydney Water.

Scott Manning is an analyst at Sydney Water.

Dr Peter Tate was an analytics strategist at Sydney Water. He is currently the director of WQ Data Pty Ltd. Dr Jonathan Dixon is a principal analyst at Sydney Water.

To read the full article, visit the Water e-Journal at bit.ly/water_ejournal

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T H E AU ST R A L I A N WAT E R A S S O C I AT I O N M AG A Z I N E

A S S O C I AT I O N E V E N T S SHARING EXPERTISE ACROSS THE WATER INDUSTRY

NSW Water Award winners with Branch President Graham Attenborough.

126 128 130

EVENTS PLANNER Plan your professional development with the latest listing of the Association’s event calendar.

WATER DIVINING What’s next for the water industry?

A new stream at Ozwater’17 plans to answer that question.

YOUNG MINDS Victoria’s YWPs gathered for the annual regional conference.

132

SPOTLIGHT ON SUSTAINABILITY A panel of industry experts discuss the crucial role the water industry plays in implementing the SDGs.

134 137

SHINE BRIGHT NSW honoured its top water professionals in style.

FORECASTING THE FUTURE Representatives from the Bureau of Meteorology displayed a range of new tools and how to use them.

www.awa.asn.au 125

Association events

EVENT CALENDAR

M AY

JUNE

NAT: OZWATER’17 Embracing Innovation & Disruption for a Smart Water Future

09

NSW: YWP NSW REGIONAL EVENT Leadership and Management (held in Newcastle)

25

TAS: TECHNICAL SEMINAR Dam Management

QLD: TECHNICAL SEMINAR

26

VIC: YWP ANNUAL BALL A Splash of Colour, Fenix Richmond

14 15

31

WA: RECONCILIATION WEEK EVENT

16-18

WA

VIC 26 May VIC: YWP Annual Ball

A highlight on the social calendar for the Victorian Young Water Professionals. Add some colour to your outfit and celebrate at one of Melbourne’s newest venues, the Fenix.

SA: YWP FORUM Turning Disruption into Positive Transformation VIC: YWP PROFESSIONAL DEVELOPMENT SEMINAR 2

ACT

QLD

28 June Water Matters Conference – A smart water region

This year’s Water Matters Conference is themed Innovation in a Smart Water Region. The ACT branch wants the conference to explore how Canberra and its region can be the ‘Smart Water Capital’, and how innovation in technology and big data will transform the sector. The day will provide insightful perspectives from a variety of experts and will culminate in a panel discussion about the key steps to achieve an innovative water future.

FOR MORE DETAILS AND TO REGISTER, VISIT BIT.LY/AWAEVENTS

126 www.awa.asn.au

FROM NETWORKING TO PROFESSIONAL DEVELOPMENT, THE AUSTRALIAN WATER ASSOCIATION’S CALENDAR IS OVERFLOWING WITH EVENTS FOR EVERY TYPE OF WATER PROFESSIONAL.

J U LY

JUNE

22

28

WA: ANNUAL WATER INDUSTRY BREAKFAST Water Security: Are we in Deep Water?

WA: ANNUAL CONFERENCE Water Security: Technology & Ethics ACT: WATER MATTERS CONFERENCE A Water Smart Region SA: TECHNICAL SEMINAR Best of Ozwater

TAS 24 August Where the Waters Meet 2017 Conference

The Tasmanian Branch annual conference “Where the Waters Meet” will be held at Wrest Point Conference Centre. This year’s presentations will cover: ·Business optimisation and sustainability ·Disruption in innovation and technology ·Developing the workforce for the future The trade exhibition is always an exciting place to visit and networking opportunities will be plentiful. The Conference Breakfast will feature keynotes from across the sector and is a perfect way to start the day.

14 20-21

QLD: WATER AWARD SUBMISSIONS DUE QLD: NORTH QUEENSLAND REGIONAL CONFERENCE

Mackay

AUGU ST VIC: 55TH ANNUAL DINNER

03 17 18

SA: STATE CONFERENCE Water in the Community

24

TAS: WHERE THE WATERS MEET 2017 CONFERENCE

27

WA: WATER AWARD SUBMISSIONS DUE

Sofitel, Melbourne

NT: WATER AWARD SUBMISSIONS DUE

SAVE THE DATE 6-10 NOVEMBER Fourth Australian Delegation to Vietwater Conference and Expo

FOR MORE DETAILS AND TO REGISTER, VISIT BIT.LY/AWAEVENTS

www.awa.asn.au 127

Ozwater’17

Water divining WHAT’S NEEDED TO MAKE AUSTRALIAN WATER POLICY REFORM A REALITY? A NEW OZWATER’17 STREAM AIMS TO PROVIDE ANSWERS. n an ideal world, what does effective water policy look like? It’s a tough question to answer, but a necessary one given the rapid pace of change faced by the water industry here and abroad.

With this in mind, for the first time Ozwater will have a dedicated policy stream, jointly hosted by the Water Services Association of Australia (WSAA). The stream is designed to get members of Australia’s water community asking “What’s next?”.

I

“Australia’s water reform journey has been ongoing for several decades, reflecting the importance of water as an economic enabler and the significant challenges of managing this natural resource,” said Australian Water Association Chief Executive Jonathan McKeown.

Australian Water Association members prioritised water security as the most pressing issue in coming years.

As such, the policy stream will

CROWDSOURCING Is there an issue you want raised? Have an idea for a solution to a water-related problem Australia faces or will face? There are plenty of opportunities for attendees to have a say.

Before the first session kicks off, a round of Twitter voting will ask water industry professionals to name what they think are the key issues facing the sector.

Participants are asked to use the #waterreform hashtag to contribute to tweet chats throughout the day as well.

The results of the Twitter poll will be announced at the close of the first session. Hopefully, they’ll provide a snapshot of what water professionals see as the major gaps in our water policy, and how we can plug those holes.

128 www.awa.asn.au

provide members an opportunity to discuss long-term water challenges to best respond to the forecast changes to supply and demand.

With the National Water Initiative (NWI) up for review soon, this is the perfect opportunity for water professionals interested in policy reform to turn these challenges into opportunities for greater private and public sector participation in the industry, McKeown said.

With the recent launch of a water reform inquiry by the Productivity Commission, it’s also an excellent opportunity for attendees to discuss

the future course of water reform.

Ahead of the release of the water resources inquiry draft report in August, representatives from the Productivity Commission will be in attendance, and they are keen to hear from water professionals about what reforms the industry needs.

Commissioners Jane Doolan and John Madden will discuss the outcomes of the Productivity Commission’s issues paper, including an overview of the current state of affairs and key findings.

“The inquiry needs to look at the kind of water reform Australia needs to adopt in the future, and that involves: taking a look at what the National Water Initiative achieved; how applicable the initiatives are today and going forward; and what are the gaps that have been left that need to be addressed,” McKeown said.

UNSW Global Water Institute Director Nick Schofield (see page 84) will chair a special session that looks at the state of Australia’s water sources, including groundwater, surface

Below: Australian Water Association Chief Executive Jonathan McKeown

streams, desalination plants and dam storage levels.

This thought-provoking session is followed by a panel discussion with some of the sector’s leading minds looking at what we need to do to improve water security in the next 10 to 30 years.

The day is capped by a review of the UN Sustainable Development Goals. A cross-section of industry experts and professionals – including Dr Nina Hall from the Global Change Institute, WSAA Chairman Pat McCafferty, and KBR Program Director and AWA Victoria Branch President David Kirby – will discuss how the Australian water sector can contribute to implementing the goals, as well as the myriad forms this could take.

All together, the policy stream is the perfect time and place to gain a 360-degree view of where the industry sits and how it can stay on the front foot to influence water reforms, water security challenges and the implementation of the UN Sustainable Development Goals.

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Out and about

VICTORIA YWP REGIONAL CONFERENCE | VIC

ore than 60 young water professionals attended industry presentations, site visits, networking, and of course indulged in good food and fun.

M

Ali Rahimi and Lizzie Scott during a tour of the newly remediated Bakers Gully Dams.

Viewing the powder activated carbon tank at the Freeburgh DAFF plant.

Delegates of the 2017 YWP Regional Conference at Brightâ&#x20AC;&#x2122;s new off-river storage.

Lunch at Bright Brewery was another delicious feast to fuel everyone up for the long trip back to Melbourne.

Site tour at Freeburgh Water Treatment Plant.

130 www.awa.asn.au

The team from Barwon Water at Bakers Gully Dam.

Jack Timmins from Laurie Curran Water explains the intricacies of the Freeburgh Dissolved Air Flotation Filtration (DAFF) Water Treatment Plant.

The Bright off-river storage holds water taken from the Ovens River during high flows to sustain the river during periods of low flow.

YWP LAWN BOWLS | VIC his annual YWP social event doubled as a fundraiser for water charity WaterAid. Between displays of bowls prowess and mingling, attendees raised $224.

T YWP VIC President Steph Rich (left) with YWP committee member Ella Gross enjoying lawn bowls.

Alison Dane (left) and Ali Rahimi.

Michael Treadwell.

The teams discussing the form of the other players.

From left: Nathan Strazdins, Vincent Wong, Ali Rahimi and Alison Dane

Out and about

UNDERSTANDING THE SDGs | VIC esearchers, utilities, policy specialists and more explored the crucial role the water industry has to play in implementing the UN Sustainable Development Goals.

R

From left: Kathy Harries, Ross Allen, Kristy Harrison with new AWA member Matt Coddington.

VIC Branch President David Kirby.

From left: Therese Oâ&#x20AC;&#x2122;Brien (VIC Branch Treasurer), Lindsey Beck (VIC Branch President Elect) and Tricia Watts.

From left: YWP VIC committee members Sherri Ng and Lizzie Scott with Ken Xu.

Water th

e Hea our C rt of ulture

Tell us what your organisation is doing for National Water Week 2017!

Out and about

NSW HE ADS OF WATER GAL A DINNER AND AWARDS | NSW

NSW Water Award 2017 winners. From left: Keiren Smith, Sydney Water (Program Innovation); Shona Fitzgerald, Sydney Water (YWP of the Year); Andrew Francis, Parkes Shire Council (Kamal Fernando Mentoring); Carmel Krogh, Shoalhaven City Council (Water Professional of the Year); Graham Attenborough; Kaitlyn Bell (Student Water Prize); Heriberto Bustamante, Sydney Water (Research Innovation); and Greg Mashiah, Clarence Valley Council (Infrastructure Project Innovation).

From left: Ivona Maric, Subha Balasubramanian, Rohan Naidu, Belinda Coleman, Li-Anne Tung and Sachini De Silva.

Graham Attenborough, NSW Branch President.

he state’s water community gathered to honour its best and brightest at the annual ceremony. This year’s winners are now finalists for the national water awards, to be presented at Ozwater’17.

T

The Mary Cowell Duo provided the perfect soundtrack.

Gerry Gannon, the evening’s MC.

From left: Tim Overland, Sean Gilchrist and Raju Mangalam.

134 www.awa.asn.au

WA WATER AWARDS | PERTH, WA

Out and about

BUREAU OF METEOROLOGY TECHNICAL SEMINAR | TAS epresentatives from the Bureau of Meteorology walked participants through available decision tools, and at different time scales â&#x20AC;&#x201C; past, present and future.

R

Attendees reviewed forecasting methods and their applicability.

The day was capped with interactive sessions for participants to trial the available tools.

Graeme Hawke from the Bureau of Meteorology addresses the group.

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The Last Drop

DR EVA ABAL

WATER IS A HUMAN UNIVERSAL, AND EVA ABAL IS PASSIONATE ABOUT COMMUNICATING THAT MESSAGE AND CONNECTING PEOPLE TO SOLVE WATER QUALITY ISSUES HERE AND ABROAD.

MY ENTRY INTO THE WATER INDUSTRY was a bit of a sideways one. I started work as a marine scientist looking at bioindicators, specifically seagrass as an indicator of water quality.

That led to opportunities as a science coordinator with the Healthy Waterways Partnership, which meant I worked in Moreton Bay, a landscape I was passionate about protecting.

Since then I’ve become part-time chief scientific officer for the Great Barrier Reef Foundation. Currently, I work as the program director for the Sustainable Water Program at the Global Change Institute (GCI) at the University of Queensland.

spoiled here compared to some other countries in the APAC region.

STATUS CHECK

We can’t underestimate the power of science translation and communication; the most robust science is nothing if you can’t put it into a language that key stakeholders can understand and use to make a difference.

At GCI we pool together various expertise across the university to address the challenges of a changing world. For the past 20 years or so, I’ve been interested in water and sanitation issues in the APAC region, as that is still one of the biggest concerns there.

One of the major projects I’ve been involved with is producing two Asia Water Development Outlook reports, which assess water security across five key dimensions: water for households; water for productive economies; water for cities; water for the environment; and water resilient communities.

I believe water is a universal language.

Everyone needs water, and when we talk about water needs here in Australia it’s not that different from what you would hear in other countries, because these issues are universal; countries are just at different stages of managing water resources.

It is humbling to hear the stories of how people in Asian countries connect with water and use it. We are quite lucky in Australia that we don’t have many of the water-related health and sanitation issues some countries in Asia do. We have access to clean water and sanitation for a majority of the population – we’re a bit

138 www.awa.asn.au

LINGUA FRANCA That being said, what I’ve found is that there is a gap in how we communicate science to end users, especially to the decision-makers. We can’t underestimate the power of science translation and communication; the most robust science is nothing if you can’t put it into a language that key stakeholders can understand and use to make a difference.

For example, there are simple methods we can use to bridge that gap. In my line of work, I talk a lot about waterway report

cards, which are a simple way of indicating and communicating waterway health.

Just like students’ report cards are a representation of the assessments and testing they have undertaken, waterway report cards are based on rigorous science and monitoring results, but presented in an easy-to-understand way.

It’s also key to find the right champions, whether that’s in the political arena, the scientific community or the public.

Scientists want to get it right and managers want to get it done.

Connecting with the people who can make the most difference is an important step in to create change. The innovation lies in simplifying the complexities of the water challenge.

DREAM BIG I’m very passionate about solving water quality issues here and abroad, but it will

take better technology, science, water policy reform, behavioural changes and community involvement.

I call my dream project “A voice for 100 waterways”. The goal is to create a comprehensive review of the health and wellbeing of 100 waterways around the world and make them as healthy as we can within a given time frame.

To start with, we can develop report cards for these waterways to ignite the spark in river managers, politicians and communities. This is about giving a voice to our waterways through understanding, monitoring, and planning for and implementing on-ground actions.

It entails a multi-disciplinary approach involving scientists, policy makers, artists, industry experts and the community – any stakeholder who needs to be involved to achieve waterway health.

Hand in hand with understanding waterways is a need to identify possible investment vehicles, financing instruments and enabling conditions that will encourage public and private partnerships to restore and sustain ecosystem services and vibrant communities.

Dr Eva Abal is an associate professor and program director at the Global Change Institute at the University of Queensland.

Her passions include effective science communication and integrative transdisciplinary pathways that bridge research and academia, and managers and policy makers.

T H E A U S T R A L I A N WAT E R A S S O C I AT I O N M A G A Z I N E

Current Current

THE AUSTRALIAN WATER ASSOCIATION MAGAZINE THE AUSTRALIAN WATER ASSOCIATION MAGAZINE February 2017

AUGUST 2016

Reach industry decisionmakers using the Australian

Volume 1 No 5

Volume 1 No 3

Water Association member

P WER CASH FLOW PLAY

communication platforms

HOW ALTERNATIVE FINANCE MODELS CAN RESHAPE THE WAY PUBLIC INFRASTRUCTURE IS FUNDED.

The Australian Water Association provides members with a range of resources, tools and information to assist them in their day-to-day roles and long-term professional deployment.

Advertisers can use the quarterly print magazine, weekly enewsletter and the website to reach a highly relevant, engaged and targeted audience.

Print magazine Current circulation 3895

Fairer sector: expert genderbringing The Australian diversity in water water to Syrian refugees

LOOMING CHALLENGES MEAN THE WATER AND ENERGY SECTORS MUST LEARN HOW TO MIX

The best of water-sensitive Water down under: the state groundwater urbanofdevelopment

Spotlight Can a newon wayAustralian of thinking about procurement cut costs?

Water Award winners

Enewsletter

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