* In 2008 discussions between Wattle Range & Robe – improve compliance and maintenance of CWEMS Schemes

*Shared Services options explored with the LGA through the CWMS Management Committee

*Existing CWMS Operations and maintenance programs did not satisfy modern statutory compliance requirements.

*Tonkin Consulting commissioned to carry out a first phase investigation and they reported in November 2008 - maintenance shortcomings and offered a number of model options which would enable formalisation of a Shared Services Agreement.

* The recommended options were too complex and potentially too costly for the two Councils to undertake

* In 2009 four other South East Councils were approached and agreed to pursue further investigation into the potential for initiating Shared Services arrangements

* The 6 Councils involved are – DC Grant, Kingston DC, Naracoorte Lucindale Council, DC Robe, Tatiara DC & Wattle Range Council.

* Third party assistance provided by Rashlee Pty Ltd and funded initially by the LGA CWMS Management Committee

* The combined CWMS statistics for the 6 Councils in 2009 were –

* 14 Existing CWMS Schemes with 7,200 live connections

* 5 schemes have recently been renovated through the State-wide Wastewater Recycling Scheme to upgrade the schemes and to improve and/or enable reuse of treated wastewater.

* Construction of two new CWMS will bring the total number of CWMS Schemes to 16 and the number of live connections to 7,700

* The combined expenditure on CWMS maintenance (Not Capital) in 2008-2009 was $962,427 (direct and contractual expenditure, no allocation of administrative and indirect costs)

* The estimated cost of providing a sustainable and compliant CWMS service is between $1.3 to $1.5 million.

* The interim report presented in May 2010 -* All 6 Councils involved have made steady progress toward

ensuring that revenue raised from the provision of CWMS services will ultimately meet sustainability expectations.

* All 6 of the participant Councils currently account for CWMS costs differently. Adoption of a common costing regime will assist in determining actual cost of service provision and provide meaningful benchmarking data

* On completion of the State-wide Wastewater Recycling Project most schemes will have meet statutory compliance obligations with a few exceptions in the areas of –

* Operations and Management Plans

* Identification of the operational storage capacity of their existing

* Systems and lagoons, (particularly emergency storage),

* Having viable Contingency Plans for emergencies.

* Few of the Councils had Infrastructure Asset Management Plans, Capital Expenditure Plans or Operation and Maintenance Plans for their CWMS. Development and adoption of a common approach and standard documentation for these needs has the potential for considerable one off cost savings for each Council compared with “going it alone”.

* Councils are individually tendering for various aspects of their CWMS operations, i.e. Septic Tank Pump-outs, Line Flushing, Pump Maintenance & Repairs ......

* The CWMS data held by the 6 Councils is fragmented, (including within individual Councils), with only 1 Council having digitised their CWMS network and transferred it to a computerised mapping system.

* Most of the 6 Councils employ individuals with significant skills in some aspects of CWMS operation. However, because CWMS forms only one component of their daily work the skill sets available to the 6 councils vary significantly.

* Creation of a regional CWMS Skills Register would offer the potential for opportunities of skills sharing and also to initiate/facilitate Shared Services training programs.

* In accordance with the recommendations from the Interim Report the “South East Councils CWMS User Group” was created and meet for the first time in July 2010.

* The User Group format provided the following benefits –

* Easy discussion and consideration of common issues across the region

*Minimise Council red tape

* Allowed use of email in decision making and exchange of information

*Minimise costs* Improve the standard of CWMS operation and maintenance by

ongoing efficiency of operation and statutory compliance*Meet statutory compliance obligations and to minimise future

operational costs* Potential benefit of planned Capital Renewal using regional

experience built through the regional association. (ie: spending the right amounts in the right place at the right time)

*Representation from most senior Officers responsible for CWMS

* Facilitation and administration provided externally

* Funded between Councils on the basis of the number of CWMS connections

* Initially meet on an as needs basis, but now on a regular basis to ensure CWMS management issues are kept current and relevant

*Model endorsed by the LGA CWMS Management Committee – they are about to embark on a series of regional roadshow events to promote the model to other regions.

*Feedback has been positive –

*Benefits outweigh going it alone

*External facilitator provides focus for outcomes and meeting timelines

* Improved understanding of Schemes and supporting documentation

* Improved funding allocations to CWMS

*Meeting EPA licensing requirements

*Shared knowledge and understanding

*Understanding the real cost of the CWMS Services

*Standardised Accounting frameworks across Councils

*Preparation of draft templates to develop long-term capital investment plans

*Bulk Procurement – pump station logbooks; maintenance record books; incident reporting

*Provision of draft Operation and Maintenance Manual template

*System Technical Reviews of each Scheme completed

*Upgrading of the emergency communication systems and implementing flow metre installation plans

*Develop a timetable for implementing GIS Mapping for all CWMS Schemes

*Agreement on the format of desludging documentation to allow for joint tender call

*Development of a common services agreement for the provision o pump station maintenance and repairs

*Collate and report on fees and augmentation charges with the view to encouraging the adoption of common fees across the region

*Development of a regional spare parts register and inventory

*Determining and applying sustainable service charges

*The “South East Councils CWMS User Group” model has been successful to date

*Support and funding from LGA CWMS Management Committee pivotal to success

*Commitment from both Councils and Officers has been a hallmark of its success

*External facilitation by Rashlee Pty Ltd (Mike Stephenson) has maintained the impetus of the Group’s work