Strategic Business Plans for Water Supply and Sewerage

Coffs Harbour City Council 

Strategic Business Plan for 

Water Supply and Sewerage 

MAY 2012


Job A350 

Strategic Business Plan for 


May 2012 

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Email: hsc@hydroscience.net.au 

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May 2012 


Coffs Harbour City Council Strategic Business Plan Page 1

Executive Summary 

Coffs Harbour Water (CHW) is the water branch of Coffs Harbour City Council (CHCC), 

responsible for the delivery of water supply and sewerage services within the Coffs Harbour Local 

Government Area. This strategic business plan is a long-term blueprint for the planning, 

development and operation of these services. 

Operating Environment Review 

Before establishing a long term strategic planning it is essential to understand the external and 

internal environment within which Coffs Harbour Water expects to operate in the future. 

CHW operates three water supply systems and five sewerage systems. Section 2 provides an 

overall description of the existing water supply and sewerage facilities. 

Section 3 provides an overall assessment of CHW’s current institutional arrangements and the 

legislative framework that impacts CHW businesses and a summary of the major issues which 

could affect the provision of water supply and sewerage services. 

Mission Statement 

CHW mission statement for water supply and sewerage services is: 

“To provide long term sustainable and reliable water supply and sewerage services to the 

community, which meets legislative, statutory and best-practice management requirements. 

These services will protect community, health and the environment.” 

Levels of Service 

Coffs Harbour City Council’s primary objective with water supply and sewerage services is to 

meet the adopted levels of service, which cover the following areas: 

Water Supply Targets 

10 working days to connect water supply in 

serviced areas 

Sewerage Targets 

10 working days to connect sewerage in serviced 

areas 

Domestic Peak Day Demand: 

2300L/tenement/day 

No system failures 

Domestic Annual Demand: 200kL/tenement/year 

Consumption restrictions in drought to follow the 

5:10:10 rule 

2 hrs average time to rectify failure 

8 hrs maximum duration of supply interruptions 

(planned and unplanned) 

2 hrs average response time to have staff on site 

or answer inquiry 

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Water Supply Targets 

100% compliance with Building Code of Australia 

and NSW Fire Fighting requirements 

Sewerage Targets 

1 odor complaint per year per 1000 properties 

100% compliance with nominated ADWG, water 

quality requirements 

Comply with 100% of effluent discharge licences 

2hrs average response time to have staff on site 

or answer inquiry 

Ratio of Peak Wet Weather Flow to Average Dry 

Weather Flow of 7 

Reuse 20% of the effluent volume 

The full levels of service targets, current performance, Council’s objectives, strategies and actions 

with regard to the levels of service are provided in section 5. 

Service Delivery Strategy 

Some contracting out of services already occurs. Council has adopted resource sharing as a 

means of reducing costs of operating the water supply and sewerage systems. Information 

about contracting out and resource sharing is provided in Section 6. 

Customer Service Plan 

The customer service plan covers negotiating the levels of service with customers, determines the 

areas serviced, analyses demand management, infiltration management and reclaimed water. 

It also establishes the pricing structure, determines customer satisfaction system and establishes 

customer/community involvement in decision making. These are provided in Section 7. 

Total Asset Management Plan 

The Total Asset Management Plan includes operation, maintenance and capital works. Council 

identified that the critical issue is the lack of knowledge of the condition of existing assets. 

Council is planning significant investment in capital works. The estimated investment over the 

next 30 years is $106 million and $151 million in water supply and sewerage respectively. 

Approximately half of these amounts would be for new assets, and one quarter for renewal of 

exiting assets. See Section 9 for detailed information. 

Work Force Plan 

Employment performance at all levels in the organisation and skills necessary for the operation 

and management of the systems are crucial to the success of the organisation. Section 10 

describes the work force planning to be adopted by CHW. 

Financial Plan 

30 year financial plans for water supply and sewerage are included in Appendix D. The plans 

indicate that typical residential bill for water supply will need to gradually increase in the next 

5 years to $550 (CPI adjusted) and then be maintained for the rest of the financial planning 

horizon (adjusted annually for CPI). The sewerage typical residential bill will need to gradually 

May 2012 



increase in the next 10 years to $890 (CPI adjusted) and then be maintained for the rest of the 

financial planning horizon (adjusted annually for CPI). These values are in 20011/12 dollars and 

will be indexed annually in accordance with CPI movements. 

Figure 1 and Figure 2 provide a summary of the results showing the water supply and sewerage 

typical residential bills, cash and investment, and borrowing projections. 

Base Case 1 

600 

100000 

90000 

500 

80000 

400 

300 

70000 

60000 

50000 

40000 

200 

30000 

100 

0 

20000 

10000 

0 

Typical Residential Bills (2011/12$) Borrowing Outstanding Cash and Investments 

Figure 1: Water Supply Base Case Results 

Base Case 1 

900 

120000 

800 

700 

600 

500 

100000 

80000 

60000 

400 

300 

200 

100 

40000 

20000 

0 

0 

-20000 


Figure 2: Sewerage Base Case Results 

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Other Key Activities Overview 

The Strategic Business Plan is the LWU primary planning document and it lists a summary of CHW 

other key activities and plans in place; this is provided in Section 12. 

Action Plan Summary 

Current services are generally satisfactory. There are however, some issues, which need to be 

addressed in order to provide the water supply and sewerage services according to Council’s 

levels of service. These are: 

Issue 

Number of water quality complaints 

Addressed in Objective 

1 – Levels of Service 

Potential water source contamination at the Nymboida and Orara River 

from mines in the Nymboida and Orara catchments, respectively. 


Ensure acceptable pH levels in the potable water 


Demand management measures should be reviewed every 2 years to 

ensure the measures in place are appropriate 

3 – Demand Management 

CHW does not have a completed reclaimed water management plan. 

CHW’s Section 60 approval requires updating 

5 – Reclaimed Water 

Recycled water agreements are out of date. 


If the contractor resolves to terminate the water reclamation plant 

biosolids management contract with CHW, Council does not have a 

back-up plan to manage the biosolids 


Increase in water usage charges has caused reduced demand and 

consequently reduced sales (less income) 

6 - Pricing 

Lack of detailed asset condition assessment 

10 - Operations 

CVC and CHW agreement needs to be reviewed in order to address the 

new infrastructure situation 

11 - Maintenance 

Ageing reticulation systems needs constant maintenance 

12 – Capital Works 

Water mains ageing 

12 – Capital Works 

A summary of how these are being addressed is included in Section 3.4. 

In addition, reviewing the performance of CHW water supply and sewerage as reported by the 

NSW Office of Water triple bottom line (TBL) reports, a number of additional issues were raised. 

These are discussed in Section 14. 

May 2012 



Contents 

Executive Summary ..................................................................................................... 2 

Abbreviations ................................................................................................................. 9 

1 Introduction ........................................................................................................ 10 

1.1 This Strategic Business Plan ............................................................................................. 10 

1.2 Context .............................................................................................................................. 10 

1.3 Benefits of Strategic Business Plans ............................................................................... 10 

1.4 The Strategic Business Planning Process ....................................................................... 11 

2 Existing Facilities ............................................................................................. 12 

2.1 Water Supply ..................................................................................................................... 12 

2.1.1 Water Resources ..................................................................................................... 12 

2.1.2 Coffs Harbour .......................................................................................................... 13 

2.1.3 Coramba ................................................................................................................. 13 

2.1.4 Nana Glen ............................................................................................................... 14 

2.1.5 Bulk Regional Water Supply Scheme (RWSS) .................................................... 14 

2.2 Sewerage .......................................................................................................................... 18 

3 Operating Environment Review ................................................................ 19 

3.1 Institutional Arrangements .............................................................................................. 19 

3.1.1 Water Supply Agreements .................................................................................... 19 

3.1.2 Sewerage Agreements ......................................................................................... 19 

3.2 Legislative Framework ..................................................................................................... 20 

3.3 Situation Analyses ............................................................................................................. 20 

3.3.1 Best-Practice Management ................................................................................. 20 

3.3.2 Key Result Areas ..................................................................................................... 22 

3.4 Summary of Major Issues ................................................................................................. 24 

4 Mission Statement ........................................................................................... 26 

5 Levels of Service ............................................................................................... 27 

6 Service Delivery ................................................................................................ 32 

6.1 Private Sector Resources................................................................................................. 32 

6.1.1 Contracting Out ..................................................................................................... 32 

6.1.2 Private Sector Involvement in Scheme Development .................................... 32 

6.2 Resource Sharing .............................................................................................................. 34 

6.3 Impact on Planning ......................................................................................................... 34 

7 Customer Service Plan ................................................................................... 35 

7.1 Review of Levels of Service ............................................................................................ 35 

7.2 Areas Serviced .................................................................................................................. 35 

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7.3 Demand Management .................................................................................................. 37 

7.4 Infiltration Management ................................................................................................. 39 

7.5 Reclaimed Water ............................................................................................................. 40 

7.6 Pricing ................................................................................................................................. 41 

7.6.1 Water Supply Pricing .............................................................................................. 42 

7.6.2 Sewerage Pricing ................................................................................................... 43 

7.7 Customer Satisfaction...................................................................................................... 44 

7.8 Community Consultation ................................................................................................ 45 

8 Environment Protection and Sustainable Development ............... 47 

8.1 Environment Protection ................................................................................................... 47 

8.2 Due Diligence Requirements ......................................................................................... 47 

9 Total Asset Management Plan ................................................................... 49 

9.1 Introduction ....................................................................................................................... 49 

9.2 Operation Plan ................................................................................................................. 50 

9.3 Maintenance Plan ........................................................................................................... 52 

9.4 Capital Works Plan ........................................................................................................... 52 

10 Work Force Plan ................................................................................................ 54 

11 Financial Plan ..................................................................................................... 55 

12 Summary of Extra Costs ............................................................................... 56 

13 Summary of Other Key Activities ............................................................. 56 

13.1 Integrated Water Cycle Management........................................................................ 56 

13.2 Drinking Water Quality Management .......................................................................... 56 

13.3 Environmental Management ......................................................................................... 56 

13.4 Demand Management .................................................................................................. 57 

13.5 Drought Management .................................................................................................... 57 

13.6 Community Consultation ................................................................................................ 57 

13.7 Occupational Health & Safety ...................................................................................... 57 

13.8 Other Risk Management Measures ............................................................................... 57 

14 Reporting and Monitoring ........................................................................... 59 

14.1 Water Supply Performance Indicators ......................................................................... 59 

14.2 Sewerage Performance Indicators ............................................................................... 60 

15 Integrated Planning and Reporting ........................................................ 61 

Appendix A .................................................................................................................... 62 

Areas Serviced Maps .................................................................................................................. 62 

Appendix B .................................................................................................................... 70 

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Capital Works Program ............................................................................................................... 70 

Appendix C .................................................................................................................... 83 

Organizational Charts ................................................................................................................. 83 

Appendix D .................................................................................................................... 86 

Financial Plans .............................................................................................................................. 86 

Appendix E ................................................................................................................. 106 

Integrated Water Cycle Management Plan ........................................................................ 106 

Appendix F .................................................................................................................. 110 

State of the Environment Report ............................................................................................ 110 

Appendix G ................................................................................................................. 113 

Demand Management Plan ................................................................................................... 113 

Appendix H ................................................................................................................. 116 

Drought Management Plan .................................................................................................... 116 

Appendix I ................................................................................................................... 122 

Community Engagement Strategy ........................................................................................ 122 

Appendix J .................................................................................................................. 125 

Health, Safety, Environment and Quality Policy .................................................................. 125 

Appendix K ................................................................................................................. 130 

TBL Performance Reports and Action Plans.......................................................................... 130 

May 2012 



Abbreviations 

The following abbreviations have been used in this plan. 

AC Access Charge 

BOOT Build, own operate and transfer 

CHCC Coffs Harbour City Council 

CHW Coffs Harbour Water 

COAG Council of Australian Governments 

CRC Current replacement cost. The cost to replace existing assets with new assets that will 

provide the same service function 

CVC Clarence Valley Council 

CWP Capital Works Program 

DA Development Application 

DBO Design, build and operate 

DCP Development Control Plan 

DCS Director of City Services 

DLWC Department of Land and Water Conservation 

EMF Executive Manager of Finance 

EMO Executive Manager Operations 

EP Environment Protection 

ET Equivalent Tenements 

HR Human Resources 

KLS Volume of Water Used 

LEP Local Environment Plan 

LWU Local Water Utility 

MF Meter factor 

MSI Manager Strategic Infrastructure 

MLUP Manager Land Use Planning 

MD Manager Distribution 

MWT Manager Water Treatment 

O&M Operation and Maintenance 

POEO Protection of the Environment Operations 

PRP Pollution Reduction Program 

RWSS Regional Water Supply Scheme 

SDF Sewer Discharge Factor 

SoE State of Environment Report 

STC Senior Technical Coordinator 

WDCC Written down current cost. The current replacement cost less the accumulated 

depreciation to date. 

May 2012 



1 Introduction 

1.1 This Strategic Business Plan 

The strategic business plan sets out Coffs Harbour Water's (CHW) long term plans for the 

operation, management, maintenance and development of the water supply and sewerage 

schemes. 

This document covers both the water supply and the sewerage systems, reflecting the way these 

businesses are managed by CHW. The document has been kept brief in order to make it 

relevant and easy to read, understand and update. The direction and targets contained in this 

document were discussed in a workshop in Coffs Harbour on 19 July 2011. 

This Strategic Business Plan satisfies the requirements set out in the best-practice management 

guidelines (2007) and strategic business plan guidelines (2011) by the NSW Office of Water. 

1.2 Context 

Strategic business plans for water supply and sewerage have 

been prepared by local water utilities in NSW for nearly 20 years. 

Having an up to date strategic business plan is one of the six 

criteria that need to be met in order to achieve best-practice 

compliance, as defined in Best-Practice Management of Water 

Supply and Sewerage, Guidelines, August 2007. 

Best-Practice Criteria: 

1. Strategic Business Planning 

2. Pricing 

3. Water Conservation 

4. Drought Management 

5. Performance Reporting 

6. Integrated Water Cycle Management 

1.3 Benefits of Strategic Business Plans 

The benefit to Coffs Harbour City Council and its community are: 

 

 

 

 

Improve management performance 

Improve financial performance 

Avoid or minimize increases to Typical Residential Bills 

Increase accountability to customers 

May 2012 



1.4 The Strategic Business Planning Process 

The strategic business planning process is described by the following flow chart and narrative 

below. 

The water supply and sewerage businesses aim to deliver agreed levels of service using assets 

and staff. These are funded through a combination of capital investment and recurrent 

expenditures. 

The financial plan converts funding requirements into annual charges to be levied on customers, 

making allowance for other sources of funds, in particular developer charges. 

If the annual charges are considered unaffordable, the levels of service need to be modified, 

and the process repeated until the charges are acceptable. 

May 2012 



2 Existing Facilities 

The delivery of water supply and sewerage services is the responsibility of the Coffs Harbour 

Water, which is the Water Branch of Coffs Harbour City Council. 

2.1 Water Supply 

Coffs Harbour Water has three water supply systems supplying treated water to the whole city. 

The biggest system, Coffs Harbour Water Supply, supplies water to coastal consumers from 

Sawtell in the south to Corindi Beach in the north. This system draws raw water from the Orara 

River and the Nymboida River and stores it in Shannon Creek Dam and Karangi Dam. The two 

smaller systems are village water supplies for Coramba and Nana Glen. Nana Glen draws water 

from the Orara River downstream from the Coffs Harbour water supply intake. Coramba draws 

water from the Regional Water Supply System (RWSS) pipeline which is fed from the Nymboida 

River, or is back-fed from Karangi Dam, when water quality from Nymboida River, or Shannon 

Creek Dam deteriorates after heavy rain or for other reasons. 

2.1.1 Water Resources 

The Orara River is subject to seasonal fluctuations in flow rates. Whilst up to 61 megalitres per 

day (ML/d) is capable of being pumped from the river, the normal pumping rate is 34.5 ML/d. 

Actual abstractions are dependent on river levels and demand, and are subject to the 

conditions attached to the licence issued by the NSW Office of Water. These conditions include 

low river flow protection requirements (environmental flow requirements). During periods of 

drought when the river is low, no pumping is possible and stored water in the Dam must be used. 

Raw water is pumped from the Orara River to fill Karangi Dam at Cochranes Pool, when the 

quality is good. When the water quality is poor no pumping occurs. 

Karangi Dam has a storage capacity of 5,600 ML. Under the normal drought security criteria, the 

dam has a secure yield of 4,000 ML/year. With the existing low flow protection on the Orara 

River, the system is unable to meet the current and future annual water demands without 

frequent water restrictions. In view of the Water Reforms and the Orara River’s high rating under 

the stressed rivers criteria (being habitat for the Eastern Freshwater Cod), a greater level of flow 

protection is proposed. For these reasons the Regional Water Supply System including Shannon 

Creek Dam was constructed. 

The RWSS’s pipeline linking the Nymboida River to Karangi Dam was constructed in December 

2002, Council began taking raw water from the Nymboida River to fill the Karangi Dam, as part of 

the Clarence Valley and Coffs Harbour Regional Water Supply Scheme. Supply can also be 

taken from the recently constructed Shannon Creek Dam, a 30,000 ML off-stream storage at 

Shannon Creek. 

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2.1.2 Coffs Harbour 

Coffs Harbour's water supply serves approximately 29,230 households, between Corindi in the 

north, Sawtell/Toormina in the south. 

To ensure the best quality water is delivered to its water customers Coffs Harbour Water takes the 

multi-barrier approach which comprises 7 steps: 

1. Catchment Management 

2. Controlled Abstraction of raw water at Cochranes Pool from the Orara River and from 

the Nymboida River at Nymboida Weir 

3. Aeration in Karangi and Shannon Creek Dams 

4. Raising ph and alkalinity 

5. Karangi Water Treatment Plant using dissolved air floatation (DAF) and filtration 

6. Fluoridation 

7. Chlorine and UV disinfection 

(Source: http://www.coffsharbour.nsw.gov.au/places-for-living/drinking-water-supply/watertreatment/Pages/drinking-water-treatment.aspx, 

accessed 19 Oct 2011). 

The Water Filtration Plant at Karangi was officially opened on 9 June 2009. The DAFF Plant is 

located on Upper Orara Road, Karangi. The location of the plant was chosen following an 

extensive selection process that covers social, environmental and financial issues. Detail 

information about the plant is in Council’s website (http://www.coffsharbour.nsw.gov.au/placesfor-living/drinking-water-supply/water-treatment/Pages/DAFF-plant.aspx, 

accessed 19 Oct 2011). 

2.1.3 Coramba 

About 240 households in Coramba are supplied with water from a high level reservoir located 

above the village. Water from the Regional Water Supply Pipeline is disinfected and then 

pumped to the reservoir, which stores about 0.45 megalitres of water. 

The water from the Regional Water Supply Pipeline is sourced from the Nymboida River, or is 

back-fed from Karangi Dam, when water quality from Nymboida system deteriorates. 

Coffs Harbour Water plans to connect the village of Coramba to the water supply from the 

Water Treatment Plant at Karangi, which also supplies all the drinking water for Coffs Harbour, by 

the end of 2014. 

May 2012 



2.1.4 Nana Glen 

To supply the residents of Nana Glen and Nana Glen Rail, water is pumped from the Orara River, 

clarified, filtered, disinfected and conditioned at the Nana Glen Water Treatment Plant. The 

treated water is stored in two 0.5 megalitres reservoirs on site. It is then reticulated to 

approximately 145 households. 

A schematic plan of the CHW water supply area is shown in Figure 5. 

2.1.5 Bulk Regional Water Supply Scheme (RWSS) 

The RWSS was constructed in order to provide a secure safe and reliable bulk raw water supply 

for the existing and future population of the region during drought periods. Coffs Harbour Water 

is involved in the bulk raw water Regional Water Supply Scheme. The scheme also involves the 

non-build part of the Strategy, the Regional Water Efficiency Plan. This has had the immediate 

effect of extending the full operational life of the scheme. The scheme includes 87 km of 

underground pipeline distribution system linking the Nymboida River to the Reservoirs at South 

Grafton, Karangi Dam at Coffs Harbour and an off-stream storage of 30,000 ML at Shannon 

Creek. The storage at Shannon Creek provides a reliable supply during droughts and periods of 

low flow in the Nymboida River. The RWSS ensures that improved environmental flows are 

maintained in both the Orara and Nymboida Rivers. 

May 2012 



Figure 3: Regional Water Supply Scheme Map 

May 2012 



Figure 4: Regional Water Supply Scheme Schematic Layout 

May 2012 



Figure 5: CHCC Water Distribution Mains and Reservoirs 

Source: CHCC staff 

May 2012 



2.2 Sewerage 

Coffs Harbour Water operates five sewerage schemes. Each scheme has a water reclamation 

plant, treating the wastewater before returning the treated effluent to the environment. The 

general layout of the schemes is shown in Figure 3. 

Coffs Harbour sewerage scheme serves Coffs Harbour, Korora and Sapphire. The scheme 

comprises a water reclamation plant (WRP) with a capacity to provide tertiary treatment to 

wastewater from 72,000 equivalent persons (EP), a deep sea release (DSR) at Boambee Beach, a 

network of pipes and 60 pumping stations to transport the wastewater to the treatment plant. 

The DSR discharges excess reclaimed water 1.5kms offshore. The reclaimed water is used on 

sports fields, golf courses and nurseries etc. 

Sawtell sewerage scheme serves Sawtell, Boambee and Toormina. The scheme comprises a 

sewage treatment plant with a capacity to provide tertiary treatment to waste water from 

18,000 EP, an ocean outfall near Boambee Headland, a network of pipes and 18 pumping 

stations to transport the wastewater to the treatment plant. A portion of the reclaimed water is 

used on the local golf club and bowling greens. The Sawtell plant will be decommissioned by 

mid 2013 and the raw sewage pumped to the Coffs Harbour WRP for treatment. 

Woolgoolga sewerage scheme serves Woolgoolga, Sandy Beach, Safety Beach, Mullaway and 

Arrawarra. The scheme comprises a tertiary sewage treatment plant with 18,000 EP capacity, a 

network of pipes and 25 pumping stations to transport the wastewater to the treatment plant. 

Reclaimed water from the treatment plant is discharged to the reclaimed main and reservoir 

which serves consumers in the area, the excess is then discharged to the Coffs Harbour deep sea 

release. 

Moonee sewerage scheme serves the Moonee and Emerald Beach areas. The scheme 

comprises a tertiary sewage treatment plant with a capacity of 7,000 EP and discharges 

reclaimed water to the reclaimed water system with excess going to the deep sea release in 

Coffs Harbour. The scheme also has a network of pipelines and 7 pump stations. 

Corindi sewerage scheme serves the Corindi area and consists of a 1,500 EP tertiary treatment 

plant, a network of pipes and 4 pump stations. The plant currently discharges reclaimed water to 

adjoining properties for irrigation with excess being diverted to the Woolgoolga Sewerage 

Scheme. 

May 2012 



3 Operating Environment Review 

Before establishing a long term strategic plan it is essential to understand the external and 

internal environment within which Coffs Harbour Water expect to operate in the future. 

This section provides an overall assessment of CHW’s existing and future situation and of the 

services provided. It will identify areas where problems or constraints exist, which could affect the 

provision of water supply and sewerage services. 

3.1 Institutional Arrangements 

3.1.1 Water Supply Agreements 

CHW delivers water supply and sewerage services as a local water utility (LWU) under the 

provisions of the Local Government Act 1993. The water supply and sewerage operations are a 

unit within Coffs Harbour Water Operational Section. 

In regards to the major extractions from the Nymboida River, water sharing is structured along the 

following arrangements. Essential Energy holds a water licence under the Water Act 1912 used 

for extraction of water from the Nymboida Weir. Clarence Valley Council (CVC) obtains bulk raw 

water supply from Essential Energy on the basis of a negotiated service agreement with Essential 

Energy. In turn Coffs Harbour Water (CHW) has a service agreement with CVC for the provision 

of bulk water supply. Each of the licences and agreements incorporates provisions to protect 

low flows. (Source: CHW IWCM Concept Study, Feb 2010). 

CHW staff has advised that Essential Energy agreement with CVC will be reviewed in 2012. CVC 

should consult with CHW. 

3.1.2 Sewerage Agreements 

CHW has a biosolids management contract with Biomass. Biomass is currently responsible to 

management collection and appropriate disposal of biosolids. CHW does not have a biosolids 

management emergency plan should Biomass terminate the contract. 

NSW Office of Environment and Heritage (OEH) requires audit and risk assessment of farm 

irrigation systems using reclaimed water. CHW is currently preparing a recycle water 

management plan which is aimed to comply with OEH requirements. CHW recycled water 

agreements are due to be updated and extended. 

May 2012 



3.2 Legislative Framework 

The key acts that impact CHW water supply and sewerage business are listed in Table 1. 

Table 1: Legislation 

Act 

Main implications for CHW water and sewerage business 

Local Government Act 1993 • Power and obligation of Council as local water utility 

• Requirements for financial management and regulatory 

approvals 

• Power to levy charges and enter property 

• Requires approvals (section 60) to construct and operate works 

Environmental Planning and 

Assessment Act 1979 

Protection of the Environment 

Operations Act 1997 

• Requirement for environmental assessment of new works 

• Requirement for LEP and DCP’s 

• Control of Industrial Development 

• Control of contaminants 

• Licensing of sewerage treatment plant discharges 

• Penalties for polluting the environment 

• Requirement to exercise due diligence 

Water Management Act 2000 • Water allocations, extraction licences and sharing plans 

• Levying developer charges 

Occupational Health and 

Safety Act (1983) 

• Identification and management of risks to personnel and others 

Dams Safety Act 1978 • Maintain a surveillance of prescribed dams 

• Formulate measures to ensure the safety of dams 

The above is not an exhaustive list. Many other acts and regulations impact on the operation of 

water supply and sewerage business. 

3.3 Situation Analyses 

This section provides analyses of CHW strengths, weaknesses, opportunities, threats and emerging 

issues related to Council’s water and sewerage businesses. 

3.3.1 Best-Practice Management 

Table 2 and Table 3 provide CHCC’s compliance with NSW Office of Water Best-Practice 

management requirements. 

May 2012 



Table 2: Compliance with Best-Practice Requirements for Water Supply 

Best-Practice Requirement 

Status 

1. Strategic Business Planning This document 

2. Pricing 

Full cost recovery without significant cross subsidies 

Comply 

Complying residential charges with pay-for-use water 

pricing, independent of land value 

Comply 

Complying non-residential charges 

Comply 

Development servicing plan, commercial developer 

charges 

Comply: DSP 2010 

At least 75% of residential revenue from usage charges 

Comply 

Bill quarterly 

Comply 

3. Water Conservation and Demand Management Demand Management Plan, 

2006.Demand management measures 

need to be updated every 2 years. 

4. Drought Management Comply 

5. Performance Reporting Comply annually 

6. Integrated Water Cycle Management (IWCM) Council has adopted addendum to 2006 

IWCM Concept Study, February 2010. 

Table 3: Compliance with Best-Practice Requirements for Sewerage 


Status 

1. Strategic Business Planning This document 

2. Pricing 

Full cost recovery without significant cross subsidies 

Comply 

Complying residential charges, independent of land value 

Comply 

Complying non-residential charges 

Comply 

Development servicing plan, commercial developer 

charges 

Comply: Development Servicing Plan 

2010 and Trade Waste Policy 2007 

May 2012 




Complying trade waste fees and charges 

Status 

Comply 

Complying trade waste policy and approval for all 

dischargers 

Comply 

5. Performance Reporting Comply annually 

6. Integrated Water Cycle Management (IWCM) Council has adopted addendum to 2006 

IWCM Concept Study, February 2010. 

3.3.2 Key Result Areas 

KEY RESULT AREA CURRENT POSITION FUTURE POSITION 

LEVELS OF SERVICE 

The current LOS are documented in 

section 5 

There are no pressures for an increase 

or reduction in levels of service. 

SERVICE DELIVERY 

Council has adopted resource 

sharing as a means of reducing costs 

of operating the water supply and 

sewerage systems. 

Management of major water supply 

and sewerage projects, design, 

constructions and specialist services 

are managed by Council staff using a 

variety of procurement options. 

Council will continue to review 

options for resource sharing both with 

other business areas within Council 

and with external organisations. Refer 

to Section 6. 

CUSTOMER SERVICE 

• Areas Serviced 

The majority of Coffs Harbour's urban 

areas are serviced. 

Some towns and villages (mainly rural) 

are not feasible to service and others 

have community opposition to 

service. Refer to Section 7.2. 

• Demand 

Management 

CHW average annual residential 

water demand per property is similar 

to other coastal areas. See section 7.3 

for details. 

CHW has a demand management 

plan in place. It is expected that 

continuing demand management 

implementation will maintain the 

demand per residential property at a 

reasonable level. Regional Water 

Supply Water Efficiency Program 

updated 2011. 

• Infiltration 

Management 

High inflow and infiltration of 

stormwater into the sewerage system 

is an issue for CHW. 

CHW is investigating the problem and 

reducing inflow and infiltration in the 

sewerage systems. Refer to Section 

7.4. 

May 2012 




• Reclaimed Water 

Coffs Harbour Water Reclamation 

Plant provides up to 21 megalitres of 

reclaimed water daily 

Maximise reuse through reclaimed 

water where feasible. CHW is in the 

process of completing the Reclaimed 

Water Management Plan. Refer to 

Section 7.5. 

• Pricing and 

Regulation of 

Services 

CHW complies with all pricing bestpractice 

requirements as stated in 

section 3.3.1 

CHW intends to meet 100% of bestpractice 

pricing requirements 

annually. Refer to Section 0. 

• Customer 

Satisfaction/ 

Community 

Consultation 

CHW Community Engagement 

Strategy 2030. 

CHW’s target is to comply 100% with 

Community Engagement Policy 

ENVIRONMENT 

PROTECTION 

CHCC has been working on a 

remediation of hydrocarboncontaminated 

groundwater affecting 

an area in Coramba. 

In 2009 Council got a Project 

Approval from NSW Minister for 

Planning to construct and operate a 

groundwater remediation technology 

in Martin Street, Coramba. 

CHW is developing water and 

sewerage Environmental 

Management System 

CHW plans to develop and maintain 

a Due Diligence Program 

TOTAL ASSET MANAGEMENT 

• Assets 

Detail asset condition analyses is not 

available 

CHW plans to develop assets 

condition assessment. Refer to 

Section 9.2 

• Operation 

CHW currently operates the schemes 

in accordance with documented 

operational procedures 

CHW will continue to operate the 

schemes in accordance with 

documented operational procedures 

• Maintenance 

CHW maintain the systems in 

accordance with maintenance 

schedules. 

CHW will continue to maintain the 

systems in accordance with 

maintenance schedules and 

implement asset management 

system/plan. Refer to Section 0 

May 2012 




• Capital Works 

Water Supply 

Water supply 30 years capital works 

plan is up to date. 

The 30 year anticipated capital works 

investment is estimated at $106 M. 

About 60% of the works is for growth, 

25% is for renewals and 15% is for 

backlog or improvement of LOS. 

Refer to Appendix B. 

Sewerage 

Sewerage 30 years capital works plan 

is up to date. 

The 30 year anticipated capital works 

investment is estimated at $151 M. 

About 55% of the works is for growth, 

35% is for renewals and 10% is for 

backlog or improve LOS. Refer to 

Appendix B. 

WORK FORCE 

Council has the appropriate organization structure and staff with the skills 

necessary for the operation and management of the current and future 

systems 

Council aims to train and recruit staff 

as required 

FINANCE 

The current and future financial position of CHW water supply and sewerage 

businesses is provided in Appendix D. 

3.4 Summary of Major Issues 

A number of issues that can improve the service to customers have been identified by CHW staff 

during the preparation of this strategic business plan. These issues and the proposed strategy to 

address them are listed throughout this report and are summarised below. 

Issue 

High number of water quality complaints 

Proposed Strategies 

Council has recently noticed a drop in these 

complaints following the construction of water 

treatment plant. This will continue to be monitored by 

Council. 

Prepare and implement Drinking Water Quality 

Management Plan 

Identify and implement remedial actions to address 

dirty water issues 

Potential water source contamination at 

the Nymboida and Orara Rivers from 

mines in the Nymboida and Orara 

catchments, respectively. 

Prepare and implement Drinking Water Quality 


Ensure acceptable pH levels in the 

potable water 

Implement remedial actions such as moving lime 

dosing from the Karangi Dam to the Karangi WTP 

May 2012 



Issue 

Demand Management measures should 

be reviewed every 2 years to ensure the 

measures in place are appropriate 

Proposed Strategies 

Review and update demand management plan 

and/or measures 

CHW does not have a completed 

reclaimed water management plan. 

Finalise reclaimed water management plan 

Recycled water agreements are out of 

date. 

Review and update recycled water agreements 

If the contractor resolves to terminate the 

water reclamation plant biosolids 

management contract with CHW, Council 

does not have a back-up plan to manage 

the biosolids 

Prepare biosolids management emergency plan 

Increase in water usage charges has 

caused reduced demand and 

consequently reduced sales (less income) 

Review budget and adjust pricing 

Lack of detailed asset condition 

assessment 

Develop assets condition assessment 

CVC and CHW agreement may be out 

dated given the new infrastructure 

situation 

Review the existing agreement with CVC 

Ageing reticulation systems needs 

constant maintenance 

Continue sewerage rehabilitation program 

Water mains ageing 

Continue water mains renewals program 

May 2012 



4 Mission Statement 

CHW mission statement for water supply and sewerage services is: 

“To provide a long term sustainable and reliable water supply and sewerage services to the 

community which meets legislative, statutory and best-practice management requirements. 

These services will protect community, health and the environment.” 

This mission statement states concisely the CHW role in the provision of water supply and 

sewerage services to the customers and the key factors that should guide CHW’s actions. 

May 2012 



5 Levels of Service 

Levels of service are an expansion of the Mission Statement. The levels of service define the 

standard required that CHW aims to provide to its water supply and sewerage customers. 

Below are CHW long term LOS targets adopted for provision of water supply and sewerage 

services and their current performance. 

The levels of service below were reviewed and finalised in a workshop with Council staff in 

July 2011. 

Table 4: Levels of Service for Water Supply 

Description Unit LOS 

performance 

Long Term 

Target 

Service Provided 

Time to provide an individual connection to 

water supply in serviced area 

Working Days 10 10 

Availability of Supply 

Normal Quantity Available 

Domestic peak day demand (from reservoirs) L/tenement/d 2300 2300 

Domestic annual demand kL/tenement/a 200 200 

Pressure 

Building site with 12 metres minimum head % of service area 99% 99% 

Building site with 20 metres minimum head % of service area 90% 95% 

Maximum static pressure Meters head 100 100 

Consumption Restrictions in Droughts (5:10:10 Rule) 

Average duration 

No. months in 10 year 

period 

0 5 

Average frequency 

No. times in 

10 year period 

1 1 

Levels of restrictions % of normal usage 90%* 90% 

May 2012 





Long Term 

Target 

Supply Interruptions 

Planned: 

Notice to industrial customers Minimum Number of days 1 3 

Maximum duration Hours 8 8 

Unplanned: 

Maximum duration Hours 8 8 

Total frequency of interruptions No./year/ 1000 

connections 

20 30 

Fire Fighting 

Compliance with Building Code of Australia 

and NSW Fire Brigade requirements - TBA 

% area 100% 100% 

Water Quality 

Compliance with health related criteria of 

ADWG guidelines 2004 

% compliance 100% 100% 

Water Quality complaints Complaints / 1000 

customers 

4 2 

Average Response Times 

(Time to have staff on site or answer inquiry) 

System Failure Hours 1 2 

Other problems 

Respond to 95% of verbal inquiry Working days 1 1 

Respond to 95% of written inquiry Working days 10 10 

May 2012 



Table 5: Levels of Service for Sewerage 



Long Term 

Target 

Availability of Service 

Time to provide an individual connection to 

sewerage in serviced area 

working days 10 10 

Industrial connections licensed under 

Council's Trade Waste Policy 

% licensed 98 100 

Systems Failures 

Frequency of Failures 

Reportable dry weather system overflows to 

environment 

Number per year 4 4 

Sewer main blockages and chokes 

All systems 

Number per year per 

100km 

37 40 

Average Time to Rectify Failure 

Service restored 

All systems Hours 2 2 

Clean Up Spills 

All systems Hours 2 2 

Average Response Times (Time to have staff on site or answer inquiry) 

System Failures 

Major failure with significant consequences or 

affecting multiple properties 

Hours 1 2 

Minor failure affecting only a single property Hours 1 2 

Other Problems 

Verbal inquiry Working days 1 1 

Written inquiry Working days 10 10 

May 2012 





Long Term 

Target 

Odours 

All systems 

Complaints No./year/1000 properties 2 1 

Effluent Discharge 

All systems 

Compliance with license conditions % compliance 98 100 

Hydraulic Loadings (Peak Wet Weather Flow/Average Dry Weather Flow - individual catchment) 

All systems - 5.5 7 

Effluent Reuse 

Reclaimed water quality compliance with 

National Guidelines for irrigated Food Crops 

% compliance 100 100 

Effluent Volume Re-used % of total volume 16 20 

Note: the Levels of Service are the targets which Council aims to meet, they are not intended as a formal 

customer contract. 

The LOS listed above are the primary driving force for the water supply and sewerage authority. 

These LOS will largely shape the objectives and requirements for operation, maintenance and 

provision of capital works within CHW’s water supply and sewerage schemes. Achievement of 

target levels of service is the primary objective of the system. 


CHW has been receiving an average of 4 complaints about water quality per 1000 properties. 

Council's target is to get a maximum of 2 complaints per 1000 properties. Council has recently 

noticed a drop in these complaints following the construction of water treatment plant. This will 

continue to be monitored by Council. Below are some further actions to address this issue. 

CHW needs to move the lime dosing from the Karangi Dam to the Karangi Water Treatment Plant 

to ensure the pH levels remain within the ADWG acceptable values. 

CHW advised that there is a potential for new mines in the Nymboida and Orara Catchments 

which may affect the water quality on the rivers. If the mines are commissioned, CHW may have 

to take further actions to ensure the potable water quality is not affected or remains within the 

ADWG guidelines requirements. This potential issue and preventative actions to avoid any water 

contamination from the mines could be included in the Drinking Water Quality Management 

Plan. 

May 2012 




Sawtell STP will be decommissioned by mid 2013. CHW has advised that planning and 

construction of the pump station and rising main to achieve this is underway. 

OBJECTIVE 1 – LEVELS OF SERVICE 

Meet Levels of Service 

PERFORMANCE TARGET 

Meet all levels of service targets 100% of the time 

STRATEGIES 

1. Monitor performance against levels of service 

2. Identify deficiencies and implement remedial actions 

ACTIONS Responsible Target date Cost ($’000) 

1. Improve the existing monitoring system STC Dec 11 In budget 

2. Review performance and prepare 

report 

STC 

Annually 

October 

In budget 

Starting 2012 

3. Identify the remedial actions, allocate 

in budget 

EMO Annually by 30 

June 

Starting in 2012 

In budget 

4. Implement remedial actions in 

accordance with budget 

EMO/MSI 

Annually 

in July 

In budget 

Starting 2012 

5. Prepare Drinking Water Quality 


MSI 

By December 

2012 

50 

Legend: 

STC 

EMO 

MSI 

MULP 

MWT 

MD 

MSP 

DCS 

Senior Technical Co-ordinator 

Executive Manger Operations 

Manager Strategic Infrastructure 

Manager Land Use Planning 

Manager Water Treatment 

Manager Distribution 

Manager Special Projects 

Director City Services 

May 2012 



6 Service Delivery 

This section looks at Council’s current service delivery methods and how Council plans to deliver 

these services in the future. 

The delivery of water supply and sewerage services is the responsibility of the Coffs Harbour 

Water, part of CHCC’s Engineering Department. 

The majority of operations and maintenance tasks are carried out by Council staff. Some 

maintenance is already contracted out. Council has adopted resource sharing as a means of 

reducing operation costs. Management of major projects, design, construction and specialist 

services are managed by Council staff using a variety of procurement options 

The following are some current and future service delivery options which are considered by 

Council. 

6.1 Private Sector Resources 

6.1.1 Contracting Out 

Council will consider contracting out some services, where it can be demonstrated that they are 

cost effective and appropriate. 

6.1.2 Private Sector Involvement in Scheme Development 

Council would consider private sector involvement for large capital development. Several 

methods used for private involvement are considered by CHW. These are listed below. 

Model 

Main points 

Design and Construct • Traditional method. 

• Council bears most of the risk. 

• Council finances construction. 

• Council operates and maintains. 

Contracting out 

operations and 

maintenance 

Design, build and 

operate (DBO) 

• Some minor maintenance is already contracted by Council. 

• Contractor is responsible for defined functions. 

• Level of risk transfer is dependent on type of contract. 

• Council owns the assets, and maintains a fair degree of risk. 

• Council finances construction. 

• Contractor designs, builds and operates for a long term (typically 25 

years). 

May 2012 



Model 

Build, own operate 

and transfer (BOOT) 

Delegated 

management 

Concession 

(franchise) 

Main points 

• Contractor builds, owns and operates for a long term (typically 25 years). 

• Most of the risk is transferred to the contractor. 

• Optional transfer to Council at the end of period. 

• Council retains ownership. 

• Contractor takes over operations and management 

• Contractor is responsible for asset management and makes 

recommendations for capital works. 

• Fair degree of risk transfer. 

• Council retains ownership. 

• Contractor takes over operations and management (including customer 

service and billing) 

• Contractor is responsible for asset management and capital works. 

• Payment is a single tariff, increasing with inflation. 

• High degree of risk transfer. 

At this stage, Council has identified the following advantages and disadvantages of private 

sector involvement: 

Advantages Council can transfer some of the risk to the private sector operator, thus 

increasing the certainty of the cost of service to customers. The extent of 

the risk transfer is dependent on the selected option. 

 

 

Private sector finances some of the investment. 

Cost reduction from efficiency gains. 

Disadvantages Council would lose some control over operation. 

 

 

 

Asset base may degrade through insufficient maintenance, as operator 

may have a short-term view. 

Cost of service may rise, because private sector operator would have to 

cover the cost of risk and allow for profit and tax. 

Some of the models have a long term commitment and cannot be easily 

reversed if unsuccessful. 

Corporatisation 

In 1995 the Council of Australian Governments (COAG) ratified the National Competition Policy, 

with one of the aims being to “encourage efficient public sector service provision by exposing 

public business functions to competition, when appropriate.” The application of this policy to 

Local Government has a number of implications for Council as set out in the publication; “NSW 

Government Policy Statement on the Application of National Competition Policy to Local 

Government.” 

May 2012 



6.2 Resource Sharing 

Council has adopted resource sharing as a means of reducing costs of operating the water 

supply and sewerage systems. Following are examples of resource sharing already practiced by 

Council within the water supply and sewerage systems: 

 

 

 

 

 

 

 

 

 

 

 

CHW Mechanical/Electrical workshops and plant are shared across several Council 

business areas, and also with other councils. 

The centrifuge, used for dewatering sewage biosolids (sludge), is hired out to other 

Councils. 

The Council Environmental Laboratory is shared across several Council’s business areas, 

and also provides services to external customers. 

The Purchasing and Stores section is shared across all of Council’s business areas. 

The Finance and Administration section is shared across all of Council's business areas. 

The Water Supply and Sewerage Sections provide services to other areas of Council and 

to other Councils in the vicinity. 

Coffs Harbour Water worked in partnership with Clarence Valley Council (CVC) to 

construct the Regional Water Supply Scheme (RWSS) to provide a safe and secure water 

supply into the future for the respective communities. The RWSS is based on the 

Nymboida River and Shannon Creek Dam, an off-stream storage facility built near the 

village of Coutts Crossing in the CVC area. 

Under the Regional Water Supply Scheme, Council will share a water source, a dam and 

associated facilities with CVC, as well as participating in a Regional Water Efficiency 

Plan. 

CHCC provides trade waste inspectors & expertise to Bellingen Shire Council. 

Council is considering entering into a formal regional Alliance with neighbouring Councils 

to facilitate skill and resource sharing. This would enhance Council's ability to address 

any emerging issues that are on the national water agenda. 

CHCC relocated water and sewer main for the RTA & Leighton Fulton Hogan to facilitate 

amplification of the Pacific Highway from Sapphire to Woolgoolga. 

Council will continue to review options for resource sharing both with other business areas within 

Council and with external organisations. 

6.3 Impact on Planning 

LWU's are recommended to examine their arrangements for providing services in the long term. 

CHW has agreements for the provision of water services with CVC and Essential Energy; therefore 

CHW should make provisional decisions to ensure the safe and reliable supply of services. 

CHW recognizes the need to review the existing agreement with CVC in order to address the 

new infrastructure situation. 

May 2012 



7 Customer Service Plan 

7.1 Review of Levels of Service 

The adopted Levels of Service for water supply and sewerage businesses (see section 5) are seen 

as reflecting local community aspirations. 

It should be noted that, if required, LOS can be negotiated with customers. LOS covered by 

statutory and licence requirements can only be negotiated if the customers require LOS higher 

than the regulatory requirements. CHW should advice their customers that LOS are negotiable 

on the basis that higher LOS will require higher Typical Residential Bills (TRBs). 

7.2 Areas Serviced 

This part of the plan looks at Council’s intentions for providing services to areas that are currently 

without water supply and sewerage services. Council has strategies for extending services based 

on planning and growth strategies. 

Table 6 provides a list of all CHCC towns’ current and projected population, their current services 

provided and whether the present facilities are satisfactory or not. 

New development will have water supply and sewerage services provided and financed by the 

developer & S64 plans. 

Table 6: Areas Serviced 

Area Population Average Annual Water Supply Sewerage 

2011 2041 Growth Rate 

Coffs Harbour 25,655 38,704 1.27% Satisfactory Satisfactory 

Boambee East 5,468 6,445 0.33% Satisfactory Satisfactory 

Bonville, , Boambee 3,928 7,492 2.03% Satisfactory Satisfactory 

Sawtell 3,845 4,824 0.53% Satisfactory Satisfactory 

Toormina 6,805 8,032 0.35% Satisfactory Satisfactory 

North Boambee Valley 1,776 4,683 6.98% Satisfactory Satisfactory 

Korora – Sapphire Beach 4,347 7,254 2.42% Satisfactory Satisfactory 

Moonee Beach 1,419 4,931 5.17% Satisfactory Satisfactory 

Sandy Beach - Emerald 

Beach 

4,576 6,321 0.40% 

Satisfactory 

Satisfactory 

May 2012 



Area Population Average Annual Water Supply Sewerage 

2011 2041 Growth Rate 

Woolgoolga 5,209 7,748 1.17% Satisfactory Satisfactory 

Northern Beaches 

(encompasses the 

localities of Arrawarra, 

Arrawarra Headland, 

Corindi Beach, Mullaway, 

Red Rock and Safety 

Beach) 

3,995 6,423 2.05% Arrawarra, Corindi Beach, Mullaway 

and Safety Beach have satisfactory 

services. 

Red Rock – Not likely to be serviced 

(community opposition) 

Rural West 4,758 5,884 0.29% 

Brooklana N/A N/A 

Bucca N/A N/A 

Coramba Satisfactory N/A 

Karangi N/A N/A 

Lowanna N/A N/A 

Nana Glen Satisfactory N/A 

Ulong N/A N/A 

Upper Corindi N/A N/A 

Upper Orara N/A N/A 

Coffs Harbour City parts of 

Barcoongere, Dirty Creek, 

Halfway Creek and Sherwood 

N/A – Service not available 

Source: CHCC population forecast website [accessed 19 Oct 2011] 

http://forecast2.id.com.au/Default.aspxid=360&pg=5110 

N/A 

N/A 

May 2012 



OBJECTIVE 2 – Areas Serviced 

Provide water/sewerage services to all urban release areas. 


Provide 100% of the urban release areas with water and sewerage services 

STRATEGIES 

1. Ensure appropriate plans and policies in place 

2. Identify future urban release areas and plan infrastructure 

3. Include in capital works and financial plan. 


1. Prepare the local growth management 

strategy 

MLUP 5 yearly 2013 In budget 

2. Prepare Local Environmental Plans 

(Planning proposals) 

MLUP 

Annually 

TBA (different 

growth areas) 

In budget 

3. Implement CHCC capital works 

findings of the strategies for urban 

release areas 

MSI Ongoing In budget 

4. Develop DCP MLUP Annually 

In budget 

TBA (different 

growth areas) 

7.3 Demand Management 

CHW has implemented permanent Level One water restrictions in the Coffs Harbour Local 

Government Area since 19 June 2004. 

The main impact of Level One water restrictions is: 

 

 

 

 

Sprinklers and unattended hoses are banned between 8.00am and 4.00pm. 

Building maintenance allowed with trigger nozzle hoses or pressure cleaners. 

Hoses can only be used to wash driveways, paved areas and roofs for health or safety 

reasons. Pressure cleaners are allowed. 

Car washing is allowed providing, where practical, the runoff is onto a lawn and not 

down the drain. 

(Source: http://www.coffsharbour.nsw.gov.au/places-for-living/drinking-watersupply/Pages/water-restrictions.aspx, 

accessed 19 Oct 2011) 

May 2012 



CHW also has a Demand Management Plan in place since 2006. This plan includes projection of 

the water demand, and strategies to reduce wastage of water. A variety of water efficiency 

programs have been in place in the service area since 1989. These programs have acted to 

maintain an almost uniform level of total consumption in the service area despite the fact that 

the population of the service area is growing. 

The NSW LWUs statewide median average annual residential water supply in 2009/10 was 

175kL/property; for coastal areas it was 150 kL/property. The Coffs Harbour 2010/11 average 

annual residential water supplied was 159 kL/property; slightly higher than the state wide median 

for 09/10. The CHW average annual residential demand figures for the past 6 years are provided 

in table below. It should be noted that some of the coastal areas had restrictions in place, which 

distorts the unrestricted demand. 

Table 7: Coffs Harbour Water Annual Water Supplied 

2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 

Average Annual Residential 

Water Supplied (kL/property) 

184 178 169 165 186 159 

Source: National Performance Report 2009-10_Part B 

CHW has implemented the following measures: 

 

 

 

 

Implementation of best practice pricing 

Promotion of the BASIX framework, including alternate water sources such as rainwater 

tanks and water efficient appliances such as low flow showerheads 

School, business and community education 

Rebate on installing dual flush toilets and showerhead retrofit 

Figures in Table 7 indicate that when the Demand Management Plan was implemented in 2006 

CHW had significant reduction in residential annual water consumption in the following two 

years. However in 2009/10 the annual water supplied per property increased. In 2010/11 the 

annual water supplied per property reduced significant, probably because it was a very wet 

year when compared to the previous years. It is recommended that CHW’s continue the 

implementation of demand management actions and review the demand management plan 

and or the demand management measures in place to ensure the measures are still 

appropriate. The Best-Practice Management guidelines requires each LWU to review its demand 

management measures every 2 years to ensure that it has an appropriate balance between 

demand and supply-side investment. This is considered an issue that needs to be addressed in 

the near future. 

May 2012 



OBJECTIVE 3 – Demand Management (Water Supply) 

Maintain unrestricted per capita consumption. 


Unrestricted demand is no more than 200 kL per household per year. 

STRATEGIES 

Ensure continuation of demand management strategy. 


1. Continue water efficiency measures EMO ongoing In budget 

2. Review and update demand 

management plan/measures 

EMO July 2012 

then 2 yearly 

10 

7.4 Infiltration Management 

Council has a problem of high inflow and infiltration of stormwater into the sewerage system. 

While certain amount of inflow and infiltration are considered acceptable (and facilities are 

designed with capacity to accommodate the extra flow), some areas are experiencing 

excessive inflow and infiltration, which exceed the capacity of the pipes and pumping stations 

and may result in overflows. 

Infiltration and inflow are the result of an ageing system. The stormwater enters the system 

through cracked or broken pipes, dislocated pipe joints (often due to tree roots), broken 

manholes and illegal connections. Council's rehabilitation program is addressing these problems, 

and is aimed at bringing the system components back to an acceptable condition. 

OBJECTIVE 4 – Infiltration Management (Sewerage) 

Eliminate uncontrolled overflows and excessive pumping due to high wet weather flows. 


Reduce hydraulic sewage loading to levels of services targets. 

STRATEGIES 

Implement inflow/ infiltration reduction program in accordance with investigation report 


1. Investigate and eradicate inflow and 

infiltration in sewerage system (use telemetry 

system) 

EMO 

December 

2018 

In budget 

May 2012 



7.5 Reclaimed Water 

Coffs Harbour Water Reclamation Plant provides up to 21 megalitres of reclaimed water daily for 

irrigating crops and sporting fields and for dust suppression in the region. Coffs Harbour Sewerage 

Strategy Environment Impact Statement was prepared in 2000. CHW obtained Section 60 

Approval in 2006 for the first stage of the reclaimed water project. 

Reclaimed water pipeline stage 2 is scheduled to be completed in 2012/13. The pipeline will 

provide an alternative supply of water for municipal irrigation and agricultural needs and in 

certain areas may reduce the demand on the potable supply. 

Council is currently preparing a recycle water management plan to cover the whole scheme 

including the pipeline stage 2 mentioned above. NSW Office of Water requires the local water 

utilities to obtain Section 60 Approval for reclaimed water usage prior to commissioning of the 

scheme. CHW recognizes the need to update the existing Section 60 to include the extension of 

the recycled water scheme. Some recycled water agreements are out of date and need to be 

updated. 

Currently the biosolids from the water reclamation plant are managed by a contractor. CHW 

should have a biosolids management emergency plan in place in case the contractor decides 

to terminate the contract. 

OBJECTIVE 5 – Reclaimed Water 

Maximise reclaimed water use where feasible 


Maximise reuse to achieve reuse of 20% of effluent in 5 years 

STRATEGIES 

Manage the reuse scheme effectively. 


1. Finalize reclaimed water management 

plan 

MSI June 2012 In budget 

2. Investigate charging for recycled water MSI July 2014 Income - nil 

cost 

3. Review and update recycled water 

agreements 

MSI June 2012 In Budget 

4. Prepare biosolids management 

emergency plan 

TBA by CHCC TBA by CHCC TBA by CHCC 

May 2012 



7.6 Pricing 

The primary purpose of water supply and sewerage pricing is to determine fair pricing of services 

which achieve full cost recovery and provide strong pricing signals to enable each customer to 

balance the benefits and costs of using the utility’s services. 

CHW complies with the 11 requirements for pricing and regulation of water supply, sewerage 

and trade waste, of the NSW Office of Water Best-Practice Management Guidelines. 


1 Full cost recovery without significant 

cross subsidies 

Sewerage and Trade Waste 

1 Full cost recovery without significant cross 

subsidies 

2 Complying residential charges with 

pay-for-use water pricing, 

independent of land value 

2 Complying residential charges, independent 

of land value 

3 Complying non-residential charges 3 Complying non-residential charges 

4 Development Servicing Plan with 

commercial developer charges 

4 Development Servicing Plan with commercial 

developer charges 

5 At least 75% of residential revenue is 

from water usage charges 

5 Complying trade waste and fees charges 

6 Appropriate trade waste regulation policy 

and approvals 

Assessment of Water Supply Charges 

The NSW Office of Water has developed best-practice guidelines for water supply and 

sewerage. With respect to pricing of water supply services, the Office of Water is keen to send 

pricing signals to customers. This is achieved through: 

 

 

High usage charge, to empower customers to reduce their water bill by reducing 

consumption. For utilities of CHCC size, the requirement is that 75% of revenue from 

residential charges is generated from usage charges. 

Read the water meters 4 times a year, to capture the seasonal variation and provide 

customers with more accurate reading. 

The CHCC 2009/10 TBL Water Supply Performance Report states that the residential revenue from 

usage charges was 76% of the residential bills. CHCC tariff complies with the both requirements 

mentioned above. 

Assessment of Sewerage Charges 

The best-practice management guidelines require a two-part tariff for non-residential customers. 

CHW non-residential charges are a two-part tariff. Access charges are based on a sewer 

discharge factor and water meter factor. The usage charge can be estimated using the sewer 

discharge factor and the metered water consumption. 

May 2012 



7.6.1 Water Supply Pricing 

CHW water supply tariff is a two-part tariff, comprising an access charge and a usage charge: 

Customer Type Access charge per annum (2011/12) 

Residential 

Non-residential 

$131 

Vacant Properties 

Non-residential Meter Factors: 

Meter Size (mm) Factor Amount Meter Size 

(mm) 

Factor 

Amount 

015 1.0 $131 065 10.6 $1,388 

020 1.0 $131 080 16.0 $2,096 

025 1.6 $209 100 25.0 $3,275 

032 2.6 $340 150 56.3 $7,375 

040 4.0 $524 200 100.0 $13,100 

050 6.3 $825 

Customer Type Usage Charge (2011/12) 

Residential properties 

$2.36/kL for usage of up to 1 kL/day 

(365 kL/year) 

$3.54/kL for usage above 1 kL/day 

(365 kL/year) 


$2.36/kL apart from fire fighting 

$7.08/kL non fire usage on a fire service 

consumption charge 

May 2012 



7.6.2 Sewerage Pricing 

Customer Type Access Charge (2011/12) 

Residential $720 


SDF x MF x AC 

Vacant Land $496 

SDF = Sewer Discharge Factor 

MF = Total water meter factor 

AC = Access Charge = $720 

Customer Type Usage Charge (2011/12) 

Non-residential By calculation = SDF x KLS x $1.85 

KLS = Volume of water used 

Trade Waste Charges 

CHW has adopted a trade waste policy in April 2007. Council has a Trade Waste Policy 

document (March 2007), which outlines criteria for approval to dispose of trade waste into 

Council's sewerage system and matters relating to trade waste approvals. Current charges are 

listed in Council's adopted fees and charges available on Council's website. 

OBJECTIVE 6 – Pricing 

Have a pricing system for water and sewerage which is sustainable and meets Best-Practice 


Meet 100% of best-practice pricing guidelines annually 

STRATEGIES 

Review and update pricing structure annually 


1. Review and update DSPs MSI 5 yearly 

$50 

Next 2015 

2. Review budget and adjust pricing MSI/EMO/EMF Annually In budget 

May 2012 



7.7 Customer Satisfaction 

To ensure that the customers are satisfied with CHW water supply and sewerage services, it is 

important to maintain good communication with customers. Council should establish effective 

process to manage the interaction with customers and ensure the levels of service targets are 

met. In general, customer satisfaction can be maintained by providing a quality service, keeping 

customers informed of the LWU intentions and responding to customers and community needs. 

In 2009/10 Council received 10 water service complaints and 4 sewerage service complaints per 

1000 properties. (Source: CHCC 2009/10 TBL Performance Reports). 

Below are CHW objective and targets to maintain good customer relations. 

OBJECTIVE 7 – Customer Satisfaction 

Customers are satisfied with the service provided. 


Less than 20 complaints (water supply and sewerage services) per 1000 properties per year 

STRATEGIES 

1. Enhance customer request system 

2. Implement remedial actions to reduce customers complaints 


1. Customize customer request system to 

identify complaints 

STC By June 2012 In budget 

2. Review complaints and take appropriate 

action 

MWT/MD Ongoing In budget 

May 2012 



7.8 Community Consultation 

Council is committed to consulting its water supply and sewerage customers regularly to keep 

them informed of developments and to get feedback on major projects. 

The aims of community consultation are: 

 

 

 

 

To ensure ownership of issues by the community, to gain community agreement that 

Council action is required and ensure that the costs associated with such actions are 

understood 

To ensure that the concerns of the community, particularly social and environmental 

concerns, have been taken into account 

To allow the community to propose options that they want evaluate 

To enable the community to be satisfied that the CHCC have made a decision after a 

proper evaluation of the issues 

The community of Coffs Harbour has a vital role to play not only in planning for the future of the 

city, but also in partnering with government and non-government agencies to identify and 

implement initiatives that contribute to the sustainability of Coffs Harbour's economy, lifestyle and 

environment. 

Community engagement and participation is essential for the development and implementation 

of the Coffs Harbour 2030 Community Strategic Plan. CHCC has prepared a Community 

Engagement Strategy for the development and review of the 2030 Community Strategic Plan, 

which promotes opportunities for public participation for the ongoing review and 

implementation of this plan. In summary this Community Engagement Strategy provides: 

 

 

 

 

 

 

 

 

 

 

Objectives for Strategy 

Reference to International Association for Public Participation (IAP2): best practice and 

legislative requirements 

NSW Government definition of social justice principles 

Coffs Harbour City Council’s adopted principles for the Community Strategic Plan 

Identification of key stakeholders 

Roles and responsibilities in regards to engagement 

A record of the community engagement techniques employed to develop the Coffs 

Harbour 2030 Community Vision 

A record of the community engagement techniques to develop the draft Coffs Harbour 

2030 Community Strategic Plan and to finalize the plan for adoption by Council 

An outline of the activities proposed for the implementation of the Community Strategic 

Plan 

The proposed timeframe for the review of the Community Engagement Strategy 

May 2012 



OBJECTIVE 8 – Community Consultation 

Conduct effective community consultation regarding major decisions 


Comply with Community Engagement Policy 

STRATEGIES 

Ensure community consultation is built into the project implementation plan. 


1. See policy – actions from policy MSI Ongoing In budget 

May 2012 



8 Environment Protection and Sustainable 

Development 

8.1 Environment Protection 

Council is required to undertake environmental assessment to identify direct and indirect impacts 

that occur from the water supply and sewerage systems. The focus should be on 

environmentally sensitive areas and it should consider the ecological sustainability of the 

operation systems. 

CHW has been working with the NSW Office of Environment and Heritage (OEH), other 

government agencies and community representatives to progress the remediation of 

hydrocarbon-contaminated groundwater affecting an area in Coramba. 

Council received grant funding from the NSW Government, via its Environmental Trust, to progress 

the remediation on behalf of the community. In August 2009, the NSW Minister for Planning issued 

Project Approval to Council's Major Project Application under Part 3A of the Environmental 

Planning & Assessment Act (EP&A Act), to construct and operate a groundwater remediation 

technology in Martin Street, Coramba. 

A number of reports have been written on the groundwater contamination in Coramba, the 

most recent is Coramba Groundwater Monitoring Report (June 2011) which describes the results 

of the 2011 groundwater monitoring event undertaken by WSP Environmental and Energy for 

CHW at Coramba. 

The NSW Office of Water Strategic Business Plan guideline recommends Councils to prepare a 

Due Diligence Strategy to manage all risks to the environment. 

8.2 Due Diligence Requirements 

The NSW Protection of the Environment Operations Act 1997 (POEO) assigns substantial liability in 

the event of environmental harm. 

Due diligence implies that efforts should be made to anticipate hazards which may harm the 

environment and take all feasible steps to prevent, control and mitigate the potential of their 

occurrence. 

May 2012 



OBJECTIVE 9 – Environment Protection and Sustainable Development 

Manage the water and sewerage systems to minimize pollution, protect environmentally sensitive 

areas and promote ecological sustainability. 


Full compliance with all environmental regulatory requirements 

STRATEGIES 

1. Undertake environmental assessment of all significant and legislative activities (operational, 

maintenance and capital works) 

2. Ensure the actions comply with the determination of the environmental assessment 


1. Monitor impact of existing works and 

where the impact is not acceptable, 

implement works to reduce impacts. 

MWT/MD/MSP Ongoing In budget 

2. Meet all environmental licences 

conditions and PRP 

MWT/EMO/MD Ongoing In budget 

3. Develop water and sewerage 

Environmental Management System 

(EMS) 

EMO 

(in progress) to 

be completed 

in 2014 

140 

4. Develop and maintain a Due Diligence 

Program 

TBA by CHCC TBA by CHCC TBA by CHCC 

May 2012 



9 Total Asset Management Plan 

9.1 Introduction 

The aim of total asset management is to provide, operate and maintain physical assets over their 

whole life cycle to achieve the required Levels of Service (see section 5) at the least cost, while 

still satisfying statutory and regulatory requirements. 

CHW adopted an Asset Management Policy in August 2011. The policy states that CHW is 

committed to: 

 

 

 

 

 

 

 

Implementing a systematic approach to the management of its assets and ensuring that 

appropriate asset management practices are applied across all areas of the 

organization 

Planning, creating, operating, maintaining, renewing and disposing of assets in a manner 

that ensures cost effective service delivery 

Developing and regularly reviewing an Asset Management Strategy and Asset 

Management Plans, which will detail the approach taken in managing assets and which 

facilitate the continuous improvement of asset management practices 

Implementing a lifecycle approach to asset management, whereby the costs and 

benefits of assets are considered over the asset’s life 

Providing the necessary resources and operational capabilities to adequately manage 

assets and to comply with legislative requirements 

Undertaking long-term planning for assets, which takes into consideration the benefits 

and costs to present and future generations and their ability to pay 

Integrating Asset Management planning with Council’s Community Strategic Plan and 

Long Term Financial Plan 

The policy also states that “Council will adopt Asset Management Plans (AMPs) developed under 

the ‘3Rs’ framework (reason, resources and results). AMPs describe how Council will plan for, 

account for and manage the delivery of asset-related services. The ‘3Rs’ define the service from 

the perspectives of: 

 

 

 

Reason: why do we provide the service 

Resources: what resources are we utilizing to provide the service 

Results: what actual results are we achieving 

As described by the Integrated Planning and Reporting Framework, the process will be an 

ongoing one. When the ‘reason’ for and ‘resources’ available to asset management change 

(as a result of changes in community priorities), Council’s Asset Management Plans will be 

May 2012 



modified to suit. The Asset Management Plans will also be reviewed over time with improved 

information on assets (conditions and costs) and as asset condition changes over time. 

The underlying principle for all asset management activities will be minimisation of life cycle costs 

– effective, timely maintenance of assets to extend the useful life of assets and optimise renewal 

spending. 

A key driver for changes in Asset Management Plans is the improvement in Council’s asset 

management capability and capacity. Asset Management Plans include a ‘Gap Analysis and 

Improvement Plan,’ that sets out priorities to improve asset management performance (such as 

targeted data collection, modelling, systems implementation). 

Such improvements will refine current planning and strategies, and eventually advance Council 

past ‘core’ asset management (prioritising work based on financial returns) into ‘advanced’ 

asset management (prioritising work based on detailed risk analysis and optimised decision 

making).” 

9.2 Operation Plan 

The purpose of the Operation Plan is to ensure that the service objectives are achieved at the 

least cost and that the impact of any breakdowns or outages is minimised. 

The operation planning process begins with an operation analysis, which determines whether the 

existing system is capable of economically meeting its Levels of Service. Where the existing 

system is inadequate or where assets are found to be approaching capacity or the end of their 

economic life, the operation plan outputs should include a schedule of required capital works 

and maintenance plan. 

CHW has an up to date asset register which contains data such as assets description, location, 

size or capacity, construction year, residual life estimated and current replacement costs. This 

data is used for an initial overall assessment of the assets condition. However Council has 

identified the need for a full detailed asset condition of water supply and sewerage assets. 

May 2012 



OBJECTIVE 10 – Operations 

Systems operations meet adopted levels of service, regulatory requirements and achieve customer 

satisfaction in a sustainable manner. 


Systems operations deliver the specified levels of service targets. 

STRATEGIES 

1. Monitor the performance of the system operations 

2. Implement continuous improvement processes 

3. Operate the schemes in accordance with documented operational procedures 


1. Complete the installation of the water 

supply and sewerage telemetry system 

MD/MWT July 2013 In budget 

2. Maintain and update the telemetry system MD/MWT Ongoing In budget 

3. Review and optimize sewerage quality 

monitoring requirements 

MWT 

Annually 

In June 

In budget 

4. Develop odour and septicity control 

strategy 

MD By Dec 2012 In budget 

5. Implement odour control action plan MD By June 2013 In budget 

6. Action plan (odour control) capital MD By June 2013 50 

7. Develop alternatives sludge management 

options for Coffs Harbour WRP 

MWT By Dec 2012 50 

8. Develop assets condition assessment MD/MWT By July 2014 In budget 

9. Prepare an Operation Plan according to 

the requirements of the Strategic Business 

Planning Guidelines, May 2011 

EMO Dec 2012 100 

May 2012 



9.3 Maintenance Plan 

The purpose of the Maintenance Plan is to support the Operation Plan by ensuring that the 

actual outputs, reliability and availability of the individual sub-systems, facilities and components 

are achieved in the most cost effective manner. 

As previously mentioned CHW has a service agreement with CVC for the provision of bulk water 

supply. CVC obtains bulk raw water supply from Essential Energy on the basis of a negotiated 

service agreement. According to these agreements maintenance of Essential Energy 

infrastructure will incur costs to CHW. CHW may consider including the conditions of these 

agreements in the asset management plan. 

OBJECTIVE 11 – Maintenance 

Deliver levels of service at the minimum cost. 


Systems maintenance delivers the specified levels of service targets. 

STRATEGIES 

Maintain the systems in accordance with maintenance schedules. 


1. Develop asset criticality assessment MD/MWT By July 2013 50 

2. Prepare asset management plan 

according to Strategic Business 

Planning Guidelines, May 2011. 

MSI Dec 2013 TBA by CHCC 

3. Implement asset management 

system/plan 

MD/MWT By July 2012 In budget 

9.4 Capital Works Plan 

The purpose of the capital works plan is to document anticipated future capital works 

requirements and expenditures to meet levels of service and to provide a basis for financial 

planning and capital budgeting. 

Council has recently reviewed and updated their capital works plan for water supply and 

sewerage systems. See Appendix B. 

Based on an overall assessment of the sewerage assets register and on recent sewerage 

treatment and reticulation systems performance analyses, these systems appear to be 

inadequate. CHW has identified the need to undertake sewerage rehabilitation works to avoid 

EP licence penalties. CHW has allowed $1 M per year for sewerage rehabilitation works. 

May 2012 



OBJECTIVE 12 – Capital Works 

Capital works program provides infrastructure to deliver levels of service and satisfy growth. 


Infrastructure is provided as required to deliver Levels of Service and satisfy growth 

STRATEGIES 

1. Revise the capital works program with reference to the CHW Water Supply and Sewerage 

Strategy Studies 

2. Construct the necessary capital works to ensure that existing and future demands can 

continue to be met at the agreed Levels of Service within financial constraints. 


1. Review Water Supply and Sewerage 

Strategy Studies 

MSI 

7 yearly 

Next in Dec 

2013 

600 

2. Finalize sewerage hydraulic models MSI By July 2013 Extra 50 

above 

budget 

3. Revise the capital works program utilizing 

the asset management system 

EMO/MSI/EMF Annually In budget 

4. Relocate lime dosing facility from Karangi 

Dam to Coffs Harbour Treatment Plant 

MSP Dec 2012 In budget 

5. Implement Sewerage rehabilitation 

program 

MD/MSP Ongoing In budget 

6. Construct reclaimed water mains as in 

program 

MSP By Dec 2014 In budget 

7. Decommission Sawtell STP and divert to 

Coffs Harbour 

MSP By July 2013 In Budget 

8. Implement water mains renewals program MSI Annually In Budget 

May 2012 



10 Work Force Plan 

Coffs Harbour has a Workforce Management Strategy (2010) which aims to formally document 

strategies for ensuring a sustainable workforce into the future. The Strategy takes into 

consideration the direction set by the 2030 Vision and the subsequent Operational Plans and 

Delivery Program, and looks at strategies for the next four (4) years. Council’s staffing 

requirements for the Delivery Program are for well-skilled professional and other technical staff 

along with skilled operational and administrative staff. 

CHCC staff functional chart and Coffs Harbour Water Operations Organisation chart are 

provided in Appendix C. 

OBJECTIVE 13 – Work Force Planning 

Have the appropriate organization structure and staff with the skills necessary for the operation and 

management of the current and future systems. 


Council’s obligations are met as required by levels of service, statutory requirements and the strategic 

business plan. 

All personnel have sufficient skills to carry out the tasks required by their position. 

STRATEGIES 

1. Define water and sewerage tasks and skills required to deliver LOS 

2. Finalize and implement organizational structure 

3. Train and recruit as required 


1. Implement organizational structure DCS Dec 2011 In budget 

2. Ensure that job descriptions are kept up to 

date 

All managers Ongoing In budget 

3. Develop succession plans MSI/EMO/HR By 2013 In budget 

4. Develop and implement training plan HR/EMO/MSI Ongoing In budget 

5. Recruit appropriate staff HR/EMO/MSI Ongoing In budget 

May 2012 



11 Financial Plan 

As part of the strategic business plan, long term financial plans have been prepared for the 

water supply and wastewater businesses. The financial plans are included in Appendix D. 

The financial plans indicate that CHW will be able to meet its significant capital works program, 

with moderate increase to the water supply TRB and high increases to the sewerage typical 

residential bill and moderate new borrowing for sewerage capital works only. The financial plans 

assume that the high OMA costs will continue. Should Council succeed in improving the 

efficiency of the operations, the increase in the sewerage TRB may be lower. Summary of the 

results of the financial plan is shown in Table 8. 

Table 8: Summary of Financial Plan (2011/12 dollars) 

Parameter Water Supply Sewerage 

Current Typical Residential Bill (TRB) pa $535 $720 

Long Term Price Path (Future TRB) pa $550 $890 

30 Year Capital Works Program $106M $151M 

Maximum borrowing $96M $117M 

OBJECTIVE 15 – Finance 

Ensure financially sustainable water supply and sewerage businesses 


Fund all financial obligations in the short and long term 

STRATEGIES 

1. Undertake financial planning to support operation. 

2. Maximize income from grants. 


1. Review and update financial plans EMF Annually In budget 

2. Monitor availability of grants and apply 

when available 

MSI Ongoing In budget 

May 2012 



12 Summary of Extra Costs 

The actions costs, which are not included in Council’s budget or in the water supply and 

sewerage 30 years capital works program are summarized in Table 9. These costs have been 

included in the financial plan modeling. 

Table 9: Summary of Total Extra Costs of SBP Actions 

ACTIONS 2012/13 2013/14 2014/15 2015/16 2016/17 

Water Supply ($‘000) 110 25 80 25 10 

Sewerage ($‘000) 150 675 70 25 0 

13 Summary of Other Key Activities 

As the strategic business plan is the LWU peak planning document, a summary of CHW other key 

activities and plans are provided below. 

13.1 Integrated Water Cycle Management 

Council has adopted addendum to 2006 Integrated Water Cycle Management Concept Study, 

February 2010. Summary of the key outcomes are provided in Appendix E 

13.2 Drinking Water Quality Management 

CHW recognises the need to have a Drinking Water Quality Management Plan. An action has 

been put in place to address this (see Objective 1 in section 5). 

13.3 Environmental Management 

CHW has a State of the Environment (SoE) Report (See Appendix F) which covers the Coffs 

Harbour Local Government Area and has been prepared by Council both as a community 

information document and as a management tool for Council. 

The aim of annual SoE Reports is to document and measure the continued progress of both 

Council and our local community through better environmental management towards 

ecological sustainability. The report aims to help further progress towards this goal by providing 

sound information as a basis for future environmental management. The report also has the role 

of assessing declining environmental conditions where they occur, which provides an opportunity 

to ensure that measures are devised and implemented to arrest these trends and to improve 

conditions. (Source: http://www.coffsharbour.nsw.gov.au/our-environment/Pages/state-of-theenvironment.aspx, 

accessed 25 Oct 2011) 

CHW recognises the need to have an Environmental Management System. An action has been 

put in place to address this (see Objective 9 in Section 8). 

May 2012 



13.4 Demand Management 

CHW Demand Management Plan was prepared in August 2006. Council recognizes the need to 

update their demand management plan and an action has been put in place to address this 

(see Objective 3 in Section 7.3). The executive summary of the existing plan is provided in 

Appendix G. 

13.5 Drought Management 

CHW has recently prepared a Drought Management Plan (March 2012). The executive summary 

of the plan is provided in Appendix H. 

Also Council has a Water Restriction Policy (September 2009) in place which provides the 

conditions and restrictions to be imposed during periods when the water supply system has 

difficulty in coping with weather conditions and consumption rates. The policy is also provided in 

Appendix H. 

13.6 Community Consultation 

CHW has prepared a Community Engagement Strategy for the development and review of the 

2030 Community Strategic Plan. Major outcomes of this strategic plan are provided in Appendix I. 

13.7 Occupational Health & Safety 

CHCC has a Health, Safety, Environment and Quality Policy (approved in May 2010) to improve 

Council’s health, safety, environment and quality performance, incorporating the establishment 

of an Integrated Management System. The policy is attached in Appendix J. 

13.8 Other Risk Management Measures 

Other contingency plans and/or management measures to address hazards that are currently in 

place in CHW are listed below. 

Table 10: Summary CHW Risk Management Plans for Water Supply Schemes 

Risk Management Measures 

Dam safety 

CHW Plans 

Karangi Dam Safety Emergency Plan 2010; Woolgoolga Dam Safety 

Emergency Plan 2010 

Chlorination plant failure 

Water treatment works failure 

Water Treatment Plant Operations and Maintenance Manual Karangi 

2009; Nana Glen Water Treatment Plant Operations and Maintenance 

Manual 2000 

Major power failure 

Localized power failure 

Water Treatment Plant Operations and Maintenance Manual Karangi 

2009, standby generators 

Raw water pump failure 

Karangi WTP has four raw water sources, two of which gravitate to 

Karangi WTP, Karangi Dam and Nymboida River. Standby pumps are 

installed at Coramba. Nana Glen has at least 5 days storage 

Revenue decline from 

reduced water sales 

Budget Management Report at Job Level for period ending 30 June 

2011. 

May 2012 



Table 11: Summary CHW Risk Management Plans for Sewerage Schemes 

Risk Management Measures 

Sewage treatment works 

failure 

CHW Plans 

Corindi Beach Wastewater Treatment Plant Operations Manual 2000, 

Woolgoolga WRP Operation and Maintenance Manual 2005, Moonee 

Water Reclamation Plant Operation and Maintenance Manual 1999, 

Coffs Harbour Water Reclamation Plant Operating Manual 2009 

Major power failure 

Localized power failure 

Woolgoolga WRP Operation and Maintenance Manual 2005, Moonee 

Water Reclamation Plant Operation and Maintenance Manual 1999, 

Coffs Harbour Water Reclamation Plant Operating Manual 2009, 

standby generators 

May 2012 



14 Reporting and Monitoring 

CHW water supply and sewerage businesses performances are monitored and annually reported 

to NSW Office of Water. 

The latest TBL reports issued by the Office of Water are for the 2009-10 financial year. These 

reports for CHCC water supply and sewerage services including their Action Plans are provided in 

Appendix K. As part of this strategic business planning process, the areas where CHCC received 

a low ranking were assessed in this report with a view to improving the performance. 

The indicators where CHCC received a rating of 5 are discussed in the following sections. 

Comments and actions are also provided in the Action Plans in Appendix K. It is noted that 

CHCC achieved a rating of 1 (top 20%) on many indicators. 

14.1 Water Supply Performance Indicators 

Indicator 

CHCC 

Result 

Ranking 

>10,000 All 

Utilities 

Statewide 

Median 

Comments 

Renewals expenditure (% 

of current replacement 

cost of system assets) 

0.1 5 5 0.3 Refer to 9.4 

Typical residential bill per 

assessment ($) 

535 5 3 430 The high charges are required to 

fund the costs of the new water 

treatment plant and the Regional 

Water Supply System. Refer to 11 

Total days lost (%) 6.1 5 5 2.4 

Average annual 

residential water supplied 

per property – Coastal 

(kL/property) 

186 5 4 150 Refer to 7.3 

Revenue per property ($) 1340 5 5 647 See comments about TRB above. 

May 2012 



14.2 Sewerage Performance Indicators 

Indicator 

CHCC 

Result 

3001- 

10,000 

Ranking 

All 

Utilities 

Statewide 

Median 

Comments 

Residential access charge 

per assessment ($) 

698 5 5 525 Required for stability, funding new 

Water Reclamation Plants and 

Rehabilitation 

Typical residential bill per 

assessment ($) 

698 4 5 530 Refer to 11. 

Urban properties without 

reticulated sewerage 

service (%) 

16.1 5 5 3.9 Refer to 7.2. 

Odour complaints per 

1000 properties 

1.8 5 5 0.6 Refer to 5 

Total days lost (%) 6.9 5 5 2.5 

Energy consumption per 

megalitre (kilowatt hours) 

1,156 5 5 910 The high energy consumption is from 

the water reclamation plants and from 

the 120 sewerage pumping stations 

due to topography 

Net greenhouse gas 

emissions – WS and Sge 

(net tonnes CO2 

equivalents per 1000 

properties) 

450 4 5 350 High net greenhouse gas emissions is 

due to, for instance, spread out 

network and topography requiring a lot 

of pumping 

Operating cost (OMA) per 

100 km of main ($’000) 

Operating cost (OMA) per 

property ($’000) 

1,690 4 5 1,490 High operation cost due to discrete five 

schemes and ribbon development 

along the coast 

485 5 5 360 

Management cost per 

property ($) 

164 5 5 128 

Treatment cost per 

property ($) 

175 5 5 115 High treatment cost due to discrete five 

schemes 

Pumping cost per 

property ($) 

99 5 5 55 High pumping costs due to pumping 

long distances and topography. 

Energy cost per property 

($) 

52 5 5 26 Same comment as ‘energy 

consumption per megalitre’ above 

May 2012 



15 Integrated Planning and Reporting 

The IPR framework has been introduced by the NSW Government in October 2009 to improve all 

NSW councils’ long-term community, financial and asset planning. The framework requires the 

development and implementation of the following components: 

 

 

 

 

 

Community Strategic Plan – developed and maintained with the assistance of a 

community engagement strategy and covering a timeframe of at least 10 years 

Resourcing Strategy (long-term Financial Plan, Asset Management Strategy and 

Workforce Management Strategy) 

Delivery Program 

Operational Plan 

Annual Report 

Ongoing monitoring and review process 

After a comprehensive program of community engagement activities, the Coffs Harbour 2030 

Plan was adopted by Council as the city’s Community Strategic Plan on 17 December 2009. This 

plan is available on 

http://www.coffsharbour.nsw.gov.au/Coffs-And-Council/Pages/publications.aspx (Accessed on 

27 Oct 2011). 

Council is responsible for a range of activities aimed at achieving objectives identified in the 

Coffs Harbour 2030 Plan. To support those activities, Council has developed a Resourcing 

Strategy comprising a Long-Term Financial Plan, an Asset Management Strategy and a 

Workforce Management Strategy. The Resourcing Strategy can be viewed on Council’s website 

at http://www.coffsharbour.nsw.gov.au/Coffs-And-Council/about-council/Pages/corporateplanning-reporting.aspx 

(Accessed on 27 Oct 2011). 

The Delivery Program, Operational Plan and Annual Report have been prepared by Coffs 

Harbour City Council under new IPR laws. These plans are available online at 

http://www.coffsharbour.nsw.gov.au/Coffs-And-Council/Pages/publications.aspx (Accessed on 

27 Oct 2011). 

May 2012 



Appendix A 

Areas Serviced Maps 

May 2012 



BARCOONGERE 

HALFWAY 

CREEK 

DIRTY CREEK 

RED ROCK 

CORINDI BEACH 

! 

UPPER CORINDI 

ARRAWARRA 

ARRAWARRA 

HEADLAND 

! 

MULLAWAY 

! 

SAFETY 

BEACH 

WOOLGOOLGA 

! 

! 

! 

BUCCA 

SANDY BEACH 

! 

Legend 

EMERALD BEACH 

MOONEE BEACH 

! Water Reservoirs 

Water Catchments 

· 

Localities 

LGA Growth Areas 

Road Network 1:60,000 

Water Supply Areas

CORAMBA 

MOONEE BEACH 

BUCCA 

! 

SAPPHIRE BEACH 

KARANGI 

! 

KORORA 

! 

UPPER ORARA 

! 

! 

! 

COFFS HARBOUR 

NORTH BOAMBEE VALLEY 

BOAMBEE 

BOAMBEE 

EAST 

! 

TOORMINA 

! 

SAWTELL 

Legend 

BONVILLE 

BUNDAGEN 



· 

Localities 




! 

BUCCA 

NANA GLEN 

LOWANNA 

CORAMBA 

Legend 

KARANGI 

UPPER ORARA 

! 



· 

Localities 




EMERALD 

BEACH 

CORAMBA 

MOONEE BEACH 

BUCCA 


KARANGI 

KORORA 

UPPER ORARA 

COFFS HARBOUR 

NORTH BOAMBEE VALLEY 

BOAMBEE 

BOAMBEE 

EAST 

TOORMINA 

BONVILLE 

BUNDAGEN 

SAWTELL 

Legend 

Road Network 

· 

Localities 

Sewer Catchments 

LGA Growth Areas 1:60,000 

Waste Water Areas

RED ROCK 

CORINDI BEACH 

ARRAWARRA 

Legend 

WOOLGOOLGA 

Road Network 

· 

Localities 




SANDY BEACH 

BUCCA 

EMERALD BEACH 

MOONEE BEACH 


Legend 

Road Network 

· 

Localities 




ARRAWARRA 

ARRAWARRA HEADLAND 

MULLAWAY 

SAFETY BEACH 

WOOLGOOLGA 

SANDY BEACH 

Legend 

EMERALD BEACH 

Road Network 

· 

Localities 




Appendix B 

Capital Works Program 

May 2012 



COFFS HARBOUR CITY COUNCIL 

WATER SUPPLY CAPITAL WORKS PROGRAM 

CHCC 2011 SBP 

Project 

Improved 

LOS 

2009/10 2.4% 

2010/2011 3% 

Total 5.4% 1 2 3 4 5 6 7 8 9 

Growth Renewals Project Total 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 

Lakes 

Halls Rd to NBV 100% 47,400 47,400 - - - - - - - - 

Kratz to Halls 100% 113,300 113,300 - - - - - - - - 

225 to 150 in Halls 100% 59,300 59,300 - - - - - - - - 

Moonee Bh Rd North Stage 2 100% 118,000 118,000 - - - - - - - - 

NBV 250 main Lakes Way 100% 158,100 - 158,100 - - - - - - - 

William Sharp Dr from Trunk Main 100% 29,500 29,500 - - - - - - - - 

Nth Sandy on Graham Drive (upsize) 100% 6,300 6,300 - - - - - - - - 

Hearns Lake Rd 2005A to Hwy 100% 199,200 - 199,200 - - - - - - - 

Moonee from Shops to 450 crossing 100% 131,800 131,800 - - - - - - - - 

Sandy Beach North to new development 100% 75,900 75,900 - - - - - - - - 

End 200 Will Sharp Dr to Trunk Main (half expenditure) 100% 71,100 - 71,100 - - - - - - - 

Safety Bch Link to Hwy (upsize) 100% 19,000 - 19,000 - - - - - - - 

Moonee Bh Rd North Stage 3 100% 143,900 - 143,900 - - - - - - - 

NBV 200 main Lakes Way 100% 217,000 - 217,000 - - - - - - - 

William Sharp from 300 100% 66,700 - 66,700 - - - - - - - 

Moonee 5ML Reservoir 100% 2,213,400 1,054,000 1,159,400 - - - - - - - 

William Sharp to North West 100% 104,300 - 104,300 - - - - - - - 

From 375 to 2006B (centre of west coffs) 100% 94,900 - 94,900 - - - - - - - 

Emerald Trunk to Nth Emerald (Hwy Cross) 100% 149,700 149,700 - - - - - - - - 

Hoys Rd to Moonee School 100% 320,200 - - 320,200 - - - - - - 

Willis to Hearns Lake Rd (poss. upsize) 100% 75,900 75,900 - - - - - - - - 

NBV 150 main Lakes Way to 750main 100% 149,900 149,900 - - - - - - - - 

Moonee Bh Rd North Stage 4 100% 133,300 133,300 - - - - - - - - 

Moonee Retic Loop (Winton) upsize 100% 156,200 - 156,200 - - - - - - - 

Shepards Ln West south to west coffs (retic) 100% 206,600 - - 206,600 - - - - - - 

Replace 600 Karangi PS to old fliter plant 100% 2,108,000 2,108,000 - - - - - - - - 

Monnee to Emerald Trunk main MNTL option 2 100% 2,500,600 - 2,500,600 - - - - - - - 

West Woopi 

West Woopi Palmers Rd to Newmans 100% 212,500 - - - 212,500 - - - - - 

west woopi 100% 78,300 - - - 78,300 - - - - - 

North Boambee 

Roberts Hill Trunk main to NB Road 100% 706,200 - - - 706,200 - - - - - 

Trunk Main NB Road from 450 to west 100% 324,600 - - - 324,600 - - - - - 

Roberts Hill Trunk main to 2005D 100% 194,200 - - - 194,200 - - - - - 

Connection of 375 to 2005D 100% 258,500 - - - 258,500 - - - - - 

Connect 450 to existing 150 NB Road 100% 43,600 - - - 43,600 - - - - - 

West Woolgoolga 

8ML Resevoir at Unwins Rd 100% 2,108,000 - - - 2,108,000 - - - - - 

Trunk main Unwins Rd to Crabbe St 100% 463,800 - - - 463,800 - - - - - 

Trunk main Existing 525 to Unwins Resevoir 100% 274,000 - - - 274,000 - - - - - 

60kW PS 100% 527,000 - - - 527,000 - - - - - 

Trunk Main from UR Res to 525 and 225 100% 376,800 - - - 376,800 - - - - - 

Cross Connections Unwins and Scarbourgh 100% 105,400 - - - 105,400 - - - - - 

Fawcett St, South st to Beach st 100% 217,400 - - - 217,400 - - - - - 

Demolish Reservoirs and sell land 100% 105,400 - - - 105,400 - - - - -

Project 

Improved Growth Renewals Project Total 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 

LOS 

Unwins Rd Res towards Haviland 100% 75,100 - - - 75,100 - - - - - 

225 (above) to Crabbe Street 100% 190,700 - - - 190,700 - - - - - 

North Coffs Harbour 

shephards lane reservoir (3ML) 100% 2,318,800 - - - - 210,800 2,108,000 - - - 

trunk mains 100% 527,000 - - - - 527,000 - - - - 

South Coffs Harbour 

trunk mains 100% 527,000 - - - - - - 527,000 - - 

West Coffs Harbour 

Trunk main Shephards Res to 2001A 100% 115,900 - - - 115,900 - - - - - 

From 375 (2009B) south on Spag Rd 100% 118,800 - - - 118,800 - - - - - 

Pearce Drive to Res. (Upsize) 100% 131,800 - - - 131,800 - - - - - 

From 150 on Spag Rd to William Sharp 100% 129,000 - - - 129,000 - - - - - 

Cross Connection at Argle St 100% 21,100 - - - - 21,100 - - - - 

From 200 (2004) west of Moonee 100% 61,700 - - - - - - 61,700 - - 

Duplicate Trunk Main Old Filtration to west tunnel 100% 2,192,300 - - - - - - 2,192,300 - - 

Newmans Rd West North to 2NRA1 100% 142,300 - - - - - - - 142,300 - 

upgrade treatment plant 100% 3,162,000 - - - - - - - - - 

Bonville 

bonville reservoir 6ML 100% 1,581,000 - - - - - - - - 1,581,000 

bonville distribution main 100% 2,276,600 - - - - - - - - 2,276,600 

bonville trunk main 100% 1,844,500 - - - - - - - - 1,844,500 

bonville other trunk mains 100% 263,500 - - - - - - - - 263,500 

Trunk Main to Resevoir 100% 385,500 - - - - - - - - 385,500 

Coramba 

Coramba Upgrade Keevers Cl and Thrower Av 50% 50% 53,100 - - - - - - - - - 

Coramba water main 75% 25% 1,686,400 105,400 790,500 790,500 - - - - - - 

General 

other s64 reticulation works 100% 17,796,800 84,300 58,000 - - - 527,000 - 527,000 - 

Minor capital items 50% 50% 4,584,000 152,800 152,800 152,800 152,800 152,800 152,800 152,800 152,800 152,800 

Renewals 20% 20% 60% 29,512,000 527,000 527,000 527,000 527,000 527,000 1,581,000 1,054,000 1,054,000 1,054,000 

reservoir renewals 20% 20% 60% 6,324,000 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 

mains - hwy upgrade 100% 316,200 316,200 - - - - - - - - 

telemetry 50% 50% 980,800 368,900 21,100 21,100 21,100 21,100 21,100 21,100 21,100 21,100 

fibre optic 50% 50% 52,700 52,700 - - - - - - - - 

network analysis 20% 80% 79,100 79,100 - - - - - - - - 

bulk metering 50% 50% 948,600 158,100 - - - - - 158,100 - - 

service connections 80% 20% 9,483,900 314,100 316,200 316,200 316,200 316,200 316,200 316,200 316,200 316,200 

lime plant 50% 25% 25% 527,000 527,000 - - - - - - - - 

demolish old treatment plant 100% 316,200 316,200 - - - - - - - - 

boambee dosing plant 50% 50% 63,200 63,200 - - - - - - - - 

vehicles and plant 50% 50% 2,055,000 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 

Total 106,508,800 7,596,600 7,035,300 2,613,700 8,053,400 2,055,300 4,985,400 4,762,500 2,492,700 8,174,500 

$'000 

Total Improved LOS $ 17,316 

1047 1004 1004 411 411 622 596 516 516 

Total Growth Works $ 63,892 

5517 5478 1056 7089 1091 3178 3297 1107 6789 

Total Renewals $ 25,301 

1033 553 553 553 553 1186 870 870 870 

$ 106,509

Project 

Lakes 

Halls Rd to NBV 

Kratz to Halls 

225 to 150 in Halls 

Moonee Bh Rd North Stage 2 

NBV 250 main Lakes Way 

William Sharp Dr from Trunk Main 

Nth Sandy on Graham Drive (upsize) 

Hearns Lake Rd 2005A to Hwy 

Moonee from Shops to 450 crossing 

Sandy Beach North to new development 

End 200 Will Sharp Dr to Trunk Main (half expenditure) 

Safety Bch Link to Hwy (upsize) 



William Sharp from 300 

Moonee 5ML Reservoir 

William Sharp to North West 

From 375 to 2006B (centre of west coffs) 

Emerald Trunk to Nth Emerald (Hwy Cross) 

Hoys Rd to Moonee School 

Willis to Hearns Lake Rd (poss. upsize) 

NBV 150 main Lakes Way to 750main 


Moonee Retic Loop (Winton) upsize 

Shepards Ln West south to west coffs (retic) 

Replace 600 Karangi PS to old fliter plant 

Monnee to Emerald Trunk main MNTL option 2 

West Woopi 

West Woopi Palmers Rd to Newmans 

west woopi 

North Boambee 

Roberts Hill Trunk main to NB Road 

Trunk Main NB Road from 450 to west 

Roberts Hill Trunk main to 2005D 

Connection of 375 to 2005D 

Connect 450 to existing 150 NB Road 


8ML Resevoir at Unwins Rd 

Trunk main Unwins Rd to Crabbe St 

Trunk main Existing 525 to Unwins Resevoir 

60kW PS 

Trunk Main from UR Res to 525 and 225 

Cross Connections Unwins and Scarbourgh 

Fawcett St, South st to Beach st 

Demolish Reservoirs and sell land 

10 11 12 13 14 15 16 17 18 19 20 21 

2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

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- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - -

Project 

Unwins Rd Res towards Haviland 

225 (above) to Crabbe Street 


shephards lane reservoir (3ML) 

trunk mains 


trunk mains 


Trunk main Shephards Res to 2001A 

From 375 (2009B) south on Spag Rd 

Pearce Drive to Res. (Upsize) 

From 150 on Spag Rd to William Sharp 

Cross Connection at Argle St 

From 200 (2004) west of Moonee 

Duplicate Trunk Main Old Filtration to west tunnel 

Newmans Rd West North to 2NRA1 

upgrade treatment plant 

Bonville 

bonville reservoir 6ML 

bonville distribution main 

bonville trunk main 

bonville other trunk mains 

Trunk Main to Resevoir 

Coramba 

Coramba Upgrade Keevers Cl and Thrower Av 

Coramba water main 

General 

other s64 reticulation works 

Minor capital items 

Renewals 

reservoir renewals 

mains - hwy upgrade 

telemetry 

fibre optic 

network analysis 

bulk metering 

service connections 

lime plant 

demolish old treatment plant 

boambee dosing plant 

vehicles and plant 

Total 

2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - 3,162,000 - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

53,100 - - - - - - - - - - - 

- - - - - - - - - - - - 

790,500 790,500 790,500 790,500 790,500 790,500 790,500 790,500 790,500 790,500 790,500 790,500 

152,800 152,800 152,800 152,800 152,800 152,800 152,800 152,800 152,800 152,800 152,800 152,800 

1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 

210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 

- - - - - - - - - - - - 

21,100 21,100 21,100 21,100 21,100 21,100 21,100 21,100 21,100 21,100 21,100 21,100 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - 158,100 - - - - - 158,100 - - - 

316,200 316,200 316,200 316,200 316,200 316,200 316,200 316,200 316,200 316,200 316,200 316,200 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

- - - - - - - - - - - - 

68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 

2,667,000 2,613,900 2,772,000 2,613,900 2,613,900 2,613,900 2,613,900 2,613,900 2,772,000 2,613,900 5,775,900 2,613,900 

Total Improved LOS 

Total Growth Works 

Total Renewals 

543 516 596 516 516 516 516 516 596 516 516 516 

1254 1228 1307 1228 1228 1228 1228 1228 1307 1228 4390 1228 

870 870 870 870 870 870 870 870 870 870 870 870

Project 

Lakes 

Halls Rd to NBV 

Kratz to Halls 

225 to 150 in Halls 



William Sharp Dr from Trunk Main 

Nth Sandy on Graham Drive (upsize) 

Hearns Lake Rd 2005A to Hwy 

Moonee from Shops to 450 crossing 

Sandy Beach North to new development 

End 200 Will Sharp Dr to Trunk Main (half expenditure) 

Safety Bch Link to Hwy (upsize) 



William Sharp from 300 

Moonee 5ML Reservoir 

William Sharp to North West 

From 375 to 2006B (centre of west coffs) 

Emerald Trunk to Nth Emerald (Hwy Cross) 

Hoys Rd to Moonee School 

Willis to Hearns Lake Rd (poss. upsize) 

NBV 150 main Lakes Way to 750main 


Moonee Retic Loop (Winton) upsize 

Shepards Ln West south to west coffs (retic) 

Replace 600 Karangi PS to old fliter plant 

Monnee to Emerald Trunk main MNTL option 2 

West Woopi 

West Woopi Palmers Rd to Newmans 

west woopi 

North Boambee 

Roberts Hill Trunk main to NB Road 

Trunk Main NB Road from 450 to west 

Roberts Hill Trunk main to 2005D 

Connection of 375 to 2005D 

Connect 450 to existing 150 NB Road 


8ML Resevoir at Unwins Rd 

Trunk main Unwins Rd to Crabbe St 

Trunk main Existing 525 to Unwins Resevoir 

60kW PS 

Trunk Main from UR Res to 525 and 225 

Cross Connections Unwins and Scarbourgh 

Fawcett St, South st to Beach st 

Demolish Reservoirs and sell land 

22 23 24 25 26 27 28 29 30 

2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 

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- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

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- - - - - - - - - 

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- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

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- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

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- - - - - - - - - 

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- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - -

Project 

Unwins Rd Res towards Haviland 

225 (above) to Crabbe Street 


shephards lane reservoir (3ML) 

trunk mains 


trunk mains 


Trunk main Shephards Res to 2001A 

From 375 (2009B) south on Spag Rd 

Pearce Drive to Res. (Upsize) 

From 150 on Spag Rd to William Sharp 

Cross Connection at Argle St 

From 200 (2004) west of Moonee 

Duplicate Trunk Main Old Filtration to west tunnel 

Newmans Rd West North to 2NRA1 

upgrade treatment plant 

Bonville 

bonville reservoir 6ML 

bonville distribution main 

bonville trunk main 

bonville other trunk mains 

Trunk Main to Resevoir 

Coramba 

Coramba Upgrade Keevers Cl and Thrower Av 

Coramba water main 

General 

other s64 reticulation works 

Minor capital items 

Renewals 

reservoir renewals 

mains - hwy upgrade 

telemetry 

fibre optic 

network analysis 

bulk metering 

service connections 

lime plant 

demolish old treatment plant 

boambee dosing plant 


Total 

2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

790,500 790,500 790,500 790,500 790,500 790,500 790,500 790,500 790,500 

152,800 152,800 152,800 152,800 152,800 152,800 152,800 152,800 152,800 

1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 

210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 

- - - - - - - - - 

21,100 21,100 21,100 21,100 21,100 21,100 21,100 21,100 21,100 

- - - - - - - - - 

- - - - - - - - - 

- - 158,100 - - - - - 158,100 

316,200 316,200 316,200 316,200 316,200 316,200 316,200 316,200 316,200 

- - - - - - - - - 

- - - - - - - - - 

- - - - - - - - - 

68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 

2,613,900 2,613,900 2,772,000 2,613,900 2,613,900 2,613,900 2,613,900 2,613,900 2,772,000 




516 516 596 516 516 516 516 516 596 

1228 1228 1307 1228 1228 1228 1228 1228 1307 

870 870 870 870 870 870 870 870 870

COFFS HARBOUR CITY COUNCIL 

WATER SUPPLY CAPITAL WORKS PROGRAM 

CHCC 2011 SBP 

Project 

Improved 

LOS 

2009/10 2.4% 

2010/2011 3% 

Total 5.4% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 

Growth Renewals Project Total 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 

COFFS HARBOUR 

Duke St. 25% 75% 537,500 - - - 10,500 263,500 - - - - - - - - - - 

75% 25% 173,900 - - - 173,900 - - - - - - - - - - - 

Nana Lane 25% 75% 368,900 - - - - 368,900 - - - - - - - - - - 

75% 25% 147,600 - - - 73,800 - - - - - - - - - - - 

Mildura St. 25% 75% 189,700 - - - 189,700 - - - - - - - - - - - 

75% 25% 147,600 73,800 - - - - - - - - - - - - - - 

Gundagai St 25% 75% 94,900 94,900 - - - - - - - - - - - - - - 

75% 25% 200,300 126,500 - - - - - - - - - - - - - - 

Coffs WRP 25% 75% 168,700 94,900 - - - - 73,800 - - - - - - - - - 

75% 25% 84,300 - - - - - - - - - - - 84,300 - - - 

Vincent St 25% 75% 105,400 - - - 52,700 - - - - - - - - - - - 

Arthur St 25% 75% 94,900 - - - 94,900 - - - - - - - - - - - 

75% 25% 1,054,000 527,000 - - - - - - - - - - - - - - 

Firman Dr 25% 75% 284,500 168,600 115,900 - - - - - - - - - - - - - 

75% 25% 181,300 - - - - - - - - - - - - - - - 

Marjorie St 25% 75% 137,000 - - - - - - - - - - - - - - - 

Midway Hwy. 25% 75% 36,900 - 36,900 - - - - - - - - - - - - - 

75% 25% 274,000 - - - - - - - - - - - - 274,000 - - 

Boultwood St 25% 75% 474,300 - - 474,300 - - - - - - - - - - - - 

75% 25% 200,300 - - - - - - - 73,800 - - - - - - - 

Brodie Dr 25% 75% 126,500 - - - - - - - - - - - - - - - 

75% 25% 500,700 - - - - - - - - - - - - - 500,700 - 

75% 25% 52,700 - - - - - 52,700 - - - - - - - - - 

75% 25% 79,100 - - - - - 79,100 - - - - - - - - - 

75% 25% 321,500 - - - - - - 321,500 - - - - - - - - 

75% 25% 10,500 - - - - - - 10,500 - - - - - - - - 

75% 25% 632,400 - - - - - - - 316,200 - - - - - - - 

Columbus Crt 25% 75% 42,200 42,200 - - - - - - - - - - - - - - 

San Francisco 25% 75% 79,000 31,600 - - - - - - - - - - - - - - 

Joyce St 25% 75% 737,800 737,800 - - - - - - - - - - - - - - 

75% 25% 158,100 89,600 - - - - - - - - - - - - - - 

Reid Dr 25% 75% 310,900 105,400 205,500 - - - - - - - - - - - - - 

75% 25% 210,800 - 105,400 - - - - - - - - - - - - - 

Howard St 25% 75% 137,000 - 137,000 - - - - - - - - - - - - - 

Edgar St 25% 75% 31,600 15,800 - - - - - - - - - - - - - - 

York St 25% 75% 73,800 52,700 - - - - - - - - - - - - - - 

75% 25% 147,600 - - - - 73,800 - - - - - - - - - - 

Ocean Pde 25% 75% 105,400 - - - - 105,400 - - - - - - - - - - 

Wongala Est. 25% 75% 42,200 - - - - 42,200 - - - - - - - - - - 

Lawson Cres 25% 75% 52,700 52,700 - - - - - - - - - - - - - - 

Catholic Club 25% 75% 137,000 - - - - 73,800 - - - - - - - - - - 

75% 25% 558,600 347,800 - - - - - - - - - - - - - - 

75% 25% 527,000 - - - - - - - - - 263,500 - - - - - 

Thompsons Rd 25% 75% 195,000 195,000 - - - - - - - - - - - - - - 

James Ide Pl 25% 75% 421,600 - - - - - - - - - - - 421,600 - - - 

75% 25% 105,400 52,700 - - - - - - - - - - - - - - 

Brodie Dr 25% 75% 84,300 84,300 - - - - - - - - - - - - - - 

75% 25% 105,400 - - - - - - 42,200 - - - - - - - - 

Howard St Cnr 25% 75% 63,200 - - - - - - 63,200 - - - - - - - - 

Fraser Dr 25% 75% 26,400 - - - - - 26,400 - - - - - - - - - 

75% 25% 126,400 - 63,200 - - - - - - - - - - - - - 

Willis St 25% 75% 105,400 - 105,400 - - - - - - - - - - - - - 

Coffs Surf Club 25% 75% 84,400 42,200 - - - - - - - - - - - - - - 

Old Airport 25% 75% 195,000 - 158,100 - - - - - - - - - - - - - 

New Airport 25% 75% 36,900 - - - - - - - - - - - - - - 36,900 

Aussie-tel 25% 75% 47,400 15,800 - - - - - - - - - - - - - - 

75% 25% 52,700 21,100 - - - - - - - - - - - - - - 

Cook Dr 25% 75% 52,700 52,700 - - - - - - - - - - - - - - 

York St Oval 25% 75% 210,800 - - - - - - - - - - - - - - 210,800

Project 

Improved Growth Renewals Project Total 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 

LOS 

Murray Dr 25% 75% 179,200 131,800 - - - - - - - - - - - - - - 

75% 25% 94,900 - - 42,200 - - - - - - - - - - - - 

Boral Gas 25% 75% 58,000 - - 58,000 - - - - - - - - - - - - 

Robyn St 25% 75% 137,000 - - - 105,400 - - - - - - - - - - - 

Isles Estate 25% 75% 58,000 - - - - 21,100 - - - - - - - - - - 

Pacific Bay 25% 75% 42,200 - - - - - - - - - - - - - - 42,200 

75% 25% 442,700 - - - - - 210,800 - - - - - - - - - 

Links Ave 25% 75% 811,600 790,500 - - - - 21,100 - - - - - - - - - 

75% 25% 463,800 - 231,900 - - - - - - - - - - - - - 

Sandy Bch Rd 25% 75% 63,200 - 63,200 - - - - - - - - - - - - - 

75% 25% 105,400 - - - - 52,700 - - - - - - - - - - 

James Smal Dr 25% 75% 84,300 - - - - 84,300 - - - - - - - - - - 

Norman Hill 25% 75% 31,600 - - - - - - - - - - - - - - - 

75% 25% 63,200 - - 31,600 - - - - - - - - - - - - 

Opal Cove 25% 75% 31,600 - - 31,600 - - - - - - - - - - - - 

75% 25% 126,500 73,800 - - - - - - - - - - - - - - 

Pelican Beach 25% 75% 26,400 26,400 - - - - - - - - - - - - - - 

75% 25% 210,800 105,400 - - - - - - - - - - - - - - 

Emerald Quary 25% 75% 73,800 73,800 - - - - - - - - - - - - - - 

75% 25% 68,600 - - 26,400 - - - - - - - - - - - - 

Sapphire Cres 25% 75% 21,100 - - 21,100 - - - - - - - - - - - - 

Sapphire Gardn 25% 75% 68,600 - - 26,400 - - - - - - - - - - - - 

75% 25% 126,400 - - - 63,200 - - - - - - - - - - - 

Merinda Ave 25% 75% 73,800 - - - 73,800 - - - - - - - - - - - 

75% 25% 105,400 - - 52,700 - - - - - - - - - - - - 

Lakeside Dr 25% 75% 73,800 - - 73,800 - - - - - - - - - - - - 

75% 25% 105,400 52,700 - - - - - - - - - - - - - - 

James Small Dr 25% 75% 63,200 63,200 - - - - - - - - - - - - - - 

75% 25% 42,200 - - - - - - - - - - - - - 42,200 - 

75% 25% 527,000 - - - - - - - - - 263,500 - - - - - 

James Small Dr 25% 75% 421,600 - - - - - - - - - 210,800 - - - - - 

Kingfisher Park 25% 75% 58,000 - 21,100 - - - - - - - - - - - - - 

40 25% 75% 95,000 - - - - - - - - - 26,400 - - - - - 

Opal Cove Villa 25% 75% 58,000 - 21,100 - - - - - - - - - - - - - 

North Boambee 25% 75% 126,500 - - - - 52,700 - - - - - - - - - - 

South Coffs Harbour 100% 2,635,000 - - - - 2,635,000 - - - - - - - - - - 

Plant and equipment 50% 50% 13,700 13,700 - - - - - - - - - - - - - - 

Coffs EIS 100% 15,800 15,800 - - - - - - - - - - - - - - 

SAWTELL 

23rd Ave 25% 75% 463,800 231,900 - - - - - - - - - - - - - - 

75% 25% 231,900 231,900 - - - - - - - - - - - - - - 

4th Ave 25% 75% 84,300 - - - 31,600 - - - - - - - - - - - 

75% 25% 52,700 - - - 52,700 - - - - - - - - - - - 

Bowling Club 25% 75% 42,200 - - - - - - - - - - 42,200 - - - - 

18th Ave 25% 75% 126,500 - - - - - - - 36,900 - - - - - - - 

75% 25% 105,400 - - - - - - - 52,700 - - - - - - - 

Walco 25% 75% 105,400 52,700 - - - - - - - - - - - - - - 

Tindarra Dr 25% 75% 105,400 - - 52,700 - - - - - - - - - - - - 

Hulberts Rd 25% 75% 316,200 210,800 - - - - - - - - - - - - - - 

25% 75% 579,700 105,400 - - - - - - - - - - 474,300 - - - 

Minorie Dr 25% 75% 126,400 63,200 - - - - - - - - - - - - - - 

Bonville Waters 25% 75% 247,700 179,200 - - - - - - - - - - - - - - 

75% 25% 400,500 84,300 - - - - - - - - - 316,200 - - - - 

Barcoo Crt 25% 75% 36,900 - - - - - - - - - - - 36,900 - - - 

Boambee Resv 25% 75% 21,100 - - - - 21,100 - - - - - - - - - - 

75% 25% 42,200 - - - - 42,200 - - - - - - - - - - 

Hamilton Dr 25% 75% 42,200 - - - - 42,200 - - - - - - - - - - 

Hi-Tech Dr 25% 75% 52,700 - - - - - - - - - - - 52,700 - - - 

Koala Pl 25% 75% 210,800 - - - - 210,800 - - - - - - - - - - 

75% 25% 231,900 - - - - 231,900 - - - - - - - - - - 

Sea Breeze Pl 25% 75% 52,700 - - - 52,700 - - - - - - - - - - - 

75% 25% 73,800 - - - 73,800 - - - - - - - - - - - 

Lyons Rd 25% 75% 906,400 843,200 - - - - - - - - - - - - - - 

75% 25% 84,300 84,300 - - - - - - - - - - - - - - 

Big 1 25% 75% 158,100 - - - - - - - - - - - - - - - 

Big 2 25% 75% 105,400 - - - - - - - - - - - - - - - 

Sawtell Rd Sth 25% 75% 189,700 - - - - 189,700 - - - - - - - - - - 

Sawtell Rd Sth west 25% 75% 368,900 - - - - - - - - - - - - - - 368,900 

EMERALD 

Beacon Cr 50% 50% 105,400 - - - - - - - - - - - - - - -

Project 

Improved Growth Renewals Project Total 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 

LOS 

Fiddamen Rd 50% 50% 105,400 - - - - - - - - - - - - - - - 

Fishermans Dr 50% 50% 105,400 - - - - - - - - - - - - - - - 

MOONEE 

Moonee Bch Rd 50% 50% 105,400 - - - - - - - - - - - - - - - 

Moonee Bch Rd 50% 50% 105,400 - - - - - - - - - - - - - - - 

Rushton Ave 50% 50% 105,400 - - - - - - - - - - - - - - - 

Moonee Escapades 100% 527,000 421,600 - - - - - - - - - - - - - - 

Crawfords 1 100% 790,500 737,800 - - - - - - - - - - - - - - 

Crawfords 2 100% 790,500 - - 737,800 - - - - - - - - - - - - 

Crawfords 3 100% 790,500 - - - - 737,800 - - - - - - - - - - 

Hills 1 100% 1,633,700 1,581,000 - - - - - - - - - - - - - - 

Hills 2 100% 790,500 - - 737,800 - - - - - - - - - - - - 

Hills 3 100% 895,900 - - - - 843,200 - - - - - - - - - - 

Moonee stp upgrade 100% 3,162,000 - - - - - - - - - 3,162,000 - - - - - 

WOOLGOOLGA 

Ganderton 40% 60% 421,600 - 210,800 - - - - - - - - - - - - - 

Beach St 40% 60% 105,400 - 52,700 - - - - - - - - - - - - - 

Young St/ Safety 40% 60% 52,700 - - - - 52,700 - - - - - - - - - - 

Haines Cl/Sunset 40% 60% 42,200 - - - - - - - - - - - - - - - 

Nightingale St 40% 60% 84,400 42,200 - - - - - - - - - - - - - - 

Panorama/Safety 40% 60% 63,200 - - - - - - - - - - - - - - - 

Killawarra/Safety 40% 60% 68,600 - 26,400 - - - - - - - - - - - - - 

Ti-Tree/Sandy 40% 60% 316,200 - - 158,100 - - - - - - - - - - - - 

Redbox/Sandy 40% 60% 68,600 - - 26,400 - - - - - - - - - - - - 

Sandy Bch/Sandy 40% 60% 68,600 - - 26,400 - - - - - - - - - - - - 

Graham Dr/Sandy 40% 60% 79,000 - - 31,600 - - - - - - - - - - - - 

Mahogany/Sandy 40% 60% 79,000 - - 31,600 - - - - - - - - - - - - 

Ryan Cr 40% 60% 36,900 - - - - - - - - - - - - - - - 

Pac.Hwy 40% 60% 210,800 158,100 - - - - - - - - - - - - - - 

Newmans Hwy 40% 60% 105,400 - - - - - - - - 52,700 - - - - - - 

Pandanus/Sunset 40% 60% 52,700 - - - - - - - - - - - - - - - 

Melaleuca/Sunset 40% 60% 63,200 - - - - - - - - - - - - - - - 

Mullaway Cara park 40% 60% 63,200 - - - - - - - - - - - - - - 63,200 

Darkum Rd 40% 60% 31,600 - - - - - - - - - - - - - - 31,600 

Mullaway Beach 40% 60% 52,700 - - - - - - - - - - - - - - 52,700 

Ocean View Dr 40% 60% 31,600 - - - - - - - - - - - - - - 31,600 

Headland Rd 40% 60% 31,600 - - - - - - - - - - - - - - 31,600 

Awarrawa Rd 40% 60% 52,700 - - - - - - - - - - - - - - 52,700 

1st Avenue 40% 60% 94,900 - - - - - - - - - - - - - - 42,200 

Darlington Park 40% 60% 31,600 - - - - - - - - - - - - - - 31,600 

Hearns Lake 100% 1,581,000 1,581,000 - - - - - - - - - - - - - - 

CORINDI 

Pacific St 50% 50% 295,100 210,800 - - - - - - - - - - - - - - 

Coral St 50% 50% 31,600 - - - - - - - - - - - - - - 31,600 

Macdougal St divert RM to woopi 11/12 50% 50% 253,000 231,900 - - - - - - - - - - - - - - 

Showground 50% 50% 42,200 21,100 - - - - - - - - - - - - - - 

GENERAL 

pump overhaul general 25% 75% 6,324,000 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 

minor sewer extensions 75% 25% 1,266,000 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 

sewer rehabilitation 25% 75% 31,620,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 

section 64 works general 100% 28,985,000 527,000 527,000 527,000 527,000 527,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 

telemetry 75% 25% 832,200 105,400 - - - - - - 31,600 31,600 31,600 31,600 31,600 31,600 31,600 31,600 

vehicles and plant 10% 90% 2,055,000 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 

RECLAIMED WATER PIPELINES 

stage 2 moonee to woolgoolga 20% 80% 8,959,000 - 4,743,000 - - - 4,216,000 - - - - - - - - - 

re-use lines 20% 80% 695,600 - 379,400 316,200 - - - - - - - - - - - - 

TREATMENT WORKS 

woolgoolga upgrade 100% 210,800 210,800 - - - - - - - - - - - - - - 

sawtell pump stn 40% 30% 30% 29,195,800 7,905,000 21,080,000 210,800 - - - - - - - - - - - - 

minor treatment works 50% 25% 25% 1,581,000 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 

151,561,300 21,621,000 29,712,200 5,122,700 3,003,900 8,100,200 7,162,100 2,919,600 2,993,400 2,566,500 6,440,000 2,872,200 3,583,600 2,787,800 3,056,700 3,541,400 

$'000 

Total Improved LOS $ 15,973 3,299 9,514 206 58 58 901 58 82 82 82 82 82 82 82 82 

Total Growth Works $ 81,984 10,666 11,928 3,074 1,355 5,780 5,061 1,697 1,750 1,430 5,025 1,656 1,718 1,614 1,816 1,724 

Total Renewals $ 53,604 7,656 8,270 1,843 1,591 2,262 1,200 1,164 1,162 1,055 1,333 1,134 1,784 1,092 1,159 1,736 

$ 151,561

Project 

COFFS HARBOUR 

Duke St. 

Nana Lane 

Mildura St. 

Gundagai St 

Coffs WRP 

Vincent St 

Arthur St 

Firman Dr 

Marjorie St 

Midway Hwy. 

Boultwood St 

Brodie Dr 

Columbus Crt 

San Francisco 

Joyce St 

Reid Dr 

Howard St 

Edgar St 

York St 

Ocean Pde 

Wongala Est. 

Lawson Cres 

Catholic Club 

Thompsons Rd 

James Ide Pl 

Brodie Dr 

Howard St Cnr 

Fraser Dr 

Willis St 

Coffs Surf Club 

Old Airport 

New Airport 

Aussie-tel 

Cook Dr 

York St Oval 

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 

2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 

- - - - - - - - 263,500 - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - 73,800 - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - 73,800 - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - 73,800 - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - 52,700 - - - - - - 

- - - - - - - - - - - - - - - 

- - - - 527,000 - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - 86,400 - - - 94,900 - - - - - - - 

- - - 137,000 - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - 52,700 73,800 - - 

- - - - - - 126,500 - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - 316,200 - - 

- - - - - - - - - - - - - - - 

- - - - - 47,400 - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - 68,500 - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - 105,400 - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - 15,800 - - - - - - - - - - 

- - - - 21,100 - - - - - - - - - - 

- - - - - - - - - 73,800 - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - 63,200 - - - - - 

- - - - 210,800 - - - - - - - - - - 

- - - - - - - - - - - - - - 263,500 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - 52,700 - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - 63,200 - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - 63,200 - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - 42,200 - - - - - - - - 

- - - - - - 36,900 - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - 31,600 - - - - - - - - - 

- - - - 31,600 - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - -

Project 

Murray Dr 

Boral Gas 

Robyn St 

Isles Estate 

Pacific Bay 

Links Ave 

Sandy Bch Rd 

James Smal Dr 

Norman Hill 

Opal Cove 

Pelican Beach 

Emerald Quary 

Sapphire Cres 

Sapphire Gardn 

Merinda Ave 

Lakeside Dr 

James Small Dr 

James Small Dr 

Kingfisher Park 

40 

Opal Cove Villa 

North Boambee 


Plant and equipment 

Coffs EIS 

SAWTELL 

23rd Ave 

4th Ave 

Bowling Club 

18th Ave 

Walco 

Tindarra Dr 

Hulberts Rd 

Minorie Dr 

Bonville Waters 

Barcoo Crt 

Boambee Resv 

Hamilton Dr 

Hi-Tech Dr 

Koala Pl 

Sea Breeze Pl 

Lyons Rd 

Big 1 

Big 2 

Sawtell Rd Sth 

Sawtell Rd Sth west 

EMERALD 

Beacon Cr 

2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 

- - - - 47,400 - - - - - - - - - - 

- - - - - - 52,700 - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - 31,600 - - - - - - 

- - - - - - - - - 36,900 - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - 231,900 - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - 231,900 - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - 52,700 - - - - - 

- - - - - - - - - - - - - - - 

- 31,600 - - - - - - - - - - - - - 

- - - - - - - 31,600 - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - 52,700 - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - 105,400 - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - 42,200 - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - 42,200 - - - - - - - 

- - - - - - - - 63,200 - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - 52,700 - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - 52,700 - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - 263,500 

- - - - - - - - - - - - - - 210,800 

- - - - - - 36,900 - - - - - - - - 

- - - - - - - - 42,200 - - - - - 26,400 

- - - - - - 36,900 - - - - - - - - 

- - - - 73,800 - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - 231,900 - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - 52,700 - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - 52,700 36,900 - - 

- - - - - - - - - - - - 52,700 - - 

- - - - - 52,700 - - - - - - - - - 

- - - - - - - 52,700 - - - - - - - 

- - - - - 105,400 - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - 63,200 - - - - - - - - - - 

- - - - 68,500 - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - 63,200 - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - 158,100 - - - - - - - - - - 

- - - - 105,400 - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - 105,400 - - - - - - - - - - -

Project 

2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 

Fiddamen Rd 

Fishermans Dr 

MOONEE 

Moonee Bch Rd 

Moonee Bch Rd 

Rushton Ave 

Moonee Escapades 

Crawfords 1 



Hills 1 

Hills 2 

Hills 3 

Moonee stp upgrade 

WOOLGOOLGA 

Ganderton 

Beach St 

Young St/ Safety 

Haines Cl/Sunset 

Nightingale St 

Panorama/Safety 

Killawarra/Safety 

Ti-Tree/Sandy 

Redbox/Sandy 

Sandy Bch/Sandy 

Graham Dr/Sandy 

Mahogany/Sandy 

Ryan Cr 

Pac.Hwy 

Newmans Hwy 

Pandanus/Sunset 

Melaleuca/Sunset 

Mullaway Cara park 

Darkum Rd 

Mullaway Beach 

Ocean View Dr 

Headland Rd 

Awarrawa Rd 

1st Avenue 

Darlington Park 

Hearns Lake 

CORINDI 

Pacific St 

Coral St 

Macdougal St divert RM to woopi 11/12 

Showground 

GENERAL 

pump overhaul general 

minor sewer extensions 

sewer rehabilitation 

section 64 works general 

telemetry 


RECLAIMED WATER PIPELINES 

stage 2 moonee to woolgoolga 

re-use lines 

TREATMENT WORKS 

woolgoolga upgrade 

sawtell pump stn 

minor treatment works 

- - - 105,400 - - - - - - - - - - - 

- - - 105,400 - - - - - - - - - - - 

- - - 105,400 - - - - - - - - - - - 

- - - 105,400 - - - - - - - - - - - 

- - - 105,400 - - - - - - - - - - - 

- - - 105,400 - - - - - - - - - - - 

52,700 - - - - - - - - - - - - - - 

- - 52,700 - - - - - - - - - - - - 

- - - - 52,700 - - - - - - - - - - 

- 52,700 - - - - - - - - - - - - - 

- - - 52,700 - - - - - - - - - - - 

- - - - - 52,700 - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - 210,800 - - - - - - - - 

- - - - - - 52,700 - - - - - - - - 

- - - - - - - - - - - - - - - 

42,200 - - - - - - - - - - - - - - 

- - 42,200 - - - - - - - - - - - - 

- 63,200 - - - - - - - - - - - - - 

- - - - - - 42,200 - - - - - - - - 

- - - - - - - 158,100 - - - - - - - 

- - - - - - - 42,200 - - - - - - - 

- - - - - - - 42,200 - - - - - - - 

- - - - - - - 47,400 - - - - - - - 

- - - - - - - 47,400 - - - - - - - 

- - - - - - - 36,900 - - - - - - - 

- - - - 52,700 - - - - - - - - - - 

- - - - - - - - - - - - - 52,700 - 

52,700 - - - - - - - - - - - - - - 

63,200 - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- 52,700 - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - 84,300 - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - 21,100 - - - - - - - - - - - 

- - - 21,100 - - - - - - - - - - - 

210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 210,800 

42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 42,200 

1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 

1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 1,054,000 

31,600 31,600 31,600 31,600 31,600 31,600 31,600 31,600 31,600 31,600 31,600 31,600 31,600 31,600 31,600 

68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 68,500 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

- - - - - - - - - - - - - - - 

52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 52,700 

2,724,600 2,714,000 2,608,700 3,854,500 4,210,600 3,109,300 3,372,900 3,383,500 3,093,500 2,740,400 2,745,700 2,682,400 2,993,400 2,566,500 3,278,000 




82 82 82 82 82 82 82 82 82 82 82 82 82 82 82 

1,525 1,516 1,478 2,101 2,347 1,750 1,806 1,883 1,622 1,529 1,583 1,509 1,750 1,430 1,863 

1,118 1,117 1,049 1,672 1,782 1,278 1,485 1,419 1,390 1,130 1,081 1,092 1,162 1,055 1,333

Appendix C 

Organizational Charts 

May 2012 




July 2011 

COUNCILLORS 

GENERAL 

MANAGER 

Land Use, Health 

& Development 

City 

Services 

Corporate 

Business 

Reporting to 

General Manager 

Strategy & 

Sustainability 

Health 

Environmental 

Laboratory 

Engineering 

Special Projects 

Economic 

Development 

Asset 

Systems 

Finance 

Human Resources 

& Organisational 

Development 

Governance 

& Legal 

Corporate 

Planning 

Land Use 

Planning 


Assessment 

Coffs City Works 

Recreational 

Services 

Coffs Harbour Water 

Distribution 

Engineering Services 

Subdivision & 

Contracts 

Cultural & Community 

Development 

Coffs Harbour 

Library 

Integrated 

Management Systems 

Corporate 

Information 

Media 

Internal Audit 


Management 

Asset 

Maintenance 

Water 

Treatment 

Strategic 

Infrastructure 

Community 

Development 

Coffs Coast Tourism 

& Marketing 

Asset 

Construction 

Cultural Facilities 

Telecommunications 

& New Technology 

Business Units 

Property & 

Commercial 

Airport 

Caravan & 

State Parks 

Sports 

Unit 

Page 1

Appendix D 

Financial Plans 

May 2012 




Financial Plans for 



A.B.N. 79 120 716 887 

Level 5, 350 Kent Street 

Sydney, NSW, 2000 

Telephone: 02 9249 5100 

Facsimilie: 02 9279 2700 

Email: hsc@hydroscience.net.au 



Issue Author Reviewer Name Signature Date 

2 ARA GAZ Gidi Azar 06 March 2012 

© HydroScience Consulting 2012 

This document shall remain the property of HydroScience Consulting. 

Unauthorised use of this document in any form is prohibited. 

March 2012 


CHCC Financial Plan Page 1

Contents 

1 Introduction .......................................................................................................... 3 

2 Summary and Recommendations .............................................................. 3 

3 Summary of Data Input ................................................................................... 4 

3.1 Historical Financial Data ....................................................................................................... 4 

3.2 Base Data ................................................................................................................................ 4 

3.3 Assessments and Growth Projections ................................................................................. 4 

3.4 Typical Residential Bill for Water Supply ............................................................................. 5 

3.5 Typical Residential Bill for Sewerage ................................................................................... 5 

3.6 Typical Developer Charges ................................................................................................. 6 

3.7 Operation, Maintenance and Administration Cost ......................................................... 7 

3.8 Non-Residential Income ....................................................................................................... 7 

3.9 Capital Works Program ......................................................................................................... 8 

4 Model Outputs ..................................................................................................... 9 

5 Water Supply ...................................................................................................... 10 

5.1 Financial Data ...................................................................................................................... 10 

5.2 Capital Works and Growth ................................................................................................. 10 

5.3 Water Supply Results ............................................................................................................ 10 

5.4 Water Supply Sensitivity Analysis ........................................................................................ 11 

6 Sewerage Scheme ............................................................................................ 15 

6.1 Financial Data ...................................................................................................................... 15 

6.2 Capital Works and Growth ................................................................................................. 15 

6.3 Sewerage Results ................................................................................................................. 15 

6.4 Sewerage Sensitivity Analysis ............................................................................................. 16 

March 2012 



1 Introduction 

These financial plans are part of Coffs Harbour City Council (CHCC) strategic business 

plans for water supply and sewerage. 

Two 30-year financial plans have been prepared, one for the water supply fund and 

one for the sewerage fund. The NSW Financial Planning Model (FINMOD) has been 

used for preparing the plans. All the data inputs for the financial plans were provided 

by CHCC. 

The plans set out the long term price path (annual charges) CHCC will need to levy on 

its customers in order to fund recurrent cost and capital investment required for 

delivering the levels of service set out in the strategic business plan. The price path is 

shown as typical residential bill (TRB). 

2 Summary and Recommendations 

 

 

 

Water supply: To meet future capital investments and to ensure positive 

reserves Council will need to gradually increase the TRB in the next 5 years to 

$550 (CPI adjusted) and then maintain it for the rest of the financial planning 

horizon (adjusted annually for CPI). The capital works and financial plan should 

be reviewed annually. 

Sewerage: To meet future capital investments and to ensure positive reserves 

Council will need to gradually increase the TRB in the next 10 years to $890 (CPI 

adjusted) and then maintain it for the rest of the financial planning horizon 

(adjusted annually for CPI). The capital works and financial plan should be 

reviewed annually. 

Council should consider the sensitivity analysis to develop a level of 

confidence in the results. 

March 2012 



3 Summary of Data Input 

3.1 Historical Financial Data 

The historical data is used to document the starting position of the funds (balance 

sheet). FINMOD also uses the data from the operating statement as a default for 

projecting future operation, maintenance and administration (OMA) costs. 

Historical data was obtained from CHCC Special Schedules 3 & 4 for Water Supply and 

Special Schedules 5 & 6 for Sewerage for the 10/11 financial year. The Special 

Schedules are the accounting statements (balance sheet and income statement) for 

the water supply and sewerage businesses. 

3.2 Base Data 

Some of the base data parameters used in the modelling is shown in Table 1. With the 

exception of inflation, the values are recommended by the NSW Office of Water. 

Inflation rate is the value estimated and used by the CHCC financial department. 

Table 1: Base Data 

Parameter 

Inflation 1 

Borrowing Interest rate 

Deposit Interest rate 

Term of new loan 

Average life of new system assets 

Value 

3% pa 

6.5% pa 

5.5% pa 

20 years 

70 years 

Note1: CHCC Financial Executive Manager advised that for the purposes of this financial analyses 

the inflation rate is 3%. 

3.3 Assessments and Growth Projections 

The figures used as assessment data are given in Table 2. 

Table 2: Number of Assessments 

Item Water Supply Sewerage 

Existing assessments (June 2011) 1 

Residential 24,180 23,123 

Non-residential 1,656 1,535 

Growth Projections per year (30 years) 2 

Residential 1% 

Non-residential 0.5% 

Data sources: 1.Special Schedules 

2. Data provided by CHCC staff 

March 2012 



3.4 Typical Residential Bill for Water Supply 

The typical residential bill (TRB) on the 2009/2010 TBL report was $535. 

Council has recently reviewed its water supply budgets and had estimated the water 

supply TRB for the next 6 financial years (See Table 3). 

Table 3: Water Supply Budget 

Residential 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 

Water Access 

Charge 

$3,431,938 $3,555,900 $3,735,539 $3,892,218 $4,079,720 $4,243,703 

Water Usage 

Charge 

$8,858,451 $9,429,885 $9,899,125 $10,454,141 $11,027,721 $11,651,545 

Total Income $12,290,390 $12,985,785 $13,634,664 $14,346,359 $15,107,441 $15,895,248 

Number of 

Assessments 24,422 24,666 24,913 25,162 25,414 25,668 

TRB inflated 

(3% inflation) 

$503 $526 $547 $570 $594 $619 

TRB in 2011$ $503 $511 $516 $522 $528 $534 

Note: Number of assessments is from CHCC’s 2009/10 Special Schedules and growth rate of 1%. 

CHCC’s estimated TRB in 2011$ (bottom line values from Table 3) was used in the first 6 

years of FINMOD’s TRB calculations. 

3.5 Typical Residential Bill for Sewerage 

The 2009/2010 TBL report displays the TRB of $698. Council’s sewerage 2011/12 access 

charge is $720. 

Council has recently reviewed its sewerage budgets and had estimated the sewerage 

TRB for the next 6 financial years (See Table 4). The estimated TRBs are based on 

Council’s expected expenditure and income for each year in the next 6 years. 

March 2012 



Table 4: Sewerage Budget 

Residential 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 


Access Charge 

$17,803,584 $18,918,368 $19,971,165 $21,098,864 $22,018,853 $22,960,177 

Number of 

Assessments 

23,354 23,588 23,824 24,062 24,303 24,546 

TRB inflated 

(3% inflation) 

$762 $802 $838 $877 $906 $935 

TRB in 2011$ $762 $779 $790 $802 $805 $807 

Note: Number of assessments is from CHCC’s 2009/10 Special Schedules and growth rate of 1%. 

The estimated 2011/12 TRB ($762) is higher than Council’s 2011/12 access charge 

($720). Council advised that the number of residential assessments in the Special 

Schedules dot not reflect the exact number of residential bills issued by Council. i.e. 

multi-dwelling development could have several bills (access charge). Therefore the 

estimated income from 2011/12 access charge ($17,803,584 - see Table 4) is higher 

than the income from actual access charge of $720 ($720 * 23,354 assessments = 

$16,814.880). 

The CHCC’s estimated TRB in 2011$ (bottom line values from Table 4) was used in the 

first 6 years of FINMOD’s TRB calculations. 

3.6 Typical Developer Charges 

Developer charges, together with the annual charges, are Council’s two sustainable 

sources of income. In order to project the annual charges, the income from developer 

charges needs to be estimated. 

The developer charges used for the purpose of the FINMOD calculations were the 

adopted charges from CHCC Development Servicing Plans for Water Supply and 

Sewerage, 2010. 

For assessing the water supply developer charges for new development it was assumed 

that each new residential assessment will be 1 ET (Equivalent Tenement) and on 

average, each non-residential assessment will be 2 ET. For assessing the sewerage 

developer charges for the new development it was assumed that each new residential 

and non-residential assessment will be 1 ET. The developer charges used in FINMOD is 

shown in Table 5. 

March 2012 



Table 5: Developer Charges (2011 $) 

Developer Charges Water Supply Sewerage 

Residential $8,690 $8,309 

Non-residential $17,380 $8,309 

3.7 Operation, Maintenance and Administration Cost 

As a default, FINMOD increases the operations, maintenance and administration 

(OMA) costs in line with growth. These costs are adjusted annually for inflation. That is, 

the level of OMA costs per assessment remains constant in 2011 dollars. These default 

values can be overridden by estimates based on future changes to the operation or to 

cost variables (e.g. energy, labour). 

CHCC has estimated the cost increases related to maintenance, construction works, 

increased staff, jobs review and regrades. Based on this research Council advised that 

a cost escalation rate of 5.5% p.a. across all OMA expenditures should be used. 

Therefore the FINMOD default OMA values (based on 3% inflation rate) were 

overridden using additional 2.5% increase on OMA costs. Population growth rate of 1% 

is also taken into account. 

The impact of the OMA costs increase on the OMA cost per assessment is provided in 

Table 6. The predicted high OMA cost per assessment at the end of the financial 

planning horizon has a major impact on the typical residential bills. 

Table 6: OMA Cost per Assessment 

2011/12 2040/41 

(2011$) 

2040/41 

(CPI inflated) 

Water Supply $275 $564 $1370 

Sewerage $480 $983 $2390 

3.8 Non-Residential Income 

One of the inputs to FINMOD is the proportion of income that will be provided from 

non-residential customers. This input variable has a significant impact on the outcomes, 

as typical residential bills are affected by the contribution of non-residential customers 

to the total annual income. 

The income splits calculated from the special schedules are shown in Table 7. 

March 2012 



Table 7: Revenue Split (June 2011) 

Customer Group Water Supply Sewerage 

Residential customers 77% 80% 

Non-residential customers 23% 20% 

For the financial modelling it was assumed that these ratios will continue for the next 

30 years. 

3.9 Capital Works Program 

Water supply and sewerage businesses are capital-intensive. The future capital works 

are the major factor impacting on the cost, and the charges required to fund the cost. 

The capital works program is divided into three categories: 

 

 

 

Improved levels of service (also referred to as subsidised scheme or backlog): 

Works required for improving services to existing development, such as 

providing reticulated sewerage to un-serviced villages, or improvements to the 

drinking water quality. 

Growth: works required to service growth. 

Renewals: replacement of assets that have reached their economic life. 

The 30 year capital works programs are included as appendices to the strategic 

business plan. The summary is shown in Table 8. 

Table 8: 30 Year Capital Works Program 

Group 


(2011 $’000) 


(2011 $’000) 

Improved Levels of Service $17,316 $15,973 

Growth $63,892 $81,984 

Renewals $25,301 $53,604 

Total $106,509 $151,561 

March 2012 



4 Model Outputs 

The main output parameter of the financial plan is the typical residential bill (TRB) over 

the next 30 years. The TRB is the annual bill paid by a typical customer that is a 

customer who is not a pensioner and is using the average water demand. 

The purpose of the modelling is to identify the lowest TRB that will enable Council to 

fund the operation, maintenance and development of the scheme. The TRB is used as 

a measure of affordability, and it sets the price path Council needs to set in order to 

meet the levels of service. Further discussion about the first 6 financial years estimated 

TRBs is provided in sections 3.4 and 3.5. 

FINMOD provides full financial statements for each scheme, and for each case. The 

financial statements for the base case are included in this document. 

It is important to note that the financial outcomes (e.g. TRB, cash and investment) are 

shown in 2011 dollars. The figures shown here will be CPI-adjusted to reflect inflation. 

The financial modelling provides typical residential bill. Council needs to develop a 

tariff structure that will provide this income. 

March 2012 



5 Water Supply 

5.1 Financial Data 

The water supply fund had cash and investments totalling $41.8M and borrowings of 

$102.7M as of June 2011. According to Council’s loan repayment schedule, the existing 

loans will be repaid over 18 years with interest. 

5.2 Capital Works and Growth 

The capital works and growth projection are shown graphically in Figure 1. 

Figure 1: Water Supply Capital Works and Growth 

5.3 Water Supply Results 

The results are summarised in Figure 2. The main output parameters shown in the figure 

are (all in 2011/12 dollars). 

 

 

 

Typical residential bill: The financial modelling indicates that the estimated 

2011/12 TRB of $503 should be increased gradually for the next 5 years up to 

$550 (CPI adjusted). If the capital works program is not altered Council would 

be able to maintain the same TRB for the rest of the financial planning horizon 

(adjusted annually for CPI). CHCC is required to update the financial plan 

annually. 

Cash and investment: The modelling shows a significant reduction in the cash 

reserves in the first 10 years due to loans repayment and high capital 

investments; then it starts accumulating thereafter. 

Borrowings: Loans are required when the cash reserves are insufficient to fund 

the capital works. CHCC does not require new loans. 

March 2012 



The modelling indicates that all the loans will be paid off within the 30 year planning 

period. 

Base Case 1 

600 

100000 

90000 

500 

80000 

400 

300 

70000 

60000 

50000 

40000 

200 

30000 

100 

0 

20000 

10000 

0 


Figure 2: Water Supply Base Case Results 

5.4 Water Supply Sensitivity Analysis 

A sensitivity analysis was carried out in order to assess the sensitivity of the results to the 

input parameters. 5 additional cases were modelled, as described below: 

 

Higher energy costs: The energy costs of operating the schemes is assumed to 

double in 5 years 

Slow growth: The growth projections were modified from the figures in Table 2, 

to a growth rate of 0.5% p.a. for residential and 0.25% p.a. for non-residential 

over the 30 year planning period 

 

 

 

High interest rates: The values given in Table 1 for borrowing interest rate and 

deposit interest rate were increased to 10% and 9% respectively. This does not 

affect existing loans. 

High developer charges: The developer charges were changed from the 

values given in Table 5 to $10,000 per ET. This means a developer charge of 

$10,000 per new residential assessment and $20,000 for each new nonresidential 

assessment 

Low developer charges: The developer charges were changed from the 

values given in Table 5 to $6,000 per ET. This means a developer charge of 

$6,000 per new residential assessment and $12,000 for each new nonresidential 

assessment 

March 2012 



The results of the sensitivity analysis are shown in Table 9. 

Table 9: Water Supply Sensitivity Analysis 

Case 

Long Term 

TRB (2011/12 $) 

Cash and 

Investment in 30 

years (2011/12 $) 

Discussion 

1. Base Case 

$511, gradually increase, 

then $550 

$48.2M 

2. Higher 

Energy Cost 


then $555 

$43M 

Higher energy costs result in small 

change in TRB and less cash 

than in the base case. 

3. Slow 

Growth 


then $640 

$47M 

Slow growth reduces the income 

and less customers paying 

annual charges from developer 

charges resulting in higher bills 

and similar cash than in the base 

case. 

4. High 

Interest 


then $530 

$45.3M 

Considering no new loans are 

required, the cash reserves will 

generate more interest income, 

resulting in reduction to the TRB. 

5. High 

Developer 

Charge 


then $535 

$46.8M 

Higher developer charges 

increases the income from 

developer resulting in lower TRB. 

6. Low 

Developer 

Charge 

$511 gradually increase 

then $575 

$49.1M 

Lower developer charges 

reduce the income from 

developer resulting in higher bills. 

The sensitivity analysis aims to maintain similar amount of cash at the end of the 

financial planning. The TRB needs to be adjusted accordingly to ensure positive cash 

reserves throughout the 30 year planning horizon. 

This analysis indicates that CHCC water supply financial plan is sensitive to growth and 

lower developer charges, mildly sensitive to higher interest rate and higher developer 

charge and only marginally sensitive to higher energy cost. 

The following figures show a comparison of the cases. In all cases the TRB at the end of 

the period is almost the same. 

March 2012 



Typical Residential Bills (2011/12$) 

700 

700 

600 

600 

500 

500 

400 

400 

300 

300 

200 

200 

100 

100 

0 

0 

1 Base Case 1 

2 Case 2 - Higher Energy Cost 

3 Case 3 - Low Growth 

4 Case 4 - Higher Inflation 

5 Case 5 - Higher Developer Charges 

6 Case 6 - Lower Developer Charges 

Figure 3: TRB Water Supply Sensitivity Analysis 

Cash and Investments 

50000 

45000 

40000 

35000 

30000 

25000 

20000 

15000 

10000 

5000 

0 

50000 

45000 

40000 

35000 

30000 

25000 

20000 

15000 

10000 

5000 

0 

1 Base Case 1 






Figure 4: Cash and Investment Water Supply Sensitivity Analysis 

March 2012 



Borrowing Outstanding 

100000 

90000 

80000 

70000 

60000 

50000 

40000 

30000 

20000 

10000 

0 

100000 

90000 

80000 

70000 

60000 

50000 

40000 

30000 

20000 

10000 

0 

1 Base Case 1 






Figure 5: Borrowing Water Supply Sensitivity Analysis 

March 2012 



6 Sewerage Scheme 

6.1 Financial Data 

The sewerage scheme had cash and investments totalling $73.2M and borrowings of 

$124.4M as of June 2011. According to Council’s loan repayment schedule, the existing 

loans will be repaid over 17 years with interest. 

6.2 Capital Works and Growth 

The capital works and growth forecasts are shown in Figure 6. 

Figure 6: Sewerage Capital Works and Growth 

6.3 Sewerage Results 

The results are summarised in Figure 7. The main output parameters shown in the figure 

are (all in 2011/12 dollars). 

 

 

 

Typical residential bill: The financial modelling indicates that the estimated 

2011/12 TRB of $762 should be increased gradually for the next 10 years up to 

$890 (adjusted annually for CPI). CHCC is required to update the financial plan 

annually. 

Cash and investment: The modelling indicates reduction in cash reserves in the 

first 10 years. After that, cash starts accumulating when the existing loans are 

almost paid off and the capital investment is low. The cash starts dropping 

again on the last 3 years of the planning horizon due to predicted high OMA 

costs. Council will review these figures in the next financial plans to ensure the 

TRB are sufficient to recover Council’s expenses. 

Borrowings: Additional borrowing will be required from 2015 until 2021 to meet 

the capital works program and ensure sufficient reserves in those years. 

March 2012 



The modelling indicates that all the loans will be paid off within the 30 year planning 

period. 

Base Case 1 

900 

120000 

800 

700 

600 

500 

100000 

80000 

60000 

400 

300 

200 

100 

40000 

20000 

0 

0 

-20000 


Figure 7: Sewerage Base Case Results 

6.4 Sewerage Sensitivity Analysis 

A sensitivity analysis was carried out in order to assess the sensitivity of the results to the 

input parameters. Five additional cases were modelled, as described below: 

 

Higher energy costs: The energy costs of operating the schemes is assumed to 

double in 5 years 

Slow growth: The growth projections were modified from the figures in Table 2, 

to a growth rate of 0.5% p.a. for residential and 0.25% p.a. for non-residential 

over the 30 year planning period 

 

 

 

High interest rates: The values given in Table 1 for borrowing interest rate and 

deposit interest rate were increased to 10% and 9% respectively. This does not 

affect existing loans. 

High developer charges: The developer charges were changed from the 

values given in Table 5 to $10,000 per ET. 

Low developer charges: The developer charges were changed from the 

values given in Table 5 to $6,000 per ET. 

The results of the sensitivity analysis are shown in Table 10. 

March 2012 



Table 10: Sewerage Sensitivity Analysis 

Case 

Long Term 

TRB (2011/12 $) 

Cash and 

Investment in 30 

years (2011/12 $) 

Discussion 

1. Base Case 


then $890 

$27.4M 

2. Higher 

Energy Cost 


then $960 

$25.3M 

Higher energy costs result in 

higher. 

3. Slow 

Growth 

$762, gradually increase 

then $960 and increase to 

$1100 in the last 6 years of 

the planning horizon 

$24.6M 

Slow growth reduces the income 

from annual charges and from 

developer charges requiring 

increase in the TRB. 

4. High 

Interest 


then $880 

$24.5M 

Small reduction in TRB. 

5. High 

Developer 

Charge 


then $865 

$24M 

Higher developer charges 

increases the income from 

developer resulting in reduction 

of the TRB 

6. Low 

Developer 

Charge 


then $900 

$25.4M 

Lower developer charges 

reduces the income from 

developers therefore requiring 

increase in the TRB 

The sensitivity analysis was undertaken keeping similar amount of cash at the end of the 

financial plan. 

This analysis indicates that CHCC sewerage financial plan is very sensitive to high 

energy cost, growth and higher developer charges and marginally sensitive to other 

input parameters. This notwithstanding, a major change to any of the input parameters 

will have an impact on the required TRB. 

The following figures show a comparison of the cases. 

March 2012 



Typical Residential Bills (2011/12$) 

1200 

1200 

1000 

1000 

800 

800 

600 

600 

400 

400 

200 

200 

0 

0 

1 Base Case 1 

2 Case 2 - Higher Energy Costs 





Figure 8: TRB Sewerage Sensitivity Analysis 

Cash and Investments 

60000 

60000 

50000 

50000 

40000 

40000 

30000 

30000 

20000 

20000 

10000 

10000 

0 

0 

1 Base Case 1 






Figure 9: Cash and Investment Sewerage Sensitivity Analysis 

March 2012 



Borrowing Outstanding 

120000 

120000 

100000 

100000 

80000 

80000 

60000 

60000 

40000 

40000 

20000 

20000 

0 

0 

-20000 

-20000 

1 Base Case 1 






Figure 10: Borrowing Sewerage Sensitivity Analysis 

March 2012 



Appendix E 

Integrated Water Cycle Management Plan 

May 2012 



COFFS HARBOUR WATER 

ADDENDUM TO THE COFFS HARBOUR WATER 

INTEGRATED WATER CYCLE 

MANAGEMENT CONCEPT STUDY 

FEBRUARY 2010 


2 Castle Street 

Coffs Harbour NSW 2450 

Telephone: (02) 6648 4000 

Fax: (02) 6648 4199 



Revision Author Reviewer Name Signature Date 

0 P Sparke S Thorn S Thorn 

G Powter G Powter

1. INTRODUCTION 

Summary of the Integrated Water Cycle Management Process 

The Coffs Harbour Water Integrated Water Cycle Management Concept Study and this 

Addendum to the Coffs Harbour Water Integrated Water Cycle Management Concept 

Study finalises documentation in regard to the Integrated Water Cycle Management 

Process promoted by The Department of Water and Energy. These documents together 

constitute Council’s IWCM Evaluation Study. The IWCM Evaluation Study culminates 

from a two part process. 

The first part of the process involved the completion of a Integrated Water Cycle 

Management Concept Study, which in accordance with Department of Water and Energy 

(DWE) Guidelines, identifies and prioritises issues that need to be managed by Coffs 

Harbour City Council into the future. The Concept Study report for Coffs Harbour City 

Council was finalised in August 2006. 

The second part of the process provides an Addendum to the Concept Study that 

addresses those issues and priorities identified from the concept study. The Department 

of Water and Energy provides a number of alternatives in which the strategy 

documentation can be formulated, depending on the findings of The Concept Study report. 

As Coffs Harbour City Council has well developed existing strategies in place, that firmly 

plan its future actions, and with major infrastructure construction and upgrade programs 

being delivered supporting these strategies, the concept study found only a narrow range 

of actions required to complete the IWCM Strategy process. 

These findings correlate to CHW taking a “Business as Usual” approach and formulating 

its IWCM Evaluation Study Strategy document via the issuing of this addendum to The 

Concept Study Report. 

This addendum focuses on issues identified from The Concept Study, and examines these 

in detail, providing further information on how these issues are being addressed. In most 

cases, the issues identified have been found to be addressed via existing strategies or 

Management Plans. 

The Coffs Harbour Water Cycle Management Concept Study 

The Integrated Water Cycle Management Concept study was completed for Coffs Harbour 

City Council by engineering consultants, John Wilson and Partners Pty Ltd (JWP), and a 

copy of this report, entitled ‘Coffs Harbour Water, Integrated Water Cycle Management 

Concept Study, August 2006’ is attached for reference. 

The concept study appears to place Coffs Harbour Water in a good situation in regard to 

Integrated Water Cycle Management and the executive summary of the study identifies 

CHW as a local water utility that ‘continually plans for the on-going provision of services 

and implements industry best-practice management practices’. 

The concept study refers to major initiatives (infrastructure works and advanced planning) 

to support future growth in Coffs Harbour and its surrounding region. These initiatives 

have involved extensive consultation phases and include: 

Addendum to the Coffs Harbour Water Integrated Water Cycle Management Concept Study 

Coffs Harbour City Council Page 1

- The implementation of the Regional Water Supply Scheme, including the construction of 

Shannon Creek Dam and associated major pipeline works to improve bulk raw water 

supply security. Construction of the Shannon Ck Dam was completed in late 2008. 

- The construction of a new water treatment facility to treat and improve water quality for 

the majority of potable water provided by CHW. The water treatment facility at Karangi 

was opened in early 2009. 

- Construction, augmentation and major upgrade works to Council’s sewerage treatment 

plants. This includes the construction of new facilities at Coffs Harbour to upgrade its 

design capacity from a 42,000 equivalent population to a 72,000 equivalent population, 

while providing considerably improved reclaimed water and biosolid quality. The facility 

was opened in mid 2009. 

- The expansion of Council’s reclaimed water network. Trunk mains are installed that run 

from the Woolgoolga Sewerage Treatment Plant to the Coffs Harbour Sewerage 

Treatment Plant. Reclaimed water reuse is a key component of the IWCM strategy. 

In regard to urban stormwater management, the concept study identifies that there are 

Urban Stormwater Management Plans in place and that a water sensitive design policy 

was adopted by Coffs Harbour City Council on the 25 June 2009. 

Although many aspects of the report were favourable to CHCC, the study identified some 

issues requiring further consideration and possible action by CHCC. These issues were 

consolidated and presented as 10 tasks within the IWCM Concept Study. They are 

detailed in pages 59 to 62 of the concept study report. Responses to these tasks are 

provided within this addendum report. 

To assist in prioritising the 10 tasks, the IWCM Concept Study Project Reference Group 

drew from a range of issues that had been raised for consideration during the Concept 

Study Process. The issues for consideration are summarised within Tables 25 and 26 of 

the Concept Study Report (pages 46 to 50). 

Within this Addendum to the IWCM Concept Study, reference tables are provided that 

respond to the issues within tables 25 and 26 that are within the scope of the IWCM 

process. 

A Conclusions section finalises The IWCM Concept Study Addendum. A brief outline of 

the strategies in place for key IWCM components is provided. It then identifies remaining 

tasks proposed for completion prior to the next IWCM review cycle. 

Addendum to the Coffs Harbour Water Integrated Water Cycle Management Concept Study 

Coffs Harbour City Council Page 2

Appendix F 

State of the Environment Report 

May 2012 



Coffs Harbour 

State of the Environment 

Supplementary Report 2010 

Welcome to Coffs Harbour’s State of the Environment Report covering the period from 1 July 

2009 to 30 June 2010. This is a supplementary State of the Environment (SoE) Report which 

should be read in conjunction with the 2009 Comprehensive SoE Report and the previous 

Supplementary Reports as well as the 2009/2012 Management Plan. This SoE is an important 

reference for key decision-making by Council and the community. 

SoE reporting is part of a continuous improvement framework for the community and Council. It is 

designed to report on our ability as a community to look after our environment and our future. 

Apart from the first section (1.0), the report does not solel y reflect upo n the perfo rmance of 

Council, rather it reports on our performance as individuals and as a community. 

The state of the environment is ultimately the responsibility of every citizen and is impacted upon 

by every choice that we as individuals and collectively as a community make, every day- from the 

consumer and food products that we purchase through to the size of our cars and houses and 

the kinds of lifestyles that we lead. 

2009/10 Context 

In February 2010 the Who Cares about the Envi ronment in 200 9 report was released by the 

Department of Environment Climate Change and Water. This shows us how people in NSW feel 

about the environment and how they are responding to environmental issues, now and over time. 

The results indicated that the environment remains a top priority for people with the environment 

ranking in the top five issues for government attention. Water related issues and climate change 

are the two top environmental concerns for the community. Who Cares about the Environment in 

2009 provides us with information about community views. This helps us in democratically 

elected government to design programs that are responsive to community needs. 

Trends 

Apparent trends in relation to data collected over time are summarised in the “Trends at a 

Glance” tables found in the report. A √ or X denotes that the indicator trend is improving/ not 

improving when considering the average of the last three years of data. A indicates that 

information is unavailable or a trend is not yet clear. Overall theme trends have been based upon 

an average of all of the indicators used for that theme. Overall theme trends are described in 

terms of the following categories: 

Condition 

improving 

Condition 

steady 

Condition 

declining 

Condition 

uncertain 

pressure declining pressure steady pressure increasing information unavailable 

Action 

Actions have been taken from the 2009 Comprehensive State of Environment Report. A √ 

indicates that the action is underway. An X indicates this action has not yet been addressed. 

How is our overall environmental performance 

In comparison to the previous reporting years (illustrated below), the majority of indicators 

suggest that the status quo remains unchanged, with the exception of three of the reporting 

areas- Sustainability and Council, Heritage and Human Settlements. 

2

Appendix G 

Demand Management Plan 

May 2012 




Demand 



This demand management plan provides Coffs Harbour Water (CHW) with an 

action plan to continue to improve water use efficiency within the CHW 

service area including the towns of: 

• Coffs Harbour urban area • Moonee/ Sapphire 

• Woolgoolga/Safety 

Beach/Mullaway/Arrawarra 

• Sawtell/ Toormina/ Boambee 

East 

• Sandy Beach/ Emerald Beach • Corindi 

• Bonville • Korora 

• Boambee West 

• Coramba 

• Nana Glen 

The current annual demands for water are: 

• 200 kL/tenement/year across the Coffs Harbour water supply system; 

• 193 kL/tenement/year in Cormaba; and 

• 146 kL/tenement/year in Nana Glen. 

These figures are below the state median of 215 kL/year. 

The low water demands already being experienced within CHW’s service area 

are a result of the utility’s active implementation of water efficiency 

programs. A variety of water efficiency programs have been in place in the 

service area since 1989. These programs have acted to maintain an almost 

uniform level of total consumption in the service area despite the fact that 

the population of the service area has increased by 57% over this time. 

Population and population growth are key demand drivers. Population in the 

service areas is expected to continue to increase at a rate of 1.2% per 

annum over the next 30 years. 

Due to the very efficient water use already occurring within CHW’s service 

area, the potential for further water savings per tenant is lower. However, 

maintenance of the achievements already made is an important aspect of 

this demand plan. Similarly, ensuring new development is also efficient is a 

focus of this plan. 

The potential benefits of a demand management program are not only to 

improve the efficiency of water resource use, but also to delay capital works 

costs for new infrastructure and to reduce the operational costs of providing 

town water services. This in turn leads to lower water supply rates for the 

consumer, a more secure water supply into the future and leaves more 

water for environmental uses. Balancing investment in demand management 

initiatives with supply-side investment, such as the provision of more dam 

storage capacity, is a best practice management approach for a water utility. 

Appendix G_Coffs Harbour Demand Management Plan REV 1 August 2006


Demand 


This plan is based on an analysis of historical demand and a series of 

forecasts developed using the Department of Energy, Utilities and 

Sustainability (DEUS) Decision Support System (DSS). The DSS is a water 

demand modelling tool which allows for the assessment (on a cost-benefit 

basis) of the impact of different demand management actions in reducing 

demand over a period of 30 years. 

Cost-benefit analysis of a number of demand management measures 

demonstrated that the most effective methods to reduce water demand in 

the CHW service area were: 

• Further implementation of best practice pricing; and the 

• Promotion of the BASIX framework, including alternate water sources 

such as rainwater tanks and water efficient appliances such as low flow 

showerheads. 

Both permanent restrictions and unaccounted for water programs are 

expected to reduce water demand but a lot less effectively in terms of the 

cost-benefit ratio. 

Forecast modelling of the impact of these actions on water demands showed 

that they may be effective in achieving an 11% reduction in total system 

average day water demand over the next 30 years. 

Based on the outcomes of the modelling, this plan contains an investment 

program for CHW to implement in order to realise the expected water 

savings. 

This plan was determined based on the available CHW water demand data. 

Generally, the existing data utilised was adequate. However, the 

classification of residential assessments as single dwellings or multiresidential 

assessments needs to be updated and recorded within the 

customer billing database to ensure that future analysis of demand 

information can be achieved quickly and simply. 

Appendix G_Coffs Harbour Demand Management Plan REV 1 August 2006

Appendix H 

Drought Management Plan 

May 2012 




The recent construction of the Regional Water Supply Scheme (RWSS) has effectively 

ensured Coffs Harbour City Council's water security for many years to come. Thus, the 

impact of any future drought on Coffs Harbour's water supply is expected to be minimal. 

However, this plan has been developed to address any supply problems that may arise 

and to ensure Coffs Harbour is prepared for extreme drought. 

The underlying approach of this plan is to address drought in accordance with the NSW 

Office of Water’s Best-Practice Management Guidelines and the Water Directorate 

Guidelines. 

This plan is presented to satisfy NSW Office of Water Best-Practice Management 

Guidelines’ requirement and aims to regulate water supply in the events of reduced 

supply in Coffs Harbour City. It includes actions and responses to drought situations that 

may affect the Council’s water supplies. 

This Drought Management Plan provides a series of scenarios and actions required by 

CHW to respond to drought situations. These responses are in the form of water 

restrictions and options for additional actions addressing both demand and supply. 

CHW operates three water supply systems. The biggest system, Coffs Harbour Water 

Supply, supplies water to coastal consumers from Sawtell in the South to Corindi Beach in 

the North. The system draws water from Orara River, Nymboida River and Shannon 

Creek Dam. Two other small systems supply water for Coramba and Nana Glen villages. 

When surface water supply is reduced in Coffs Harbour LGA due to such issues as 

drought, storage in Karangi Dam and Shannon Creek Dam become the triggers for 

water supply restriction levels. 

Demand side drought measures are particularly critical to Coffs Harbour City when 

available surface water is reduced. Supply side drought measures examined potential 

options that would provide drought security for the towns. These include: 

Accessing “dead” storage. 

Access water in Woolgoolga Dam 

Developing new bores 

Water carting. 

Council also needs to ensure there are appropriate documented drought 

communication systems in place. These are needed to implement and to monitor the 

effectiveness of the drought system implementation. This will ensure the community is 

informed in a timely manner and comply with restriction requirements. 

Drought Management is subject to weather variability and consumer reaction to 

restrictions. This Plan provides a guide to management of drought and will need to be 

varied if circumstances require. 

March 2012 

Appendix H_Drought Management Plan_ 

ExecSummary.doc 


Page 2

Water Restrictions Policy 

Policy Statement 

During periods when the water supply system has difficulty in coping with weather conditions and 

consumption rates, it is necessary to restrict water usage. This policy provides the conditions and 

restrictions to be imposed. 

Related Legislation, Circulars or Guidelines (as amended) 

• Local Government Act 1993 

• Local Government (General) Regulation 2005 

• Coffs Harbour Water - Drought Management Plan 2006 

• Coffs Harbour Water - Demand Management Plan 2006 

Does this Document Replace an Existing Policy, Procedure or Plan 

Yes, this document replaces Council's: 

• Water Restrictions Policy 5/12/2002 and 15/12/2005 

Related Council Policy or Procedure 

• None 

Application and Distribution 

It is mandatory for all Council officials to comply with this Policy. 

This Policy and Guidelines is available on Council’s website under Council Policies. 

Approved by: 

Executive Team…………………………………….... 

[Meeting date] 

Signature: 

__________________________________ 

General Manager 

Council ……………………………………………….. 

[Meeting date & Resolution No.] 

24/09/2009 Resolution C52 

Effective: 24/09/2009 

Review Date: 

Water Restrictions Policy Sept 2009 1

Distribution : 

Record Number: 

Responsible Council Department/Officer: Coffs Harbour Water 

Version History Table: 

Key Responsibilities 

Position Directorate Responsibility 

Mayor Council To lead Councillors in their understanding of, and compliance with, this Policy 

and Guidelines. 

General 

Manager 

Executive 

Manager 

Operations 

Directors 

Director of 

Corporate 

Services 

Executive 

Manager HR 

& 

Organisational 

Development 

Executive and 

Managers 

Information 

Technology 

Manager 

All Council 

officials 

Executive 

All 

Directorates 

Corporate 


Corporate 


All 

Directorates 

Corporate 


Council 

To lead staff (either directly or through delegated authority) in their 

understanding of, and compliance with, this Policy and Guidelines. 

To approve resources to develop, implement and review this Policy and 

Guidelines. 

To advise the General Manager with regard to current situation of the water 

supply storages and the impact of current droughts or drought forecasts. 

To communicate, implement and comply with this Policy and related 

Guidelines. 

To ensure (directly or through delegation) the distribution and communication 

of the Policy and Guidelines to specified persons. 

To ensure (directly or through delegation) the approved Policy and Guidelines 

are available in hard copy and electronically on Council’s website. 

Facilitate the provision of regular training to all Council officials on their role 

and responsibilities in relation to this Policy, Guidelines and related 

procedures. 

To implement this Policy, Guidelines and related procedures. 

To lead staff in their understanding of, and compliance with, this Policy and 

Guidelines 

To assist with the development of systems to support public access to this 

Policy, Guidelines and related information. 

To comply with this Policy, Guidelines and related procedures. 


Water Restrictions 

Policy Guidelines 

1. Introduction 

The General Manager be delegated the authority to impose restrictions in accordance with 

the levels below. 

The restriction level option imposed may be altered at the discretion of the General Manager, 

after consultation with Council, dependent on dam capacity, consumption rates, Orara and 

Nymboida River flows, weather conditions, long range forecast and the season. 

RESTRICTION CONDITION TARGET 

LEVEL 

LEVEL 1 Sprinklers and fixed hoses may be used outside the 

CONSUMPTION 

REDUCTION 

Awareness 

hours of 8 am – 4 pm 

17/6/04 - Council introduced PERMANENT Level One 

Water Restrictions for the Coffs Harbour Local Government Area 

LEVEL 2 Sprinklers and fixed hoses are banned. 5% 

Micro-sprays for 15 minutes and hand held hoses for 2 

hours every second day, outside the hours of 8 am and 4 

pm, on odd or even days matching house numbering 

system 

LEVEL 3 Sprinklers and fixed hoses banned. 10% 

Micro-sprays for 15 minutes and hand held hoses for 1 hour 

every second day, outside the hours of 8 am and 4 pm, on 

odd or even days matching house numbering system 

LEVEL 4 Sprinklers and fixed hoses banned. 15% 

Micro-sprays for 15 minutes and hand held hoses for ½ 

hour every second day, outside the hours of 8 am and 4 

pm, on odd or even days matching house numbering 

system 

LEVEL 5 Use of Sprinklers, micro-sprays, fixed and hand held hoses 20% 

banned. Gardens can be watered by buckets only. 

LEVEL 6 All external use of water banned. Gardens can be watered 25% 

with grey water only. 

LEVEL 7 Emergency Water Supply Management - as directed by Council 

95 litres/ 

person/day 


2. Definitions 

N/A 

3. Objectives 

The objective of Council’s Water Restrictions Policy and Guidelines is to- 

• Implement water restrictions when conditions call for it 

4. Policy Statement 

Council's Water Restrictions Policy and Guidelines is underpinned by the following principles- 

4.1 Access 

• Public access to information about Water Restrictions Policy will be through Council's 

website. 

• Reasonable access assistance will be available to persons with special needs 

4.2 Responsiveness and Accountability 

• Where drought conditions occur and dependent on dam capacity, consumption rates, 

Orara and Nymboida River flows, weather conditions, long range forecast and the 

season, the General Manager has the authority to impose restrictions in accordance 

with the levels outlined in this policy. 

4.3 Privacy and Confidentiality 

• The principles of Council's Privacy Management Plan will be applied. 

4.4 Integrity, Dignity and Respect 

• Council treats all persons with courtesy and respect. 

• Council will not tolerate rude or aggressive behaviour towards Council officials. In 

such circumstances, Council officials are entitled to terminate phone calls or meetings 

as appropriate. Wherever possible, Council officials will provide the person with initial 

warning that their conduct is inappropriate and that the meeting or conversation will be 

terminated. 

• Council officials will demonstrate fair and consistent decision-making. 


Appendix I 

Community Engagement Strategy 

May 2012 




Community Engagement Strategy

Introduction 

The community of Coffs Harbour has a vital role to play not only in planning for the future of the city 

but also in partnering with government and non-government agencies to identify and implement 

initiatives that contribute to the sustainability of our economy, lifestyle and environment. 

Community engagement and participation is essential for the development and implementation of 

the Coffs Harbour 2030 Community Strategic Plan. 

This Draft Community Engagement Strategy for the development and review of the Coffs Harbour 

2030 Community Strategic Plan promotes opportunities for public participation for the ongoing review 

and implementation of the Coffs Harbour 2030 Community Strategic Plan, while documenting the 

community engagement activities that have contributed to the identification of the Coffs Harbour 

2030 Community Vision and the Community Strategic Plan. 

In summary this Strategy provides: 

• Objectives for the Community Engagement Strategy 

• Reference to International Association for Public Participation (IAP2)best practice and legislative 

requirements; 

• NSW Government definition of social justice principles; 

• Coffs Harbour City’s Council’s adopted principles for the Community Strategic Plan; 

• Identification of key stakeholders; 

• Roles and responsibilities in regards to engagement; 

• A record of the community engagement techniques employed to develop the Coffs Harbour 

2030 Community Vision; 

• A record of the community engagement techniques to develop the draft Coffs Harbour 2030 

Community Strategic Plan and to finalise the plan for adoption by Council; 

• An outline of the activities proposed for the implementation of the Community Strategic Plan; 

• The proposed timeframe for the review of the Community Engagement Strategy. 

Coffs Harbour City Council has received funding from the NSW Environmental Trust as part of 

an alliance of six NSW Councils to look at mechanisms for improved integration of community 

engagement and education within Council. 

As part of this wider project Council has received funding to investigate and develop mechanisms 

for ongoing stakeholder engagement in implementation of the 2030 Plan and the development of 

a monitoring and review framework. 

This project will develop a model to ensure that all stakeholders are actively involved in the ongoing 

implementation and review of the 2030 Plan. 

Stakeholders will include community groups, government agencies, business and industry and nongovernment 

service providers and will specifically seek to include the key target groups identified 

in the 2030 project, being youth and indigneous people. 

Initially a Community Advisory Group will be established to inform the development of the model. An 

internal working group will be set up to review existing Council community engagement structures 

and to work on development of the model. 

Community Engagement Strategy for the Development & Review of Coffs Harbour Community Strategic Plan 

5

Appendix J 

Health, Safety, Environment and Quality Policy 

May 2012 



Appendix K 

TBL Performance Reports and Action Plans 

May 2012 



Coffs Harbour City Council TBL Water Supply Performance 2009-10 

WATER SUPPLY SYSTEM - Coffs Harbour City Council serves a population of 66,000 (24,050 connected properties). Water is drawn from Orara River to supply Coffs Harbour, Sawtell and Woolgoolga. 

Council has 2 dams with a total storage capacity of 5870 ML. Coffs Harbour also receives a bulk supply from Clarence Valley's 30,000ML Shannon Creek Dam. The Coffs Harbour City Council system 

comprises 2 lime/CO2 dosing works (43 ML/d), 18 service reservoirs (83 ML) 7 pumping stations, 43.2 ML/d delivery capacity into the distribution system, 168 km of transfer and trunk mains and 459 km of 

reticulation. The water supply is unfiltered (chlorinated). 

PERFORMANCE - Coffs Harbour City Council achieved 100% compliance with Best Practice requirements. The typical residential bill was $535 which was above the statewide median of $430 (Indicator 

14). The economic real rate of return was 6.3% which was greater than the statewide median (Indicator 43). The operating cost (OMA) per property was $300 which was less than the statewide median of 

$350 (Indicator 49). Water quality complaints were similar to the statewide median of 4 (Indicator 25). Compliance with microbiological water quality was 100% with 3 of 3 zones compliant (Indicator 20), 

physical compliance was 100% (Indicator 19) and chemical compliance was 100% with 3 of 3 zones compliant (Indicator 19b). Current replacement cost of system assets was $407M ($15,900 per 

assessment), cash and investments were $44.6M, debt was $108.7M and revenue was $32.3M (excluding capital works grants). 

COMPLIANCE WITH BEST- PRACTICE MANAGEMENT GUIDELINES REQUIREMENTS 

(1) Complete Current Strategic Business Plan & Financial Plan YES (3) Sound water conservation implemented 

(2) (2a) Pricing - Full Cost Recovery, without significant cross subsidies Yes (4) Sound drought management implemented 

(2b) & (2c) Pricing - Complying Residential Charges Yes (5) Complete performance reporting (by 15 September) 

(2c) Pricing - Complying non-Residential Charges Yes (6) Integrated water cycle management strategy 

(2d) Pricing - DSP with Commercial Developer Charges Yes COMPLIANCE WITH ALL REQUIREMENTS 

YES 

YES 

YES 

YES 

100% 

TRIPLE BOTTOM LINE (TBL) PERFORMANCE INDICATORS LWU RANKING 

STATEWIDE 

RESULT >10,000 All LWUs MEDIAN 

NWI No. 

properties 

UTILITY 

SOCIAL 

ENVIRONMENTAL 

ECONOMIC 

CHARGES & BILLS - 

SERVICE LEVELS HEALTH 

2009-10 

CHARACTERISTICS 

NATURAL RESO URCE 

MANAG EMENT 

FINANCE 

C1 1 Population served: 66000 Note 1 Note 2 Note 3 

C4 2 Number of connected properties: 24050 Number of assessments: 25580 Col 1 Col 2 Col 3 Col 4 

C2 3 Residential connected properties (% of total) 94 % 91 

4 New residences connected to water supply (%) 1.8 % 1 1 1.0 

A3 5 Properties served per kilometre of water main Prop/km 39 32 

6 Rainfall (% of average annual rainfall) 146 % 1 1 104 

W11 7 Total urban water supplied at master meters (ML) 6,620 ML 6,800 

8 Peak week to average consumption (%) 121 % 1 1 145 

9 Renewals expenditure (% of current replacement cost of system assets) 0.1 % 5 5 0.3 

10 Employees per 1000 properties per 1,000 prop 1.5 4 3 1.4 

P1 Residential tariff structure: inclining block; independent of land value 

12 Residential water usage charge (c/kL) for usage 10,000 properties connected properties (Col 2) is on a % of LWUs basis - relevant for comparing performance with similar sized LWUs - see 

attachment. 

2. The ranking compared with all LWUs (Col 3) is on a % of LWUs basis - relevant for comparing performance with all other LWUs - see attachment. 

3. The Statewide Median (Col 4) is on a % of connected properties basis. It best reveals statewide performance by giving due weight to larger LWUs & reducing the effect of smaller LWUssee 

attachment. 

4. Annual review of key projections and actions in LWU's Strategic Business Plan (SBP) are required, together with annual updating of LWU's financial plan. The SBP should be updated after 

4 years. 

5. Non-residential Tariff: Access Charge based on Meter Size: 40mm $508, Two Part Tariff; For all usage = 219c/kL. 

Water supplied to non-residential customers was 26% of potable water supplied excluding non-revenue water. 

Non-residential customers provided 23% of the revenue from annual charges and usage charges. 

6. The operating cost (OMA)/property was $300. Components were: management ($134), operation ($71), maintenance ($72), energy ($7) & chemical ($18). 

EFFICIENCY

Coffs Harbour City Council TBL Water Supply Performance (page 2) 2009-10 

(Results shown for 10 years together with 2009-10 Statewide Median and Top 20%) 

RESIDENTIAL USE/REVENUE FROM USAGE 

200 

33. Average annual residential water supplied (W12) 

250 

12. Water usage charge (P1.3) 

90 

41. Residential Revenue from Usage (F4) 

(kL/Property) 

180 

160 

140 

120 

100 

80 

60 

40 

20 

(Residential Water Usage Charge c/kL) 

200 

150 

100 

50 

(%) 

80 

70 

60 

50 

40 

30 

20 

10 

0 

00/01 02/03 04/05 06/07 08/09 

0 

01/02 03/04 05/06 07/08 09/10 

0 

00/01 02/03 04/05 06/07 08/09 

COST RECOVERY 

1600 

40. Revenue per property (F5) 

7.0 

43. Economic real rate of return (F17) 

600 

14. Typical residential bill (P3) 

1400 

6.0 

500 

($/property) 

1200 

1000 

800 

600 

400 

200 

(%) 

5.0 

4.0 

3.0 

2.0 

1.0 

($/Assessment) 

400 

300 

200 

100 

0 

00/01 02/03 04/05 06/07 08/09 

0.0 

00/01 02/03 04/05 06/07 08/09 

0 

01/02 03/04 05/06 07/08 09/10 

WATER QUALITY/CUSTOMER SERVICE 

100 

20. Microbiological water quality compliance 

12 

25. Water quality complaints (C9) 

45 

26. Water service complaints (C10) 

(%) 

80 

60 

40 

20 

(Number per 1,000 properties) 

10 

8 

6 

4 

2 

(Number per 1,000 properties) 

40 

35 

30 

25 

20 

15 

10 

5 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

RELIABILITY 

14 

30. Main breaks (A8) 

45 

27. Average frequency of unplanned interruption (C17) 

600 

28. Average duration of interruptions (C15) 

(Number per 100km of Main) 

12 

10 

8 

6 

4 

2 

(Number per 1000 properties) 

40 

35 

30 

25 

20 

15 

10 

5 

(min) 

500 

400 

300 

200 

100 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

EFFICIENCY 

2.5 

10. Employees 

400 

49. Operating cost OMA (F11) 

160 

51. Management cost 

(Number per 1000 properties) 

2.0 

1.5 

1.0 

0.5 

($/property) 

350 

300 

250 

200 

150 

100 

50 

($/property) 

140 

120 

100 

80 

60 

40 

20 

0.0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

NOTES: 

LEGEND 

1. Costs are in Jan 2010$. 2009-10 State Median 

2. Microbiological water quality compliance 1999-00 to 2003-04 was on the basis of 1996 NHMRC/ARMCANZ 2009-10 Top 20% 

Australian Drinking Water Guidelines for E. coli; from 2004-05 compliance was on the basis of the 

2004 NHMRC/NRMMC Australian Drinking Water Guidelines.

WS Ac tion Plan 0910 - C offs H arbour Ci ty C ouncil 

Coffs Harbour City Council Water Supply – Action Plan Page 1 

Summary 

In 2009-10, Coffs Harbour City Council complied with all the water supply requirements of the NSW Best-Practice Management 

Guidelines and its performance has been [to be completed by Council]. 

Key actions from Council's Strategic Business Plan: 

- Insert achievements for Key Action 1 here for Coffs Harbour City Council 


5 

9 

INDICATOR RESULT 2 COMMENT/DRIVERS ACTION 

Best-Practice 

Management 

Guidelines 


Connected 

property density 

Renewals 

expenditure 

10 Employees 

12 

13 

14 

15 

19 

19 

a 

20 

25 

SOCIAL - CHARGES 

Residential water 

usage charge 

Residential access 

charges 

Typical residential 

bill 3 (TRB) 

Typical developer 

charges 

SOCIAL - HEALTH 

Physical quality 

compliance 

Chemical quality 

compliance 

Complied with all the 

Best Practice 

Requirements 1 

Very good 

Compliance demonstrates 

effectiveness and sustainability of 

water supply business. 100% 

compliance is required for eligibility to 

pay an ‘efficiency dividend’. 

39 per km of main A connected property density below 

30 can significantly increase the cost 

per property of providing services, as 

Median ranking (3, 1) 

will also a high number of small 

discrete water supply schemes. 

0.1% 

Lowest ranking (5, 5) 

May require 

review 

1.5 per 1,000 props May require 

Low ranking (4, 3) review 

219 c/kL 

Highest ranking (1, 1) 

$127 per assessment 




$8760 per ET 


100% 


100% 


Microbiological 100% 

compliance 4 Highest ranking (1, 1) 

SOCIAL – LEVELS OF SERVICE 

Water quality 

complaints 

26 Service complaints 

27 

30 

Average frequency 

of unplanned 

interruptions 

Number of main 

breaks 

32 Total Days Lost 

Very good 

Satisfactory 

May require 

review 

Very good 

Very good 

Very good 

Very good 

4 per 1,000 props May require 

Low ranking (4, 4) review 

10 per 1,000 props 




11 per 100km of main 


Satisfactory 

Satisfactory 

Satisfactory 

6.1% May require 

Lowest ranking (5, 5) review 

Adequate funds must be 

programmed for works outlined in the 

Asset Management Plan – page 2 of 

Performance Monitoring Report. 

The number of employees per 1,000 

properties is a good indicator of 

operating and management costs. 

Benefits of strong pricing signals are 

shown on page 5 of the Performance 

Monitoring Report. 

≥ 75% of residential revenue should 

be generated through usage charges 

(≥ 50% for LWUs with < 4,000 

properties). 

TRB should be consistent with 

projection in the financial plan. 

Drivers – OMA Management Cost 

and Capital Expenditure. 

Disclose any cross subsidy in 

Development Servicing Plan (DSP). 

Critical indicator. LWUs should 

develop a risk based water quality 

management plan. 

Critical indicator of customer service. 

Can be influenced by the type of 

business – e.g. unfiltered supply. 

Key indicator of customer service. 

Key indicator of customer service, 

condition of network and 

effectiveness of operation. 

Drivers – condition and age of water 

mains, ground conditions. 

FOR INDICATORS 9 to 56 

Where ranking is low, investigate 

reasons including past performance 

and trends, develop remedial action 

plan and summarise in this column. 

Monitor breaks, including past 

performance and trends. 

1. Review of Council's TBL Performance Report and Preparation of an Action Plan to Council required annually. 

Strategic Business Plan review and update required after 4 years. Financial Plan update and report to Council required annually. 

New IWCM Strategy required after 8 years. Liquid Trade Waste Regulation Policy in accordance with the 'NSW Liquid Trade Waste 

Regulation Guidelines, 2009' required by June 2011. Development Servicing Plan review and updating is required after 5 years. 

2. The ranking relative to similar size LWUs is shown first (Col. 2 of TBL Report) followed by the ranking relative to all LWUs (Col. 3 of TBL Report). 

3. Review and comparison of the 2010-11 Typical Residential Bill (Indicator 14) with the projection in your Strategic Business Plan is mandatory. 

In addition, if both indicators 43 and 44 are negative, you must report your proposed 2011-12 typical residential bill to achieve full cost recovery. 

4. Microbiological compliance (Indicator 20) is a high priority for each NSW LWU. Corrective action for non-compliance (≤97%), or any ‘boil water 

alerts’ must be reported in your Action Plan.

Coffs Harbour City Council Water Supply – Action Plan Page 2 

33 

34 

41 

43 

INDICATOR RESULT COMMENT/DRIVERS ACTION 

ENVIRONMENTAL 

Average annual 

residential water 

supplied 

Real losses 

(leakage) 

ECONOMIC 

Residential 

revenue from 

usage charges 

Economic Real 

Rate of Return 

(ERRR) 

44 Return on assets 

45 Net debt to equity 

46 Interest cover 

47 Loan payment 

49 

Operating cost 

(OMA) 

51 Management cost 

186 kL per prop 

Low ranking (4, 2) 

50 L/c/d 

High ranking (2, 1) 

76% of residential 

bills 


6.3% 


4.9% 


25% 


4.45 


$585 per prop 


$300 per prop 


$134 per prop 


May require 

review 

Good 

Very good See 13. 

Very good 

Very good 

Very good 

Satisfactory 

Very good 

Good 

May require 

review 

Drivers – available water supply, 

climate, location (Inland or coastal), 

pricing signals (Indicator 3), 

restrictions. 

Loss reduction is important where an 

LWU is facing drought water 

restrictions or the need to augment 

its water supply system. 

Reflects the rate of return generated 

from operating activities (excluding 

interest income and grants) An 

ERRR or ROA of > 0% is required for 

full cost recovery. 


from operating activities (including 

interest income) An ERRR or ROA of 

>0% is required for full cost recovery. 

LWUs facing significant capital 

investment are encouraged to make 

greater use of borrowings – page 12 

of Performance Monitoring Report. 

Drivers – in general, an interest cover 

> 2 is satisfactory. 

The component of TRB required to 

meet debt payments. 

Drivers – expenditure on capital 

works, short term loans. 

Prime indicator of the financial 

performance of an LWU. 

Drivers – development density, level 

of treatment, management cost, 

topography, number of discrete 

schemes and economies of scale. 

Typically about 40% of the OMA. 

Drivers – No. of employees. No. of 

small discrete water schemes. 

Where ERRR is negative, investigate 

reasons and ensure the 2011/12 

charges are sufficient to achieve full 

cost recovery – page 11 of 


Review components carefully to 

ensure efficient operating cost. 

52 Treatment cost 

$55 per prop 


May require 

review 

Drivers – type and quality of water 

source. Size of treatment works 

53 Pumping cost 

$14 per prop 


Good 

Drivers – topography, development 

density and location of water source. 

55 Water main cost 

56 

Capital 

expenditure 

$54 per prop 


$261 per prop 


Satisfactory 

Satisfactory 

Drivers – age and condition of mains. 

Ground conditions. Development 

density. 

An indicator of the level of investment 

in the business. 

Drivers – age and condition of 

assets, asset life cycle and water 

source.

Coffs Harbour City Council TBL Sewerage Performance 2009-10 

SEWERAGE SYSTEM - Coffs Harbour Council has 5 sewage treatment works providing secondary, advanced secondary and tertiary treatment. The system comprises 114,500 EP treatment 

capacity (Intermittent Extended Aeration (Activated Sludge), Trickling Filter and Biological Nutrient Removal), 116 pumping stations , 164 km of rising mains and 489 km of gravity trunk mains and 

reticulation. Treated effluent is discharged to land and ocean. 

PERFORMANCE - Residential growth for 2009-10 was 1.5% which is higher than the statewide median. Coffs Harbour City Council achieved 100% compliance with Best Practice requirements. 

The typical residential bill was $698 which was above the statewide median of $530 (Indicator 12). The economic real rate of return was 2.6% which was greater than the statewide median 

(Indicator 46). The operating cost per property (OMA) was $485 which was well above the statewide median of $360 (Indicator 50). Sewage odour complaints were above the statewide median of 

0.6 (Indicator 21). Council complied with the requirements of the environmental regulator for effluent discharge. The current replacement cost of system assets was $391M ($16,000 per 

assessment), cash and investments were $73M, debt was $131M and revenue was $24.6M (excluding capital works grants). 

COMPLIANCE WITH BEST-PRACTICE MANAGEMENT GUIDELINES REQUIREMENTS 

(1) Complete current strategic business plan & financial plan YES (2e) Pricing - DSP with commercial developer charges 

(2) (2a) Pricing - Full Cost Recovery without significant cross subsidies Yes (2f) Pricing - Liquid trade waste approvals & policy 

(2b) Pricing - Complying Residential Charges Yes (3) Complete performance reporting (by 15 September) 

(2c) Pricing - Complying Non-Residential Charges Yes (4) Integrated water cycle management strategy 

(2d) Pricing - Complying Trade Waste Fees and Charges Yes COMPLIANCE WITH ALL REQUIREMENTS 

Yes 

Yes 

YES 

YES 

100% 

TRIPLE BOTTOM LINE (TBL) PERFORMANCE INDICATORS 

NWI No. LWU RANKING STATEWIDE 

C5 1 Population served: 64,800 Number of assessments: 24,400 

RESULT >10,000 All 

properties LWUs 

MEDIAN 

C8 2 Number of connected properties: 22,690 Note 1 Note 2 Note 3 

C6 3 Number of residential connected properties: 21,290 Col 1 Col 2 Col 3 Col 4 

4 New residences connected to sewerage (%) 1.5 % 1 1 0.9 

A6 5 Properties served per kilometre of main Prop/km 35 40 

W18 6 Volume of sewage collected (ML) 6,440 ML 4,900 

7 Renewals expenditure (% of current replacement cost of system assets) 0.7 % 1 1 0.3 

8 Employees per 1000 properties per 1,000 prop 1.8 3 3 1.6 

UTILITY 

SOCIAL 

ENVIRONMENTAL 

ECONOMIC 


CHARGES & 

BILLS - 2010-11 

HEALTH 

SERVICE 

LEVELS 

NATURAL RESOURCE 

MANAGEMENT 

ENVIRONMENTAL 

PERFORMANCE 

FINANCE 

P4 Description of residential tariff structure: access charge/prop; independent of land value (Note 5) 

P4.1 11 Residential access charge / assessment ($) $ 698 5 5 525 

P6 12 Typical residential bill / assessment ($) $ 698 4 5 530 

13 Typical developer charge / equivalent tenement ($) $ 8,380 1 1 4,200 

14 Non-residential sewer usage charge (c/kL) c/kL 178 2 1 105 

16 Urban properties without reticulated sewerage service (%) 16.1 % 5 5 3.9 

E3 17 Percent of sewage treated to a tertiary level (%) 100 % 1 1 93 

E4 18 Percent of sewage volume treated that complied (%) 100 % 1 1 99 

E5 19 Sewage treatment works compliant at all times 5 of 5 

21 Odour complaints per 1000 properties per 1,000 prop 1.8 5 5 0.6 

C11 22 Service complaints per 1000 properties per 1,000 prop 4 2 2 10 

C16 23a Average sewerage interruption (minutes) 120 min 3 3 118 

25 Total days lost (%) 6.9 % 5 5 2.5 

W19 26 Volume of sewage collected per property (kL) 284 kL 1 2 220 

W26 26a Total recycled water supplied (ML) 1,030 ML 2 1 620 

W27 27 Recycled water (% of effluent recycled) 16 % 2 3 11 

E8 28 Biosolids reuse (%) 100 % 1 1 100 

30 Energy consumption per Megalitre (kiloWatt hours) 1,156 kwh 5 5 910 

31 Renewable energy consumption (% of total energy consumption) 100 % 1 1 0 

E12 32 Net greenhouse gas emissions - WS & Sge (net tonnes CO2 equivalents per 1000 properties) 450 4 5 350 

33 90 Percentile licence limits for effluent discharge: 

BOD 50 mg/L; SS 50 mg/L 

34 Compliance with BOD in licence (%) 100 % 1 1 100 

35 Compliance with SS in licence (%) 100 % 1 1 100 

A12 36 Sewer main breaks and chokes per 100 km of main per 100km main 37 3 3 39 

E13 37 Sewer overflows per 100 km of main per 100km main 4 2 3 15 

39 Non res & trade waste % of total sge volume % 18 

F6 42 Revenue per property - Sge ($) $ 1080 680 

43 Revenue from non-residential plus trade waste charges (% of total revenue) 21 % 2 3 18 

44 Revenue from trade waste charges (% of total revenue) 1.6 % 4 2 2.3 

F18 46 Economic real rate of return - Sge (%) 2.6 % 1 1 1.3 

46a Return on assets - Sge (%) 1.6 % 2 3 1.6 

F22 47 Net Debt to equity - Sge (%) 23 % 1 1 -2 

F23 48 Interest cover - Sge 3 4 4 3 

48a Loan payment per property - Sge ($) $ 690 1 1 38 

F24 47b Net profit after tax - WS & Sge ($'000) $'000 19,860 303 

49 Operating cost (OMA) per 100 km of main ($'000) $'000 1,690 4 5 1,490 

F12 50 Operating cost (OMA) per property ($) Note 8 $ 485 5 5 360 

51 Operating cost (OMA) per kilolitre (cents) c/kL 171 3 4 164 

52 Management cost per property ($) $ 164 5 5 128 

53 Treatment cost per property ($) $ 175 5 5 115 

54 Pumping cost per property ($) $ 99 5 5 55 

55 Energy cost per property ($) $ 52 5 5 26 

56 Sewer main cost per property ($) $ 35 2 2 40 

F15 57 Capital Expenditure per property ($) $ 580 2 2 252 

NOTES : 

1. Council's ranking in Col 2 is based on a comparison of its result in Col 1 with the percentiles for LWUs with >10,000 properties. This is on a % of LWUs basis - see also Note 2. 

2. Council's ranking in Col 3 is based on a comparison of its result in Col 1 with the percentiles for all LWUs. This is also on a % of LWUs basis as this is relevant for 

comparing the performance of an LWU with all other LWUs - see attachment. 

3. The Statewide Median (Col 4) is on a % of connected properties basis. It best reveals statewide performance giving due weight to larger LWUs & reducing the effect of smaller LWUs. 

4. Annual review of the key projections & actions in your LWU's Strategic Business Plan (SBP) are required, together with annual updating of your LWU's Financial Plan. The SBP should be 

updated after 4 years. 

5. Non-residential: Access Charge $682*water meter factor*discharge factor, sewer usage charge - 178c/kL. 

6 Non-residential customers provided 21% of the revenue from annual charges, usage and trade waste charges. 

7 Compliance with Total N in Licence was 100%. Compliance with Total P in Licence was 100%. 

8 The operating cost (OMA)/property was $485. Components were: management ($164), operation ($118), maintenance ($87), energy ($52), chemical ($13) and effluent/biosolids ($50). 

EFFICIENCY

Coffs Harbour City Council TBL Sewerage Performance (page 2) 2009-10 

(Results shown for 10 years together with 2009/10 Statewide Median and Top 20%) 

COST RECOVERY 

($ / prop) 

42. Revenue per property 

1,400 

1,200 

1,000 

800 

600 

400 

8 

7 

6 

5 

(%) 

4 

3 

46. Economic real rate of return 

12. Typical residential bill 

800 

700 

600 

2 

200 

($/assessment) 

500 

400 

300 

200 

1 

100 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

0 

01/02 03/04 05/06 07/08 09/10 

COMPLIANCE 

100 

34. Compliance with BOD in licence 

100 

35. Compliance with SS in licence 

100 

90 

18. % Sewage volume that complied 

80 

80 

80 

70 

(%) 

60 

(%) 

60 

(%) 

60 

50 

40 

40 

40 

30 

20 

20 

20 

10 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

CUSTOMER SERVICE/RELIABILITY 

120 

36. Sewer main breaks and chokes 

140 

37. Sewer overflows to environment 

3.5 

21. Odour complaints 

100 

120 

3.0 

(per 100km of main) 

80 

60 

40 

(per 100km of main) 

100 

80 

60 

40 

(per 1000 properties) 

2.5 

2.0 

1.5 

1.0 

20 

20 

0.5 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

0.0 

00/01 02/03 04/05 06/07 08/09 

ENVIRONMENT 

100 

27. Effluent recycled 

32. Net Greenhouse gas emissions WS & SGE 

100 

28. Biosolids reuse 

80 

489 

427 

80 

(%) 

60 

40 

(tonnes) 

366 

305 

244 

183 

60 

(%) 

40 

20 

122 

61 

20 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

EFFICIENCY 

2.5 

2.0 

8. Employees 

600 

500 

50. Operating cost (OMA) per property 

180 

160 

140 

52. Management cost per property 

(per 1000 properties) 

1.5 

1.0 

0.5 

($) 

400 

300 

200 

100 

($) 

120 

100 

80 

60 

40 

20 

0.0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

0 

00/01 02/03 04/05 06/07 08/09 

NOTES: 

1. Costs are in Jan 2010$. LEGEND 

2009-10 State Median 

2009-10 Top 20%

SGE Action Plan 0910 - C offs H arbour City C ouncil 

Coffs Harbour City Council Sewerage – Action Plan Page 1 

Summary 

In 2009-10, Coffs Harbour City Council complied with all the sewerage requirements of the NSW Best-Practice Management 

Guidelines and its performance has been [to be completed by Council]. 

Key actions from Council's Strategic Business Plan: 



5 

7 

INDICATOR RESULT 2 COMMENT/DRIVERS ACTION 

Best-Practice 

Management 

Guidelines 


Connected 

property density 

Renewals 

expenditure 

8 Employees 

12 

13 

14 

16 

17 

18 

19 

SOCIAL – CHARGES 

Typical residential 

bill 3 (TRB) 

Typical Developer 

Charges 


sewer usage 

charge 

SOCIAL - HEALTH 

Urban Properties 

without reticulated 

sewerage service 

Percent sewage 

treated to tertiary 

level 

Percent of sewage 

volume that 

complied 

Sewage treatment 

works compliant at 

all times 

Complied with all the 

Best Practice 

Requirements 1 

35 per km of main 

0.7% 


1.8 per 1,000 props 




$8380 per 

assessment 


178c/kL 


16.1% 


100% 


100% 


5 of 5 

SOCIAL – LEVELS OF SERVICE 

Very good 

Lower than 

the statewide 

median of 40 

Very good 

Satisfactory 

May require 

review 

Very good 

Good 

May require 

review 

Very good 

Very good 

Compliance demonstrates 

effectiveness and sustainability of 

water supply and sewerage 

business. 100% compliance is 

required for eligibility to pay an 

‘efficiency dividend’. 

A connected property density below 

about 30 can significantly increase 

the cost per property of providing 

services. 

Adequate funds must be 

programmed for works outlined in the 

Asset Management Plan – page 2 of 


The number of employees per 1,000 

properties is a good indicator of 

operating and management costs. 

TRB should be consistent with 

projection in the financial plan. 

Drivers – OMA Management Cost 

and Capital Expenditure. 

Compare with Current Replacement 

Cost. 

Compare with operating cost per kL. 

Key indicator of compliance with 

regulator. 


regulator. 

FOR INDICATORS 7 to 57 

Where ranking is low, investigate 

reasons including past performance 

and trends, develop remedial action 

plan and summarise in this column. 

21 Odour Complaints 

22 Service complaints 

23 

a 

Average Duration 

of Interruption 

25 Total Days Lost 

1.8 per 1,000 props May require 




120 minutes 


Good 

Satisfactory 

6.9% May require 


Critical indicator of customer service 

and operation of treatment works. 

Key indicator of customer service. 

Key indicator of customer service, 

condition of network and 

effectiveness of operation. 

1. Review of Council's TBL Performance Report and Preparation of an Action Plan to Council required annually. 

Strategic Business Plan review and update required after 3 years. Financial Plan update required annually. 

IWCM Strategy review and update required after 6 years. Liquid Trade Waste Regulation Policy in accordance with the 'NSW Liquid Trade Waste 

Regulation Guidelines, 2009' required by June 2011. Development Servicing Plan review and updating is required after 5 years. 

2. The ranking relative to similar size LWUs is shown first (Col. 2 of TBL Report) followed by the ranking relative to all LWUs (Col. 3 of TBL Report). 

3. Review and comparison of the 2010-11 Typical Residential Bill (Indicator 12) with the projection in your Strategic Business Plan is mandatory. 

In addition, if both indicators 46 and 46a are negative, you must report your proposed 2011-12 typical residential bill to achieve full cost recovery.

Coffs Harbour City Council Sewerage – Action Plan Page 2 

INDICATOR RESULT COMMENT/DRIVERS ACTION 

ENVIRONMENTAL 

Volume of sewage 

26 collected per 

property 

27 

Percentage 

effluent recycled 

28 Biosolids reuse 

32 

34 

35 

36 

37 

Net Greenhouse 

gas emissions 

(WS & Sge) 

Compliance with 

BOD in licence 

Compliance with 

SS in licence 

Sewer main 

breaks and chokes 

Sewer overflows to 

the environment 

ECONOMIC 


39 percentage of 

sewage collected 

43 

46 

46 

a 


revenue 

Economic Real 

Rate of Return 

(ERRR) 

Return on assets 

47 Net debt to equity 

48 Interest cover 

48 

a 

50 

Loan payment 

Operating cost 

(OMA) 

52 Management cost 

53 Treatment cost 

54 Pumping cost 

56 Sewer main cost 

57 

Capital 

expenditure 

284 kL 


16% 


100% 


450 t CO2/1000 props 


100% 


100% 






21% 


2.6% 


1.6% 


23% 


2.7 


$690 per prop 


$485 per prop 


$164 per prop 


Good 

Very good 

May require 

review 

Very good 

Very good 

Satisfactory 

Good 

Good 

Very good 

Good 

Very good 

Satisfactory 

Very good 

May require 

review 

May require 

review 

$175 per prop May require 


$99 per prop May require 


$35 per prop 


$580 per prop 


Good 

Good 

Compare sewage collected to water 

supplied. 

Key environmental indicator. 

Drivers – availability of potable water, 

demand, proximity to customers, 

environment. 

Key environmental indicator. 

Drivers – gravity vs pumped 

networks, topography, extent of 

treatment. 


regulator requirements. 

Drivers – algae in maturation ponds, 

impact of drought. 

Drivers – condition and age of 

assets, ground conditions. 

Drivers – condition of assets, wet 

weather and flooding. 

For non-residential, compare % of 

sewage collected to indicator 43 

(% of revenue). 

See 39 above. 


from operating activities (excluding 

interest income and grants) An 

ERRR or ROA of > 0% is required for 

full cost recovery. 


from operating activities (including 

interest income) An ERRR or ROA of 

>0% is required for full cost recovery. 

LWUs facing significant capital 

investment are encouraged to make 

greater use of borrowings. 

Drivers – in general, an interest cover 

of > 2 is satisfactory. 

The component of TRB required to 

meet debt payments. 

Drivers – expenditure on capital 

works, short term loans. 

Prime indicator of the financial 

performance of an LWU. 

Drivers – development density, level 

of treatment, management cost, 

topography, number of discrete 

schemes and economies of scale. 

Drivers –number of discrete 

schemes, number of employees. 

Typically about 40% of OMA. 

Drivers – type and level of treatment, 

economies of scale. 


density, effluent recycling. 


density, effluent recycling. 

An indicator of the level of investment 

in the business. 

Drivers – age and condition of 

assets, asset life cycle. 

Where ERRR is negative, investigate 

reasons and ensure charges are 

sufficient to ensure financial viability.. 

Review carefully to ensure efficient 

operating cost.

Based in Sydney and Byron Bay, HydroScience Consulting (HSc) is an Australian consultancy 

dedicated to serving the water industry in Australia. 

HSc provides planning and design services to public and private sector clients throughout 

Australia. We are committed to developing strong client relationships that become the 

foundation for understanding our clients’ needs and exceeding their expectations. 

Sydney 

Level 1 

189 Kent Street 

Sydney, NSW 2000 

Byron Bay 

Unit 6 

64 Centennial Circuit 

Byron Bay NSW 2481 

Tel: 02 9249 5100 

Fax: 02 9279 2700 

Tel: 02 6639 5600 

Fax: 02 6680 9319 

Email: hsc@hydroscience.net.au

Strategic Business Plans for Water Supply and Sewerage

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