3 Establish an agreed, empiric, project baseline as at November 2015. Use data from weekly project reporting by the project management office within GMWCP2. GMW Comprehensive empiric statement of the project position as of November 2015 including: Current financial situation noting any under/over spend. Cost to date to complete works against key delivery measures. (eg, channel decommissioning, per delivery share, per meter) Recovered water savings Forecast water savings. Delivery Shares recovered. Total length of backbone noting any changes. (Termed ‘backbone extension’ in GMW reports) Channel remediated. Channel rationalised. Legal Agreements Requested. Legal Agreements Executed. Status of each of the 165 SCPs, Legal Agreements Required. Budgetary position Status of Landowner agreements Cost per ML of water saved Number of contingent agreements required. Current scheduled order and status Data suitable for inclusion in analysis of potential future delivery models to determine the extent to which those future delivery models have improved the project performance. Provision of this data in a short, single, simple format endorsed by all parties as an agreed baseline suitable for use as a contractual basis. Ability of a third party with no prior exposure to the project to interpret and understand the data, its context and relative importance.
7 Project Transition Establish a process and timing to phase current activities into new activities. The current project still needs to continue while transitioning to the new project. GMW may need the project investors to agree to revise the current project guidelines to allow for new approaches to SCPs to ensure that the project continues to deliver while transitioning to a potential new project form. As the existing project is fully occupying the existing staff it is suggested that additional resources likely to come from contractors with experience in delivering similar large infrastructure projects be used to assist GMW. The existing project team have valuable information and experience of the current project so close interaction with the transition team will be required. GMW (With additional external support to ensure delivery of the overall project is not compromised) Development and implementation of transition plan. Successful transition to delivery of the new form of the project as measured against the project baseline. 8 Project Implementation Implement the new reset project. GMW Exact mechanism to be determined depending upon the form that the revised project takes. Successful project delivery as per the Project Charter and Project Schedule. Delivery of revised project within identified KPIs.
45% of landowners not on the backbone will ‘dry off’ and leave irrigated agriculture. The end of the drought and improvements in agricultural conditions has led to a dry off rate of closer to 14%. No longer appropriate. This means there are more physical connections and works required by the project increasing cost and complexity. Resource availability will not be an issue. Resources availability has been a challenge for the project. No longer appropriate. Restrictive availability of suitably qualified personnel in the GMID and plant, equipment and supplies. 95% of landowners will be involved in the project delivery. 100% of landowners are being sought be involved in the project. Appropriate but project has moved away from this assumption. It is appropriate to engage with 100% of landowners in some capacity; in this engagement however 100% may not elect or be required to participate in the project. The 100% target distorts other policy objectives for the project. Landowner agreements will be achieved with only one interaction between the project and the landowner. Landowner interactions have proven to be more complex and interdependent than envisaged. No longer appropriate. Many interactions between the landowner and the project required before agreement is reached often with significant periods of time between interactions. Landowners will form syndicates to take a collective and proactive approach to negotiation and agreement with the project on reconfiguration options. Syndicates are very rare in the project. No longer appropriate. Almost all landowner interactions are with individual landowners with no efficiencies gained through interactions with multiple landowners at a time. A landowner’s initial interaction with the project would be through a contracted farm designer. Following GMW responses to the Ombudsman’s report on NVIRP, the first one on one discussion with landowners are held with GMW staff rather than a contracted farm designer. No longer appropriate. Delays in interacting with landowners. The planned backbone would extend to facilitate connections and retract to balance out the extensions. Backbone retention to facilitate new connections has exceeded retractions. No longer appropriate. Approximately 550 km of channel retention have been forecast, which will result in 50-54 ML/km less water savings.
7 Project Transition Establish a process and timing to phase current activities into new activities. The current project still needs to continue while transitioning to the new project. GMW may need the project investors to agree to revise the current project guidelines to allow for new approaches to SCPs to ensure that the project continues to deliver while transitioning to a potential new project form. As the existing project is fully occupying the existing staff it is suggested that additional resources likely to come from contractors with experience in delivering similar large infrastructure projects be used to assist GMW. The existing project team have valuable information and experience of the current project so close interaction with the transition team will be required. GMW (With additional external support to ensure delivery of the overall project is not compromised) Development and implementation of transition plan. Successful transition to delivery of the new form of the project as measured against the project baseline. 8 Project Implementation Implement the new reset project. GMW Exact mechanism to be determined depending upon the form that the revised project takes. Successful project delivery as per the Project Charter and Project Schedule. Delivery of revised project within identified KPIs.
Written Response from GMW Q49 GMW Connections Project Annual Report #5 GMW Written Response from GMW Q50 Connections Project Monthly Milestone Report for June 2015 GMW Written Response from GMW Q51 2012/13 KPI report GMW Written Response from GMW Q1 General information on landowner agreements and durations including landowner dependent agreement rate and rates at which customers and signing agreements GMW 3-Sep-15 Written Response from GMW Q19 Project Budget Forecast GMW 3-Sep-15 Written Response from GMW Q22 Project Budget Forecast GMW 3-Sep-15 Written Response from GMW Q24 Pitcher Partners Internal Audit Report GMW 3-Sep-15 Written Response from GMW Q26 Risk mitigation measures GMW 3-Sep-15 Stage 2 Annual Progress Report Annual Progress report for FY 2014-15 GMW 3-Sep-15 Written Response from GMW Q37 CAPEX /OPEX costs per km of channel remediated GMW 3-Sep-15 Written Response from GMW Q40 Number of compliant meters GMW 3-Sep-15 Written Response from GMW Q20 Project Budget Forecast GMW 3-Sep-15 Connections Implementation Plan Update 2014 CIP2 Dept. of the Environment 8-Sep-15 Written Response from GMW Q 53 Draft GMW Connections Project Stage 2 Annual progress report 2014-15 GMW Written Response from GMW Q53 KPI Report for Irrigation Season 2013/14 GMW 2011 Audit Victorian Ombudsman (2011) Investigation into the Foodbowl Modernisation Project and related matters. Dept. of the Environment
Water available and delivered within 24 hours of ordering95% of the time. Based on a statistically valid representative sample of customer orders through irrigation meters installed under this agreement where the delivery of the order is not impacted by capacity constraints in the channel system. The sample size will be based on AS 3565.4, ‘Meters for Water Supply in Service Compliance Testing’. The 2012/3013 KPI report states that for the full dataset 91% of orders were delivered within 24 hours of the requested time. The expectation is that this will increase as more of the system is modernised and operated under TCC. Positive salinity outcomes arising from initiatives supported by GMW Connections Project – Stage 2 which resulted in the removal of water and Delivery Shares together with associated Water Use Licences from those properties identified as not having a long term future in intensive irrigation. Delivery Shares and Water Use Registration to support the stock and domestic needs of each property may remain. A report at the conclusion of the project that would use basin modelling to demonstrate a positive salinity outcome under the Basin Salinity Management Strategy. This outcome is not able to be reported on at this time, the reporting for this project is programmed after the completion of GMWCP2.