Annual Report 2011 - Watercare

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Watercare Services Limited 2011 ANNUAL REPORT effective asset management 7A. Percentage performance against target: capital expenditure. 10 20 30 40 50 60 70 80 90 100 2011 100% 7/10 new Performance Measure Target Generally, Watercare sets out to achieve its planned level of capital expenditure to ensure the assets are able to meet future requirements. The company targets a capital expenditure level during the year that is within 20% of the budget. For 2010/11, actual capital expenditure was within 2% of budget. 7B. Percentage performance: demand management. 2011 Prepare Regional Water Demand Management Plan Agree regional water demandmanagement target Achieve progress targets Future supply planning balances cost-beneficial efficiency options Water-loss strategies and management approaches developed Understand customer water use patterns Work with large water users to reduce demand Promote water-efficient devices and communicate water-efficient messages Work with Auckland Council to reduce water use Undertake trials and pilot studies to improve water efficiency 75% new Performance Measure Future asset requirements are largely driven by demand for water. By developing and implementing demand-management programmes, Watercare aims to reduce or delay future capital expenditure. During the year, the company developed, in conjunction with its stakeholders, a comprehensive Regional Water Demand Management Plan in which it set a target of 15% reduction in demand by 2025. A copy of this plan is on the company website under ‘Publications’. 7C. Percentage performance: maintenance management systems (wholesale business only). All assets recorded in asset register Assets register computerised and available to staff Asset financial information recorded Key assets have assigned maintenance programmes Maintenance programmes recorded in asset register Maintenance programme based on criticality Maintenance undertaken according to plan Maintenance history recorded for key assets Consistent maintenance practices company-wide Maintenance programme prioritised using RCM 2011 100% 7/10 2007 2008 2009 2010 95 95 100 100 % % % % Watercare’s maintenance management team continues to improve plant performance, extend the life of assets and minimise operating costs. These practices are being extended to incorporate the assets acquired during the year where appropriate. The above measures apply only to the assets that were part of the wholesale business. 7D. Percentage performance: maintenance optimisation development (wholesale business only). Develop maintenance philosophy Develop action plan Develop maintenance vision and strategy Implement maintenance vision and strategy Establish workflow management Implement workflow management Evaluate effectiveness with key performance indicators 50% of RCM strategy implemented 100% of RCM strategy implemented Computerised maintenancemanagement system 2011 95% 7/10 2007 2008 2009 2010 80 85 90 90 % % % % As part of the asset-management programme, reliability-centred maintenance (RCM) has been implemented in the wholesale business over some years. This programme is being used to assist maintenance programmes across the larger entity and the programme is now at 95% of the target level. Effective asset management 2011 Overall percentage score: Effective asset management Contact: gwood@water.co.nz 93% PAGE 52 Weblinks Capital expenditure programme Fig. 53 Infrastructure provided for public benefit Fig. 54 Return to Contents page
Watercare Services Limited 2011 ANNUAL REPORT Watercare at work Ambitious demand-management plan takes shape Watercare is implementing an ambitious water demandmanagement plan that aims to reduce gross per capita consumption by 15 per cent by 2025. Adopted in June 2011, the plan brings together previous reviews and demand-management approaches used in Auckland and other parts of New Zealand, as well as best practice from overseas. “It involves reinforcing positive messages about water use as part of our existing Adopt A Stream education programme – which thousands of pupils participate in each year. “We plan to work with the Ministry of Education and schools to help them reduce the volume of water used for things such as irrigation and toilet flushing, as well as to detect leaks.” Water Resources Manager Dr Deborah Lind says the total demand for water in Auckland continues to increase as a result of population growth. “While individual consumption has reduced significantly over the last 30 years, the overall demand for water has increased as our population has doubled. “Managing our water demand will not offset the entire impact of population growth. However, we do expect it will help to defer the need for new water sources and related infrastructure. This will assist in reducing our costs and keeping water prices low, while also reducing impacts on the environment.” The plan features a ‘tool box’ of initiatives covering the six Es of water efficiency and demand-management approaches: engage, educate, encourage, engineer, enact and economic. Deborah explains that working with schools is one of the initiatives: Watercare also plans to continue working with Housing New Zealand, which owns 30,000 homes in Auckland, to ensure water-efficient appliances are included as part of refurbishment work, and to ensure leaks are detected and repaired in a timely manner. Other approaches include minimising leaks in the network and water used for operational purposes, and working with Auckland Council to find ways to reduce its demand for water. “Managing our water demand will not offset the entire impact of population growth. However, we do expect it will help to defer the need for new water sources and related infrastructure.” Effective asset management Data Technician Sarah Muir and Water Resources Manager Dr Deborah Lind look at rain level data for Lower Nihotupu Dam. PAGE 53 Return to Contents page
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Annual Report 2011 - Watercare

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