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Shane McGrath and Michelle Cowan

Goulburn-Murray Water (G-MW) is a Victorian rural water authority with responsibility for management of the major water systems within a 68,000 square kilometre region. Following a detailed business risk assessment undertaken in 1996, Goulburn-Murray Water developed a ten-year program to commence design reviews and address identified deficiencies at thirteen dams for which G-MW has responsibility.

In October 1997, the Victorian Government announced a $450 million regional water reform package, of which $35 million was provided for rural water authorities dam improvements. $18.5 million was allocated to G-MW on a ‘dollar for dollar’ basis. With contributions from G-MW customers, the current total funding amounts to $37 million.

This paper focuses on processes that G-MW has adopted to manage an accelerated program of dam design review and remedial work.

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1999 Papers

1999 – A Dam Improvement Program – An Owners Perspective
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Shane McGrath and Michelle Cowan

Goulburn-Murray Water (G-MW) is a Victorian rural water authority with responsibility for management of the major water systems within a 68,000 square kilometre region. Following a detailed business risk assessment undertaken in 1996, Goulburn-Murray Water developed a ten-year program to commence design reviews and address identified deficiencies at thirteen dams for which G-MW has responsibility.

In October 1997, the Victorian Government announced a $450 million regional water reform package, of which $35 million was provided for rural water authorities dam improvements. $18.5 million was allocated to G-MW on a ‘dollar for dollar’ basis. With contributions from G-MW customers, the current total funding amounts to $37 million.

This paper focuses on processes that G-MW has adopted to manage an accelerated program of dam design review and remedial work.
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$15.00

1999 Papers

1999 – Introducing an Environment Management System to a Headworks Business – The Goulburn-Murray Water Experience
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Gordon O’Brien

The paper outlines the integration of Environmental Risk Management in Goulburn- Murray Water with previous work on Dam Safety, Business and Occupational Health and Safety risks. This has now been followed by the development of an Environmental Management System (EMS) to provide an environmental risk management framework for the whole Authority.

An Environmental Audit in 1997 identified deficiencies in some areas of environmental management and questioned the Authority’s ability to demonstrate due diligence. This led to a decision to develop and implement an EMS based on the International Standard ISO 14001.

Examination of Goulburn-Murray Water activities, associated environmental aspects and impacts, (and the consequences arising), led to the establishment ofan environmental risk register. Analysis and assessment of the risks to produce a ranking Jrom low to very high is described. Refinement to a significant risk register (high and very high risks), and consolidation into a list of generic risks based on major activities, functions and asset categories is described.
Based on this risk profile for the Authority, the Environmental Policy and Objectives were revised, and a methodology for identifying Environmental Targets was developed. Environmental Risk reduction is then delivered through the implementation of target driven Environmental Management Programs (EMPs).

Major system elements described include an emergency response plan, a legal register, an authority / responsibility matrix, a document control system, procedures, forms, training, auditing, and reporting.

The paper describes some of the practical issues encountered and the lessons learned with a focus on the activities of the Headworks Business. A prospective view of implementation and culture change issues is given.
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2002 Papers

2002 – Strategic Risk Assessment for Thirteen Victorian Dams
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Richard R. Davidson, Shane McGrath, Adrian Bowden, Andrew Reynolds

Goulburn-Murray Water (G-MW) manages thirteen major dams for the State of Victoria. As part of its Dam Improvement Program (DIP), five priority dams were identified for detailed safety and performance evaluation. Over the last three years, the design reviews have been completed and a series of dam safety issues have been identified which pose societal and financial risk. Substantial financial resources will be required to be applied over a considerable period to bring these dams into compliance with established international and Australian standards. Which of these dam safety issues should be addressed first? In what sequence and with what urgency should the actions be implemented? Can cost-effective interim targets be set? How can the remaining eight
dams, which could also pose societal and financial risk, be prioritised for future detailed investigation? To answer these questions a quantitative risk assessment approach was used. The approach utilised expert engineering and consequence panels and included input to and review of the process and outcomes by a stakeholder reference panel reporting directly to the Board of G-MW. The implementation of a strategic risk management process has now begun to progressively and systematically reduce the dam safety risk across the entire dams portfolio. This process recognises that available funding for risk reduction measures is very limited, so the highest risks are reduced in an incremental fashion to achieve interim risk targets and eventually meet contemporary dam safety standards.
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2012 Papers

2012 – 15 Years of Experience with a Dam Improvement Program
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Shane McGrath, Andrew Reynolds, Garry Fyfe, Chris Kelly, Steven Fox

Goulburn-Murray Water is a rural water corporation located in Northern Victoria. It has responsibility for 12 State dams and is also the constructing authority for the Murray Darling Basin Authority’s Victorian assets.

Over the past 15 years G-MW has been engaged in a dam improvement program across its portfolio. To date 14 individual projects have been undertaken at 11 dams. The total expenditure is $125 million.

Starting from a base level of data at its inception in 1997, the program has encompassed all facets required for a dam improvement program. From early prioritisation to set the investigation program, through design reviews and risk assessments to develop the upgrading program and subsequent implementation. Some elements of the program were at the leading edge of practice at the time and a range of experiences along the way were character building as dam safety investment challenged other corporate priorities.

This paper sets out the lessons learned in developing the methodology and implementing the program of works, particularly relating to corporate adoption of the program, organisational capability, investigations, risk assessments, design and implementation.
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