Ensuring the course holds

The City of Ekurhuleni’s long-term strategic direction, as unpacked in its Growth and Development Strategy (GDS) 2055, serves as the overarching guiding framework for the City’s shorter-term policies. It aims to create a thriving, inclusive Ekurhuleni of the future.

The GDS 2055 systematically analyses Ekurhuleni’s history and development challenges, and therefore outlines the desired growth and development trajectory. It seeks to ensure that Ekurhuleni transitions from being a fragmented City to a capable City from 2020 to 2030, and a sustainable City from 2030 to 2055.

The GDS 2055 has identified five strategic themes to incrementally measure the success of the City with respect to the above. These are long-term outcomes that have been designed to incrementally measure

the success of the City in achieving the objectives of the GDS 2055. • Re-urbanise in order to achieve sustainable urban integration • Re-industrialise in order to achieve job creating economic growth • Re-generate in order to achieve environmental wellbeing • Re-mobilise in order to achieve social empowerment • Re-govern in order to achieve effective cooperative governance.

IMPERATIVES GOING FORWARD Re-urbanise: The GDS 2055 proposes that in order to redress the development planning injustices of the past, there must be a scalable and demand-sensitive mix of service delivery packages that facilitate and enable re-urbanisation that fosters sustainable settlements, reduce carbon emission and the consumption of natural resources, realise an integrated urban form, and decrease the level of dependency on private transport. The urban structure also needs to be compacted and articulated in a manner that is regionally connected and integrated. This would also entail a distinct urban identity and the articulation and resuscitation of an urban core for Ekurhuleni that cohesively integrates high-order urban functions and development potential.

The GDS 2055 further requires that the transport inequalities bequeathed to the City by its exclusive and inefficient road- and car-based legacy be redressed. This will require the

development of an urban structure and regional transportation network that is adaptable to, and sustainable from, a mass public transport cost and capacity perspective. Re-industrialise: Looking to the future, an increasing trend towards consumer consciousness and preference for ‘green’ products is an important driver, and this is markedly more so among younger consumers. The GDS 2055 report proposes the following three programmes going forward: • strengthen industry competitiveness • new value chains development • market and product development • strengthen industry competitiveness. Re-generate: The GDS 2055 traces Ekurhuleni’s development through three historical phases and, using this historical analytical framework, it argues that the discovery of gold and coal in the first phase of development – and the twinning of the mining and manufacturing industries – translated into natural resource use that was not sustainable for the environment and the residents of the City. The third phase of development, which ensured access by the majority of the City’s residents that were excluded in the past to land resources that, at most, was also extractive in character in line with the two phases of development. Essentially, the three phases of Ekurhuleni’s development have resulted in certain undesirable environmental development outcomes. These are: • high carbon emissions from electricity generation • unsustainable natural resource usage • uncontrolled pollution. Re-govern: The desired 2055 trajectory is that Ekurhuleni establishes and asserts leadership within and around the City,

EKURHULENI INTEGRATED INFRASTRUCTURE MASTERPLAN

The Ekurhuleni Integrated Infrastructure Masterplan (EIIMP) is a planning tool that outlines the financial resources and funding mechanisms required to implement the City’s Metropolitan Spatial Development Framework 2015. The EIIMP seeks to align with the development trajectory as defined in the GDS 2055 as: a Delivering City in 2012, a Capable City in 2030, and a Sustainable City in 2055. In essence, the EIIMP proposes an optimal capital expenditure programme for the period 2020 to 2050 by estimating the required resources to provide infrastructure, and determine the financial funding mix. The format of the EIIMP is guided by the National Infrastructure Plan, the Gauteng Integrated Infrastructure Masterplan, and the Gauteng City Region’s 10-pillar Transformation, Modernisation and Re-industrialisation programme for transformative change. Key to the EIIMP’s implementation is the financial model that promotes an integrated infrastructure programme for the delivery of public transport, roads and stormwater, water and sanitation, waste management and energy sector masterplans/programmes. This is intended to unlock the potential for social and economic development in Ekurhuleni through maximising the ability of the City to deliver infrastructure to citizens while creating a conducive environment for private and other public sector investment. It guides future City-wide infrastructure planning to ensure: • a globally competitive City • collaborative planning and development across the City • clear policy direction to residents, stakeholders and investors • long-term sustainability through efficient use of resources • identification and support of new delivery models and financing alternatives • strategic prioritisation of critical infrastructure investments and developments. The EIIMP will be institutionalised through the Capital Investment Framework (CIF) process, which supports the implementation of the MSDF through spatially targeted investment. The CIF is a component of the MSDF that strategically and spatially guides, aligns and coordinates municipal capital expenditure across sectors to achieve optimal spending of the budget.

and with a partnership approach. The City of Ekurhuleni will consolidate its internal capacity and coherence so that it is able to function as a credible, innovative partner and engage in effective cooperative governance in the City region and with other spheres of government.

This will provide a basis for doing more with less, ameliorating resource constraints and attracting confidence, investment and broadening of the income base. The GDS 2055 report proposes the following specific governance programmes: • build a capable local state • strengthen developmental governance • establish long-term fiscal strength • strategically acquire and manage assets and operations. Re-mobilise: Going forward, it will be essential to support multiple livelihood strategies and the upgrading of human capability in the broadest sense. Looking to the future, it will also be essential to intensify and focus Ekurhuleni’s role in early childhood development and youth development in general.

The young people of Ekurhuleni are the future and there can be no prospect of a competitive future unless a concerted effort is made to bridge the gaps that previous approaches have created.

STRATEGIC OBJECTIVES The five aforementioned strategic themes are interrelated and interconnected in order to achieve the desired outcome. To implement these GDS themes, the City has formulated five strategic objectives for the institutionalisation of the GDS and the development of the IDP and service delivery measure. These strategic objectives are as follows: • to promote integrated human settlements through massive infrastructure and services roll-out • to build a clean, capable and modernised local state • to promote safer, healthy and socially empowered communities • to protect the natural environment and promote resource sustainability • to create an enabling environment for inclusive growth and job creation. The above strategic objectives are aligned to the five main themes and together form an anchor that will ensure Council conducts its business in a manner that will ensure the achievement of the GDS 2055 imperatives.

HUMAN RESOURCES CAPACITATION A particular focus for the City in the near term is to properly capacite itself to meet the deliverables of the GDS 2055, which often include programmes that require rigorous planning and quality organisational performance reporting.

The translation of the broad objectives of the City of Ekurhuleni’s development plans and strategies into real results depends on the existence of a capable workforce. Building capacity and the competencies of the workforce while creating an environment for effective individual performance is a key imperative for organisational development. The City acknowledges that for it to meet the demands of service delivery, it needs to evolve and be responsive to changing labour market and individual needs, and yet be flexible enough to address skills imbalances and shortages. This requires a properly planned and holistic approach to human resources management and development.

Improving recruitment processes, implementing effective talent management strategies, adequate investment in the development of employees, promoting employee well-being to create a lasting positive experience, implementing an effective performance management system, strengthening governance and compliance, as well as improving relations with organised labour are some of the key human resources management and development focus areas of the City of Ekurhuleni.

WORD FROM EXECUTIVE MAYOR ALDERMAN TANIA CAMPBELL:

The Multi-Party Coalition has also resolved that the City of Ekurhuleni must commence reviews of the Aerotropolis Initiative, the Economic Development Strategy and the Growth and Development Strategy 2055 for any updates that are required. There will be no place to accommodate vanity projects for our City in these reviews. Such updates will specifically consider the changed nature of the post-pandemic environment, latest developments in relation to the value retention and creation by business, advances in digitisation, and sustainability requirements.

Founded in 2003

Multi-disciplinary infrastructure consulting company

Our areas of expertise include:

• Architecture • Civil Engineering • Electrical Engineering • Mechanical Engineering • Quantity Surveying • Structural Engineering • Town Planning

DITLOU CONSULTING always strives to meet the following objectives:

• To promote professional excellence through dedication and provision of innovative and appropriate solutions • To continuously liaise with the client and beneficiary communities, ensuring their maximum participation and involvement in projects • To transfer skills and impart

knowledge to beneficiaries and communities within which the projects are undertaken • To always complete our projects on budget and within project duration • To conduct our business with honesty, integrity, respect, excellence, diligence, openness and fairness • To have a well-balanced approach to development taking all relevant environmental aspects into consideration, which also seeks to protect, preserve and enhance the environment • To treat all our suppliers fairly and professionally according to sound and legal business practices

Affiliated to the following associations: DITLOU CONSULTING Headquarters:

Solving community problems, together

Ditlou Consulting was founded in 2003 as a consulting firm specialising in civil and structural engineering but has since evolved into a multi-disciplinary infrastructure consulting company.

The company is led by CEO Otshepeng Ranamane and COO Poppy Nkambule, who are both professionally registered engineers with the Engineering Council of South Africa (ECSA). Under their leadership, the company boasts a dynamic team of highly qualified professionals, who are registered with their respective organisations, including ECSA, SACAP (South African Council for Architectural Profession), SACPCMP (South African Council for Project & Construction Management Professions), SACPLAN (South African Council for Planners), and SACQSP (South African Council for Quantity Surveying Profession).

SOLVING PROBLEMS Ditlou Consulting’s core purpose is to solve community problems – with a focus on improving the lives of South Africa’s citizens through the provision of sound technical solutions. The company aims to uphold client satisfaction by ensuring that it provides the best-quality solutions, which are also cost-effective and delivered in a timely fashion with a positive attitude. Over the medium term, the company’s goal is to be regarded as the best firm in its field locally. Over the long term, this goal extends to Ditlou Consulting achieving the same feat internationally.

MAJOR CLIENTS Some of the company’s main clients are public sector clients ranging from metropolitan municipalities such as the City of Tshwane, City of Ekurhuleni, City of Johannesburg and its subsidiaries, to smaller local municipalities such as Midvaal Local Municipality, Madibeng Local Municipality, Moretele Local Municipality, Mogale City Local Municipality, Thembisile Hani Local Municipality, Maluti-a-Phofung Local Municipality, Nkangala District Municipality, and Thabazimbi Local Municipality.

Provincial government clients such as the Gauteng Department of Infrastructure Development (GDID) and the Gauteng Department of Roads & Transport (Gautrans) also form part of a large array of clients that the company serves.

NOTABLE PROJECTS Ditlou Consulting has been involved in over 60 notable projects spanning the breadth of the civil engineering field since it was founded. Currently, it is delivering work on a number of projects, with some of the most notable ones listed below.

For the Housing Company Tshwane, Ditlou is currently involved in the Social Housing Development at Chantelle Ext. 39, Pretoria, which is valued at R354 million. Also within the Tshwane region, work is being undertaken for the City on a Social Development Centre, which is being constructed in the Winterveldt area, at a project value of some R55 million.

Elsewhere in Gauteng, Ditlou is working on the implementation of the Legislature Building at Duduza Customer Care Centre for the City of Ekurhuleni. This project is valued at R37.5 million. In providing services for the Johannesburg Social Housing Company, Ditlou is involved in the R193 million dedensification of hostels and informal settlements at 2 077 Roosevelt Street in Alexandra, Region E.

On the province’s West Rand, the firm is currently widening Robert Broom Drive in Krugersdorp for Mogale City Municipality. This second-phase project is valued at R18 million.

PLANNING FOR A PROSPEROUS FUTURE

Bayete Capital CEO Dr George Smith discusses the importance of spatial planning in transforming South Africa’s socio-economic landscape into one that is both equitable and geared for growth.

At the heart of spatial planning lies the belief that the places we make ultimately shape the way in which we live and how well we live. It is therefore critical that this discipline be guided by the key principles by which we seek to build our society, such as justice, equality and freedom,” states Smith.

Spatial planning is about more than simply identifying the mechanics of land use management – rather, it provides the framework that guides landuse management decisions. As a discipline, it considers the urban system as a whole, which is made up of a variety of interconnected complex parts competing with each other (for example, conservation versus development or pedestrian versus vehicular traffic). Key principles underpinning current spatial planning approaches in South Africa’s cities include connectivity, inclusion, sustainability, and the promotion of public and non-motorised transport.

BENEFITS OF SPATIAL PLANNING Spatial planning provides cities with a well-considered guideline for their growth and development. “It is always forward-looking and mediates between competing interests for land use and resources. It is further underpinned by public participation processes, which seek to gain consensus among all role players for a common vision. For this reason, spatial planning provides municipalities with a reliable framework to plan and allocate their resources,” Smith explains.

One of the key objectives of current spatial planning in South African cities is to redress the imbalances created by the apartheid city, notes Smith. This entailed either the exclusion of certain communities from the urban system or the housing of previously disadvantaged populations in ‘dormitory’ communities lacking in social and economic infrastructure. “To redress these imbalances, spatial planning policies actively promote the restructuring of the city to provide affordable residential accommodation in well-located nodes, and also promote the development of social and economic infrastructure in former township areas.” Spatial frameworks are also instrumental in guiding investment in infrastructure in these areas, Smith adds. DECLINE AND RENEWAL He describes the development of cities as a “history of invasion and succession”, explaining that, over time, certain areas naturally decline due to the expansion of cities in other areas. “These areas of decline then offer opportunities for lower-income earners to establish a foothold in the urban system before they are subjected to the forces of gentrification. This sees higherincome earners moving back into an area, accompanied by significant investment in upgrading.

“The process of decline and renewal is thus a key part of the urban system and, therefore, an important focus for spatial planning. Much of this focus in South African cities now concerns itself with the redevelopment of existing built forms, which is evident in the conversion of large areas of CBDs into residential accommodation or office space in suburban nodes into residential accommodation,” he explains.

THE INFORMAL SETTLEMENTS CHALLENGE South Africa also faces an ongoing

challenge to spatial planning and service delivery in the form of mushrooming informal settlements, which are haphazardly laid out and poorly serviced with basic amenities.

This situation plays out across all of South Africa’s urban areas and the upgrading of informal settlements is a key municipal priority, which starts with the provision of basic services, such as communal toilet and water amenities. “Many informal settlements are also located on land that is not suitable for residential settlements due to factors such as flooding, existing services or geotechnical conditions,” Smith notes.

In such cases, municipalities provide alternative housing in nearby locations with the intention of relocating the entire settlement into these new housing areas. “In practice, these new developments usually fail to achieve total relocation due to a number of factors and these settlements grow again after time.”

In recent years, municipalities have shifted their focus, where possible, to the formalisation of informal settlements, focused on providing in situ upgrades. “This involves the recognition of the existing spatial patterns set up in formal settlements by formalising the inhabitants’ land rights to these areas as a first step and thereafter upgrading services with minimal relocations,” explains Smith.

He adds, “The continued existence of informal settlements is, however, ultimately a reflection of the housing shortage in South Africa and, as such, government is exploring a variety of mechanisms to increase the supply of

MUNICIPAL REVENUE ENHANCEMENT

Beyond its proven property investment and development expertise, Bayete’s professional services skill set extends into the area of municipal revenue enhancement.

“Our passion for municipal revenue and balance sheet enhancement has developed over time, from observing the dire need for increased funding to achieve service delivery – more specifically in the historically disadvantaged and marginalised areas born out of the apartheid era,” explains CEO Dr George Smith.

During the current period of economic decline, municipalities are faced with myriad challenges, not least of all being the growing demands placed on service delivery due to urbanisation and population growth. Of course, meeting these needs requires ever-increasing budgets and resources. In this regard, revenue collection can only go so far, particularly in light of South Africa’s unemployment rate and the economic challenges exacerbated by the ongoing Covid-19 pandemic.

“The economic downturn has impacted on revenues. It is not an easy task to meet a budget requirement in an economic environment where revenues being generated are not what they used to be,” Smith notes.

Therefore, revenue loss reduction is of utmost importance in these times, and the need for innovation in terms of stimulating the local economy is more evident than ever.

Revenue enhancement is key to improving this situation and requires collaboration between all stakeholders concerned, insists Smith. “There is always a means to improve, but we need to acknowledge that we all have a role to play and contribute to a solution.”

Speaking of solutions, Smith says, “One thing that we believe is important to remember when embarking on a revenue enhancement process is that it cannot take a ‘business as usual’ approach. This is the starting point and is imperative to the success of the initiative.”

As municipalities are highly regulated in terms of the MFMA and other legislation, viable solutions must comply with the respective regulations. In this context, Bayete has devised a municipal revenue enhancement solution that combines innovation with exclusive rights to patents and systems developed and registered in South Africa.

“Revenue enhancement in both the public and private sector – leveraging innovation and intellectual property – is something that should be a priority. Not only does innovation and intellectual property promote entrepreneurship and significantly impact on job creation and achieving social and economic transformation but additional revenues earned stimulate the economy, create jobs and contribute towards the well-being and advancement of all,” Smith explains.

“With all the initiatives that have, and are being, embarked upon to achieve the required revenue enhancement results, what is missing to enhance the revenue even further? What innovation and intellectual property can be drawn upon to achieve the required additional revenues for the municipalities that are otherwise being ‘lost’ or ‘untapped’? asks Smith.

These are questions Bayete Capital’s proprietary solution can help to answer.

accommodation at appropriate prices, including backyard dwelling policies and social housing incentives.”

This clearly illustrates the importance of ensuring appropriate spatial planning and land-use management going forward. As the genesis of an informal settlement is usually the result of people seeking living space near economic opportunities, it is vital to develop human settlements that cater to the needs of low-income earners and the unemployed. BAYETE’S INVOLVEMENT While spatial planning is not the core of Bayete’s business, the company has planned a significant number of large-scale projects across South Africa. “All of these projects incorporate developments featuring the full spectrum of development categories, such as social and affordable housing, market-related housing, and mixed-use developments. The latter comprise retail, commercial, hospitality, social facilities, transportation and the like,” Smith concludes.

While the province’s Midrand area has undergone significant development over the last decade, there is a true game-changer on the horizon – the Gauteng Central mega city. Namhle Sambudla, of master developer Bayete Capital, unpacks the social and economic implications of mega projects like this.

MEGA PROJECTS DRIVE

SUSTAINABLE DEVELOPMENT

What are mega city projects and why are they important in the South African context? In South Africa, the Gauteng Partnership Fund uses the term ‘mega projects’ for human settlements developments that consist of more than 10 000 residential units. Gauteng Premier David Makhura has succinctly described their importance, saying, “The goal of mega projects is to achieve diversity in human settlements by emphasising mixed-income, high-density human settlements, which place an emphasis on social and economic inclusion, as well as promoting social justice.” In the case of mega city projects, as much as it may start off as a development with 10 000 residential units, this extends to the inclusion of all the amenities these settlements’ residents may need, making for a legitimate mixed-use development. Integration is at the heart of the concept in South Africa – not just integrating land uses but,

Namhle Sambudla, Director: Development Management, Bayete Capital

more importantly, socially integrating people with different income levels and from different backgrounds to provide equitable opportunities.

Who benefits from the establishment of such large-scale developments, and how? A huge number of people benefit through the economic and social impacts of developments on this scale. On the one hand, a need for integrated human settlements is being met, which brings with it the development of roads, as well as electrical, water and related infrastructure. Coupled to this are the top structures in terms of housing, commercial, retail, industrial, hospitality and other developments. These investments cultivate economic benefits for all concerned – before, during and after construction, over the short, medium and long term.

It’s not the case that only the private and public sectors benefit – indeed, the social impact is significant. Imagine the financial and social implications for someone who has previously lived on the outskirts, far from services and amenities. Now, they would be living in a development that – within its bounds – offers everything from housing, schools, shopping and transportation to clinics, police stations and more. All this in a dignified environment.

Considering low-income earners in South Africa spend, on average, around 40% of their income on transport, this would help to free up disposable income – it’s truly lifechanging on many levels. Further, the employment opportunities available during the entire life cycle of the development are extensive and desperately needed in the context of our country’s high unemployment rate.

How do other investors and private sector players get involved in projects like these? This is a question we get asked regularly! Timing is critical and it is important to understand the role that various private sector investors and developers wish to play in a development, as well as the terms and conditions of their participation. Managing expectations is important and the alignment of all parties is critical – everyone taking part needs to feel that they are participating equitably towards the end goal.

Once the master developer – i.e. Bayete Capital, as the owner of the development land in the case of the Gauteng Central mega city project – has packaged the development and obtained all municipal and public sector approvals, along with initial funding availability, then we become open to approaches from external parties.

Where do the challenges lie in getting such large-scale projects off the ground? We’re fortunate that there is a real willingness from government and local authorities to assist, so that eliminates one of the potential stumbling blocks. On the other hand, there is a general shortage of industry skills relating to the development of mega cities; however, Bayete Capital is blessed to have a team of highly experienced professionals within its structure. That said, there is no getting around the reality of developments of this nature being highly complex and requiring broad knowledge sets – especially from development management, funding and stakeholder engagement perspectives.

What role is Bayete Capital playing in the Gauteng Central mega city project? Bayete Capital is the master developer, which means our development management team will be seeing the project through every step of the way – from conception to completion, and the post-construction phases. We have vast experience as development managers, urban designers, architects, project managers, quantity surveyors, town planners, multidisciplinary engineers, green development specialists and more.

How long is the Gauteng Central development expected to take? We envisage a development horizon of 15 to 20 years, which will naturally entail a phased approach. The first phase, in terms of top structure delivery, will focus on the site’s 10 000 housing opportunities. As with many projects done at scale, there are numerous variables beyond our control that may impact on timing, such as the availability of services, rising interest rates, the effects of a declining economy, market demand, and more. Despite these variables, we are incredibly optimistic that we will unlock the project’s inherent potential to deliver positive change to people’s lives and the economy of the region.

Are international mega city models applicable to South Africa, or is there a local context that needs to be accounted for? South Africa can obviously draw from that which is being undertaken abroad, as these models have been tried and tested. That said, our country has a unique history and it is within this context that integrated human settlements – in prime locations – need to be adapted to ensure the socioeconomic inclusion of previously disadvantaged populations.

Any final thoughts? Our Gauteng Central mega city project is a great starting point but one mega city is certainly not enough to change the fortunes of all of Johannesburg’s residents. We do hope, though, that it may serve as an example of the great things that can be done to move South Africa towards an equitable future.

We live in a country that, like others, has its own dynamics and challenges. Government and the local authorities are doing good work in providing an enabling environment that needs to be utilised to achieve much-needed social and economic transformation and sustainable prosperity for all. Despite the slowdown in the economy, Bayete Capital remains optimistic, as the demand for integrated human settlements will continue to escalate. In the end, developments like this also significantly benefit the municipalities that enable them by creating additional revenue in terms of rates and taxes, as well as increases in property values.

PARTNERING FOR SUCCESS

Celebrating its 55th anniversary in 2022, BVi Consulting Engineers continues to evolve and expand its multidisciplinary services to meet its clients’ holistic needs. This includes not only the usual, expected consulting engineering disciplines, but also project management, operations and maintenance strategies, financial modelling and revenue optimisation for private and public entities, says Stefan de Meillon, Financial Director, BVi.

The BVi Financial Administration Team for the Ekurhuleni Landfill Sites

The municipal sector is one of BVi’s core markets and a vital one in terms of providing solutions that deliver essential services to businesses and communities. The major emphasis is on sustainable solutions that add value and protect people and the environment.

“Going forward, public-private partnership (PPP) collaboration is going to become increasingly important in meeting critical infrastructure targets within the constraints of existing investment flows and municipal capital budgets,” explains De Meillon. “Included within this PPP shift is the outsourcing of non-core municipal services.”

WASTE MANAGEMENT Among the prime examples of this shift are BVi’s solutions for the City of Ekurhuleni. Working in conjunction with the City, BVi was again awarded the contract for Financial Administration Consultant to manage weighbridge operations and revenue collection at Ekurhuleni’s five landfill sites in 2019.

As De Meillon explains, BVi’s role as financial administrator is central to the commercial N viability and efficient operation of the waste streams sent to these landfill sites. Every day, BVi interacts with the client, landfill contractors, weighbridge operators, waste management disposal specialists, recyclers, waste companies and the public to streamline the process of managing approximately 30 000 disposal transactions per month. “Across South Africa, rising environmental pollution – especially plastic waste and packaging – is threatening critical areas like water quality. For this reason, it’s crucial as a nation that we eradicate illegal dumping. One of the best ways to do this is to ensure that engineered landfill sites run with maximum efficiency and make it easy and affordable for businesses and households to pay and responsibly dispose of their waste there,” De Meillon continues. Real-time financial controls across Ekurhuleni’s landfills ensure that waste is correctly classified, weighed and costed in terms of municipal refuse tariffs. “The City has the assurance that waste management at these sites is compliant and that revenue transactions are correct and secure,” says De Meillon, adding that BVi’s service includes the generation of reports that detail financial and statistical data on tonnages and waste types, as well as future implications for managing landfill airspace. “To make them financially viable, landfills must run as a business with all the required checks and balances. We believe that BVi’s model has shown the way and that it can be successfully replicated on other municipal landfill sites across South Africa,” De Meillon adds.

SITE ENTRANCE ADMIN BUILDING CLEAN WATER DAM LEACHATE DAM CONTAMINATED WATER DAM EXISTING CELL 5 EXISTING CELL 4 Rietfontein landfill site general layout

NEW CELL 6

BVi was appointed to conduct a technical feasibility study on the proposed development and establishment of an SEZ at Tambo Springs, which is planned to be linked to the Tambo Springs Inland Port and Multi-Modal Gateway

CELL 6 DESIGN AT RIETFONTEIN LANDFILL

An expert understanding of landfill management is the key to effectively designing and constructing new sites, as well as extending existing facilities. These are areas where BVi has extensive experience.

In terms of current projects, BVI – in partnership with Pro-Serve Group – is executing the project management, design and development of Cell 6 at the Rietfontein landfill site for the City of Ekurhuleni’s Environmental Resources and Waste Management Department. Currently, this facility receives approximately 20 000 m3 of domestic solid waste every month.

The Cell 6 design and development project scope encompasses bulk earthworks, a composite geosynthetic liner, leachate collection and detection systems, as well as subsoil system design, service roads and a stormwater management system.

The proposed Cell 6 has a total plan area of 7 ha and will be excavated to 5 m maximum depth. The cell will be sloped at 2% for free drainage of the bottom geosynthetic-lined surface through drainage pipes leading to the existing pump sump. The total bulk earthworks volume is 192 500 m3 and, when developed, Cell 6 will have a maximum airspace volume of 962 500 m3 , equating to some three and a half years of additional waste disposal space.

At the time of publication, the project is awaiting approval of the designs and drawings to finalise the tender document.

SPECIAL ECONOMIC ZONE Infrastructure services form the backbone of future urban planning and development scenarios. They also serve as a catalyst for investment and growth in new industries, a prime example being the South African government’s strategic focuses on the development of Special Economic Zones (SEZs).

Within the City of Ekurhuleni, BVi was appointed to conduct a technical feasibility study on the proposed development and establishment of an SEZ at Tambo Springs, which is planned to be linked to the Tambo Springs Inland Port and Multi-Modal Gateway.

The main objective of this study is to ascertain the viability of establishing an SEZ as part of the broader Tambo Springs Logistics Gateway and Intermodal Terminal development on approximately 182 ha of land identified for the proposed SEZ.

“These multifaceted projects for Ekurhuleni underscore the value of BVi’s integrated solutions, which extend beyond engineering to include the full spectrum of project viability, implementation and commercial success in line with evolving PPP models,” De Meillon concludes.