Australian Water Management Review Vol 2 2013 | Page 7

foreworD

vIsIon and outcomes to 2030: ‘customeR dRIven, enRIchInG lIFe’
2013 is shaping up to be the warmest on record Australia. After two summers of record wet, we are experiencing record heat and dry right across the country. Australians could be forgiven for thinking it’s too hard to predict what summer might look like and what the water security situation might be. While recent customer research suggests that with returning rains in some areas of Australia, water has slipped off the public’s radar, behind the scenes the evidence is clear. In urban areas, customers have continued water efficient behaviours from the Millenium Drought’s water restrictions. Despite mixed signals from the variable climate, the urban water industry will not return to business-asusual. Rather it is using this period to plan for and embrace the challenges of the future. The challenges of operating 260,000km of pipelines, hundreds of treatment facilities and $120 billion in assets may be less immediate now, but no less complex. WSAA and its members have spent 12 months developing the vision and the outcomes it wants to achieve by 2030. The vision of urban water services in 2030 is clear – ‘customer driven, enriching life’. It highlights the industry’s commitment to anchor services to customers’ values, and to enrich communities where water services have broad economic, environmental and social values. Four outcomes are integral to the realisation of the vision by 2030. The first outcome is to be the most efficient, trusted and valued service providers in Australia. The foundation to our future, it recognises the need to continually improve efficiency and productivity while improving understanding and delivering services that customer’s value. We will not lose sight of the need to deliver excellent core services 24/7. Delivering the outcome requires new skills within the industry, adoption of new business models and working with the industry’s new private players. To achieve this, a regulatory system that rewards innovation and aligns service standards with customer value is required. Regulatory reform in the urban water industry is also supported by Infrastructure Australia’s National Infrastructure Plan. Outcome two is to secure a compelling voice in National policy making for urban water. Australia is seen globally as a leader in urban water. This role must be strengthened on the homefront. The industry has strong links with the economy and community across a wide range of policy areas. This is apparent in the growing water, energy, food and waste nexus. Beyond this the industry supports population growth, development of cities and is a significant component of state economies. The numerous roles of water need to be integrated into policy settings and decision making. The third outcome is to be a valued partner in urban and land use planning to enrich communities. Australian cities top the liveability stakes. As cities become more complex, water must be at the forefront of planning. Greater integration of urban water services with land use planning is essential to deliver services that improve liveability and urban design. A strategic approach to planning keeps open maximum options for servicing a community to achieve the best scale, delivery and development timeframes. The financial and social payoffs for community from integrating water planning with transport, energy, communications and health services are enormous. So great that failing is not an option. Building on three previous outcomes, the fourth is stewardship of the urban water cycle. New water sources have changed the cycle to improve the industry’s resilience to climate variability. The emergence of new players has created confusion around ownership and maintenance of some parts of the urban water cycle. It is time to tackle these issues. Capturing the potential of stormwater by resolving the responsibilities and accountabilities of government agencies, water utilities and local councils for stormwater is essential. The vision and the outcomes for urban water represent an ambitious challenge. Just as the industry has proved to be resilient during crisis, I am confident it will be equally adept in working with customers to deliver affordable, efficient and liveable communities.
AustrAliAn wat e r m a n a g e m e nt r e vie w 1

Adam Lovell, Executive Director, Water Services Association of Australia