Back to top

Essential Services Commission – Water

  • Currently provide consulting advice on regulatory frameworks.  Technical advice has covered the Regulatory Accounting Code, National Performance Framework and the Water Performance Indicator Definitions set out under the Essential Services Commission Act 2001 and the Water Industry Act 1994. This regulatory insight enables JNW to provide strategic direction for compliance with legislation and government policy.
  • Conducted the last five years annual Regulatory Accounting Statements (RAS) audits of 19 water businesses which included comparing the submitted RAS’s against statutory accounts.
  • Prepared a regulatory framework discussion paper on how to make the RAS more effective and streamlined for both the water businesses and the Commission.  The recommendations were implemented and resulted in a reduction in mandatory RAS templates.  Industry feedback indicates this initiative has saved the businesses time and money.
  • As part of a regulatory framework review, recommended enhancements to the Water Performance Indicator Definitions. These definitions form the basis for the annual regulatory audit of the water businesses.  The project outcomes have made the definitions clearer, simpler and unambiguous and has reduced the data anomalies for the industry. Performance indicators cover a number of key areas for urban water businesses including:
    • Usage, price trends and payment management — including the size of household bills, consumption levels, and managing non-payment of bills and customers facing hardship.
    • Customer responsiveness and service — including customer complaints and call centre performance.
    • Network reliability — including the reliability, responsiveness to faults and interruptions around water and sewer systems.
    • Water quality — including drinking water quality and associated complaints.
    • Conservation and the environment — including levels of effluent and biosolids reuse and recycling, and greenhouse gas emissions.
    • Major project status — summary report on the status of those major projects scheduled for completion during the pricing period.

Other Water & Energy work

Plumbing Industry Commission

  • For six years, Jeff was an independent Audit Committee member, the last two as Chair of the Committee.  This was during a difficult period with the Commissioner being replaced twice, requiring Jeff to build rapid trust and rapport with the new Commissioners and new management team.
  • In the Chairman role, Jeff managed the external and internal audit service providers and strengthened the effectiveness of the Committee to meet its responsibilities and obligations under the Charter.  This included the development of a strategic work plan and refresh of the risk maps.


  • Conducted National Performance Framework audits for 2012/13 and 2009/10, including assessing compliance against the national performance indicators.

Murray Darling Basin Authority

  • Conducted a review of interstate allocation and entitlement transfers.  Procedures included:
    • Assessing the accuracy of the data within the MDBA registers with regard to interstate allocations of transfer volumes and tag establishment and ordering
    • Assessment of compliance with associated protocols and identify enhancement opportunities.

Goulburn Murray Water

Jeff managed the 2013 Regulatory reporting framework review, including assessment of the:

  1. Regulatory Accounting Statement to provide assurance that the data reported was reliable, accurate and compliant with the Water Industry Regulatory Accounting Code 
  2. National Performance Framework – Rural Performance Reporting Indicators to assess whether data reported in the National Performance Report was accurate and reliable
  3. ACCC Water Monitoring Reporting Framework, to assess whether data reported in the ACCC Water Monitoring Report was accurate and reliable.

Western Water

  • As part of the governments “Fairer Water Bills” initiative to become more efficient, Western Water developed an Efficiency Program detailing potential cost saving.  JNW conducted a strategic financial assessment of Managements initial projected ‘Savings Forecast Estimate’ underpinning each of the efficiency initiatives to ensure the identified savings were supported by adequate assumptions. 
  • Benchmarked their procurement processes and developed a Process Improvement Roadmap. “Better practice” benchmarking including policy content, procurement thresholds, governance, centralised/decentralised purchasing, use of purchase orders, procurement management and contract management.
  • Based on the Roadmap, developed purchasing rules, procedures and processes to strengthen and streamline procurement planning, purchasing and contract management. Also designed the procurement function to ensure a more efficient and effective organisational wide approach that will ultimately lead to cost savings.
  • Developed the Procurement & Contract Management Procedures manual including designing procurement decision tree flowcharts for all procurement methods and developing Procurement Assessment forms (tools to ensure governance, procurement method transparency and compliance with agreed procedures).

Various Water Corporations

  • For over six years, Jeff managed ESC Regulatory Audit Services for Goulburn Valley Water, Goulburn Murray Water, Western Water, East Gippsland Water, South Gippsland Water, Westernport Water, Barwon Water, Lower Murray Water and Coliban Water.  Audits covered:
    • Audit of Performance Indicators
    • Audit of Obligations under the Customer Service Code
    • Asset Management.

United Energy Ltd

  • As Internal Audit Manager, Jeff conducted numerous operational audits including trading operations, major projects, procurement systems, tendering processes and contract management.
  • Provided strategic support to complete the transaction structure and due diligence for the sale of the national energy retail business “Pulse Energy” for $920 million to Shell Australia and Woodside Petroleum.
  • Facilitated a risk assessment process in order to identify the high level risks that could have a potential impact on the strategic objectives of the organisation. Strategic risks Identified included network sustainability, business continuity, legislative compliance, IT, OH&S, billing system accuracy, financial management & succession planning.