Imesa conference proceedings 2013 by 3S Media

77TH ANNUAL CONFERENCE OF THE INSTITUTE OF MUNICIPAL ENGINEERING OF SOUTHERN AFRICA 23 - 25 October 2013, Nelson Mandela Bay, Port Elizabeth

One step ahead on Bitumen management and storage www.colas.co.za

The world needs fewer engineering companies. Rebranded as Royal HaskoningDHV, SSI Engineers & Environmental Consultants believes in being more than an engineering company. Our rebranding to Royal HaskoningDHV ushers in a new class of engineers and consultants, offering solutions for the sustainable interaction between people and their environment, ultimately enhancing society together.

www.rhdhv.co.za www.royalhaskoningdhv.com

IMESA

Seminars Branches organise regular full- and half-day seminars, which feature speakers from both the technical and contemporary arenas. These seminars are also used as opportunities to introduce new products in the technical field, as well as to brief members and politicians.

Mission statement

ECSA A substantial discount is given by the Engineering Council for IMESA members.

To promote excellence in municipal engineering amongst its members for the benefit of the community.

Overview

Annual conferences Members can gain valuable information and insight into issues facing the municipal engineering fraternity at IMESA’s annual conference. Members will benefit from the topical papers presented, the associated exhibitions, as well as the opportunity to share and discuss ideas with like-minded engineers.

The Institute of Municipal Engineering of Southern Africa (IMESA) aims to promote the knowledge, art, science and practice of municipal engineering in local governments. It further promotes the interest of municipal engineers and their profession, and creates a platform for the exchange of ideas and viewpoints on all aspects of municipal engineering. Since its formation in 1961, IMESA has grown to represent over 1 000 individual members and many companies from several countries in Southern Africa that are involved in the field of municipal engineering and the built environment.

Bursary scheme In 2000, IMESA established a bursary scheme for full-time studies in the field of civil engineering for students from designated groups, as well as dependants of members of IMESA. The aims of the scheme are: • To provide financial assistance to students from designated groups who would not otherwise have been able to afford to study. • To contribute towards the purpose of the Employment Equity Act. • To recognise achievements of students and prospective students who are dependants of IMESA members. • To provide for the direct and reasonable needs of the student. Since the establishment of this scheme, at least 10 bursaries have been awarded per year.

Bene its and services IMIESA Journal Members of IMESA are granted free subscription to the IMIESA Journal, a high-quality monthly publication that serves as a mouthpiece to the engineering fraternity. It disseminates up-to-date information on technical news and developments. The IMIESA Journal has received the prestigious PICA Award for the best journal in the urban management, civil construction and infrastructural development categories.

IMESA/CESA Excellence Awards The achievements of municipal engineers are numerous and can be witnessed in towns and cities around us. To give recognition to some of the achievements, IMESA issues a biennial award for the ‘Best Engineering Achievement’, as well as ‘Best Community Based Project’ with CESA.

IMESA website The IMESA website, www.imesa.org.za, offers members and potential members a forum for opinion, news and support relating to the municipal engineering industry. The regularly updated site contains hot debate topics, latest industry news, an events calendar, member profiles and more.

Services (to municipalities and the community) Since 1961, IMESA has played a significant role in municipal engineering, acting as a catalyst to share and develop new initiatives. Municipalities are key role players in identifying, prioritising, funding and implementing integrated development planning and community-based programmes. The Institute also advises councils on municipal engineering matters and serves the broader community through representation on a number of bodies where it provides input from the municipal engineer’s perspective.

IMESA STRUCTURE PRESIDENT DEPUTY PRESIDENT

VICE PRESIDENT TECHNICAL

National and international af iliates IMESA is also a member of the International Federation of Municipal Engineers (IFME) and attends international conferences and workshops in order to keep track with global developments in the industry.

VICE PRESIDENT OPERATIONS

TECHNICAL DIRECTORS

OPERATIONS DIRECTORS

- Water, Sanitation & Environment

- Constitution, By-laws & Ethics

- Computer Application & Knowledge Base - Infrastructure Asset Management - Buildings, Structures & Town Planning - Roads, Transportation & Storm Water - Project & Business Management - Training & Skills Development - Job Creation

- Marketing & Communications - Strategic Liasons - CPD & Bursaries

CONTACT DETAILS The head office of IMESA is situated in Durban (in KwaZulu-Natal, South Africa) and the address is as follows:

Street address: IMESA House, 2 Derby Place, Derby Downs Office Complex, Westville, 3629, KwaZulu-Natal, South Africa

Postal address:

ADMINISTRATION

PO Box 2190, Westville, 3630, KwaZulu-Natal, South Africa

Contact numbers:

MEMBER

Tel: +27 (0)31 266 3263 • Fax: +27 (0)31 266 5094 • Cell: +27 (0)71 608 1480

CO L A S

7th Shipment brought in by Colas

BITUMEN MANAGEMENT AND STORAGE Specialist manufacturer and applicator of bituminous binders and slurries for road surfacing Colas is ensuring the optimal use of local bitumen and securing continuity of service with the opening of its new bitumen depot in Durban.

Colasâ€™s new expanded storage facilities in Cape Town

CO L A S

he bitumen branch was primarily established to optimise bitumen procurement, storage and supply to Colas branches within South Africa, its neighbouring countries and the Indian Ocean Islands. Declared operational on 26 May 2013, the branch will also manage all bulk ship imports and exports, therefore maximising procurement. Heading up the Durban depot is branch manager Mitch Schafer and the team reports to Paul-Henri Aumont, general manager: Business Development and Bitumen Supply. The branch, located in Prospecton, Durban, is able to store approximately 5 000 t. A second depot is temporarily located at Culemborg, Cape Town, and has a capacity

THE BITUMEN BRANCH TEAM

One step ahead of 1 500 t of storage. A third depot is being established at Chamdor. Although Colas has been involved in a total of seven bulk import vessels, the newly formed team recently had the opportunity to test the operational efficiency of off-loading from the Bitumen Redo and transporting the product to the new Prospecton site for storage. The results were extremely encouraging, with an average of 1 800 t safely offloaded, transported and pumped into storage per 24-hour period. This efficiency was sustained throughout the decanting of the full 6 000 t load. The vessel then departed for Cape Town where the remaining 1 000 tonnes of product was decanted. This was also achieved with remarkable efficiency and the entire task was completed within a day. “There is no doubt that Colas’ vision and proactiveness with the implementation of the storage depots has placed it one step ahead of the competition,” says Schafer. “The benefits of the additional storage have already been felt during the past two-month SAPREF shutdown.” There is also little doubt among the industry that the supply situation in South Africa will deteriorate further. This prediction reinforces Colas’ decision to invest in storage and provide a focused drive to ensure continuity of supply for all branches and subsidiaries that can in turn offer highest quality product and services to our customers throughout the year.

SIGNING OF THE DEAL (from left) Don Hunter, MD of FFS Refiners, and Thierry Madelon, MD of Colas Southern Africa.

FFS and Colas bitumen supply

partnership

secures

With over 250 customers who collectively consume more than 300 000 t of fuel oil per year, FFS Refiners, the largest supplier of industrial heating fuels in South Africa, is expanding its bulk liquid storage facility at the port of Cape Town. This expansion has permitted the company to enter into a deal with Colas. The partnership will allow both companies to import grades of bitumen not supplied locally and to maximise supply by storing bitumen. The expansion of these storage facilities, which will be equipped with thermal oil heating bitumen tanks and pipelines, will translate into an increased turnover and improved productivity of the plant.

T: +27 (0)11 609 5412 • www.colas.co.za

Times have changed, but one thing has remained the same.

TThe magazine that engineers have ed in they appear Engineers as April ) ’s (Denorco Monopumps advert 1979 IMIESA

called their own since 1976.

AND HERE’S WHY... IMIESA is an award-winning magazine that promotes service delivery and the knowledge and practice of infrastructure development in Africa by reaching consulting engineers, municipal engineers and managers through its coverage of the following topics: Environmental Engineering • Mechanical Engineering • Sanitary Engineering Civil Engineering • Computer Engineering • Chemical Engineering • Electrical & Electronics Engineering • Geotechnical Engineering • Transport Engineering To subscribe and/or advertise visit www.3smedia.co.za or call +27 (0)11 233 2600

MEDIA

CONTENTS

CO N T E N T S

PUBLISHER Elizabeth Shorten EDITOR Nicholas McDiarmid HEAD OF DESIGN Frédérick Danton SENIOR DESIGNER Hayley Mendelow DESIGNER Kirsty Galloway CHIEF SUB-EDITOR Claire Nozaïc SUB-EDITOR Patience Gumbo CLIENT SERVICES & PRODUCTION MANAGER Antois-Leigh Botma PRODUCTION COORDINATOR Jacqueline Modise FINANCIAL MANAGER Andrew Lobban MARKETING AND EVENTS COORDINATOR Neo Sithole ADMINISTRATION Tonya Hebenton DISTRIBUTION MANAGER Nomsa Masina DISTRIBUTION COORDINATOR Asha Pursotham SUBSCRIPTIONS subs@3smedia.co.za PRINTERS United Litho Johannesburg +27 (0)11 402 0571 ___________________________________________________ ADVERTISING SALES Jenny Miller Tel: +27 (0)11 467 6223 ___________________________________________________

PUBLISHER: MEDIA No. 4, 5th Avenue, Rivonia 2056 PO Box 92026, Norwood 2117 Tel: +27 (0)11 233 2600 Fax: +27 (0)11 234 7274/5 E-mail: nicholas@3smedia.co.za www.3smedia.co.za ANNUAL SUBSCRIPTION: R530.00 (INCL VAT) ISSN 0257 1978 IMIESA, Inst.MUNIC. ENG. S. AFR. © Copyright 2013. All rights reserved. ___________________________________________________ IMESA CONTACTS IMESA Administration Officer: Narisha Sogan P O Box 2190, Westville, 3630 Tel: +27 (0)31 266 3263 Fax: +27 (0)31 266 5094 Email: admin@imesa.org.za Website: www.imesa.org.za BORDER BRANCH Secretary: Melanie Matroos Tel: +27 (0)43 705 2401 Fax: +27 (0)43 743 5266 E-mail: melaniem@buffalocity.gov.za EAST CAPE BRANCH Clarine Coltman Tel: +27 (0)41 505 8019 Fax: +27 (0)41 585 3437 E-mail: clarinec@africoast.com KWAZULU-NATAL BRANCH Secretary: Rita Matthews Tel: +27(0)31 311 6382 Fax: +27 (0)31 701 2935 NORTHERN PROVINCE BRANCH Secretary: Rona Fourie Tel: +27 (0)82 742 6364 Fax: +27 (0)86 634 5644 E-mail: imesanorth@vodamail.co.za

Proceedings of the 77th Annual Conference of the Institute of Municipal Engineering of South Africa Cover story

IMESA president’s welcome

IMESA chairman’s message

Housekeeping

Conference programme

SPONSORS

PLATINUM

GOLD

PPC Cement

Hatch Goba

Established as the first cement plant in South Africa in 1892, Pretoria Portland Cement (PPC) Company Limited celebrated its centenary as a Johannesburg Stock Exchange (JSE) listed company on 24 February 2010. Today, PPC is the leading supplier of cement in Southern Africa, with eight manufacturing facilities and three milling depots in South Africa, Botswana and Zimbabwe, producing almost eight million tonnes of cement products each year. PPC is firmly committed to black economic empowerment in South Africa and recognises that meaningful participation by black people in the mainstream economy is essential to sustain the country’s socioeconomic objectives.

Hatch Goba is a member of the Hatch Group of companies, which is a global employee-owned, multidisciplinary professional services firm that delivers a comprehensive array of technical and strategic services, including consulting, information technology, engineering, process development, and project and construction management to the energy, mining, metallurgical and infrastructure sectors. Hatch Goba combines its established reputation of infrastructure in transportation, water and wastewater, mining and industrial infrastructure with its African and global expertise and presence. This has resulted in a functional entity with complementary skill sets, regional presence and an expanded client base. Clients recognise Hatch Goba for its ability to bridge the gaps between research and innovative technologies, and between engineering and reliable operations. It is particularly known for working with senior client management to develop business strategies, managing and optimising production, executing projects that involve the scaleup of process technologies and managing start-ups, commissioning and ramp-ups. We are an innovative organisation committed to helping our clients achieve unprecedented and sustained business results through a commitment to quality, lower operating costs, more efficient utilisation of capital assets, higher standards for safety and risk management, faster start-ups and continuous performance improvements in all projects and programmes. Locally, we employ over 1 400 people in South Africa and operate from four regions with six principle offices in Gauteng, KwaZulu-Natal, Eastern Cape and Western Cape.

PPC: The Brand The history of this iconic brand is closely linked to the growth and development of South Africa itself. PPC has produced cement for many of the country’s most famous landmarks and construction projects, including the Union Buildings, Gariep Dam, Van Stadens River Bridge, the Gautrain, Medupi Power Station and some of the newly built stadiums around the country. The PPC cement brands include the market-leading SureBuild brand, Botswana’s Botcem, Zimbabwe’s Unicem and PMC as well as OPC, a special-purpose, rapid-hardening cement that guarantees strength and consistency, giving the assurance of successful building results. A company with a conscience In keeping with its brand vision of helping to build a strong country for future generations, PPC has been socially and environmentally aware for many years before it became a global trend and has invested significantly in community upliftment. To ensure long-term sustainability, we believe in partnering with beneficiaries for three to five years. Being a good corporate citizen is not just about giving money; it is important that beneficiaries are assisted in achieving financial independence and becoming productive members of society and this takes time. Job creation and skills development are vital in the context of high national unemployment and a number of our initiatives seek to address this issue. “Everything that PPC does as a brand is about building a strong country for the future. It is founded on the bedrock of this country’s past, and its growth is a mirror of its strong economic advancement and development,” concludes Richard Tomes, PPC Customer Executive: Cement Sales and Marketing.

Contact Details Bev Stipley +27 (0)11 239 5728 bstipley@hatch.co.za www.hatch.co.za

Contact details Mosele Maloleka +27 (0)11 386 9000 mosele.maloleka@ppc.co.za www.ppc.co.za

SPONSORS

Royal HaskoningDHV

• Utilities management • Enginomic services. Sobek offers a reliable and professional insight in the infrastructure sector. We provide a very high level of practical experience, knowhow, quality and confidentiality. We deliver our services in an international context but with a local understanding of the environment. Our Vision To assist and lead development in the developing economies where infrastructure development is most needed with a paragon of excellence approach, while building relationships with communities, organisations and the people we serve. Sobek is a member of Consulting Engineers of South Africa, the South African Road Federation, International Water Association and a Patron Member of the Water Institute of South Africa (WISA). Sobek is a registered mentor with ECSA, is ISO 9001:2008 certified and a Level 2 BBBEE contributor.

With its headquarters in Amersfoort, the Netherlands, Royal HaskoningDHV is an independent, international project management, engineering and consultancy service provider. Ranking globally in the top 10 of independently owned, non-listed companies and top 40 overall, the company’s 8 000 staff provide services across the world from more than 100 offices in over 35 countries. In Africa, Royal HaskoningDHV employs in excess of 1 000 professionals in a branch network of more than 20 centres. We offer the strategic project expertise across the continent through our bases in South Africa, Botswana, Zimbabwe and Mozambique. As a multinational company committed to enhancing society in partnership with our clients and stakeholders, we are recognised leaders in: • water and transport infrastructure solutions. • sustainable energy solutions • pit to port solutions • urban planning and development. Royal HaskoningDHV works in association with clients, project partners, universities, government agencies, NGOs and many other organisations to develop and introduce new ways of living and working to enhance society together, now and in the future.

Contact Details Ilva Jorgo +27 (0)11 472 9294 ilva@sobek.co.za www.sobek.co.za

WorleyParsons RSA

Contact Details Sharlenee Moodley +27 (0)11 798 6000 johannesburg@rhdhv.com www.rhdhv.com

WorleyParsons is a leading provider of project delivery and consulting services to the resources & energy sectors and complex process industries. Our services cover the full asset spectrum both in size and life cycle - from the creation of new assets to services that sustain and enhance operating assets. Across our comprehensive global network, our four customer sector groups use their extensive expertise to deliver small studies through to mega projects. These customer sector groups are: • Infrastructure & Environment – Complete solutions for the transportation, coastal and marine, water and wastewater, resources and energy, municipal and urban infrastructure sectors. • Hydrocarbons – Full-scope global project delivery in deepwater, floating, subsea and conventional structures, topsides, onshore oil and gas, pipelines LNG, and refining and petrochemicals. • Minerals, Metals & Chemicals – Delivering comprehensive pit-toport projects and solutions in base metals, alumina, aluminium, coal, iron ore, steel and chemicals across the world. • Power – Renewable energy, clean coal, nuclear and natural gas generation, transmission networks and retrofit project solutions from pre-feasibility to asset operation and maintenance.

Sobek Engineering

Sobek Engineering (Pty) Ltd is a multidisciplinary consulting engineering, project management and management consultancy firm operating in the civil infrastructure sector of South Africa, Africa and internationally. Sobek serves the diverse requirements of a developing and changing world by providing specialist services as an integrated service to meet the requirements of our clients in the context of the region and through the following civil engineering market driven business units: • Structural designs • Transportation infrastructure • Water resources management • Water treatment and distribution • Sanitation services • Urban planning and rural development • Construction monitoring • Project management • Geotechnical, environmental and materials services

Global presence Our comprehensive geographic presence enables us to provide our customers with a unique combination of extensive global resources, world-recognised technical expertise and deep local knowledge. We remain committed to the ongoing growth of this global capability through both organic growth and acquisition. Contact details Greg Denton +27 (0)12 745 2013 greg.denton@worleyparsons.com www.worleyparsons.com

SPONSORS

i@Consulting

SILVER AECOM

i@Consulting (Pty) Ltd is a leading specialist in providing infrastructure asset management (IAM) solutions. It prepared national IAM guidelines for local government in South Africa and has been recognised for its inputs to international documents, including the IIMM and imminent ISO for asset management. The company has assisted dozens of organisations in South Africa over the past eight years to develop a sound framework for the management of their infrastructure and property assets – including metros and other local government clients. The company addresses the need for improved management practices at the strategic, tactical and operational levels of the organisation, across all technical sectors, embracing corporate risk as well as financial and performance management. i@Consulting has been responsible for training hundreds of municipal officials in IAM, as well as many others through material availed for use by IMESA. Appropriate solutions are crafted through the combined expertise of the company’s engineers, management consultants, asset management specialists, trainers, accountants, financial planners, urban planners and economists, data analysts, systems experts and GIS specialists – all available under one roof.

AECOM has grown to become the world’s No 1-ranked engineering design firm (Engineering News-Record’s 2012/13 rankings), specialising in engineering, architecture, design, planning and project/ construction management. A Fortune 500 company, AECOM delivers solutions that create, enhance and sustain the world’s built, natural and social environments. With over 45 000 employees based in more than 140 countries, we are able to deliver global expertise with an understanding of local cultures and needs. In Africa, we have brought together the expertise of our legacy companies (BKS & Davis Langdon) to create distinct capabilities that offer clients access to integrated services and seamless delivery. Contact details Dede Bukasa +27 (0)12 421 3500 dede.bukasa@aecom.com www.aecom.com/africa

Contact details Rob Childs +27 (0)12 807 5207 info_icon@mics.co.za www.iatconsulting.co.za

Aurecon South Africa

ILISO Consulting

Aurecon provides engineering, management and specialist technical services for public and private sector clients globally. The group’s government industry team supports cities and regional and national governments in providing a comprehensive range of services. The team’s technical competencies span the entire infrastructure life cycle – from planning, design and construction to operations and maintenance – and encompass services related to energy, housing, transport, solid waste and sanitation, as well as water and wastewater. Aurecon’s integrated, one-stop approach to meeting service delivery challenges extends beyond engineering solutions and includes in-depth expertise on a range of operational, institutional and environmental aspects of infrastructure delivery. The group is renowned for its ability to partner with government entities toward providing communities with high-quality, cost- effective and sustainable services. Recognised for planning and community consultation that leads to successful development outcomes, Aurecon has developed a number of consultation techniques to support integrated, cost-effective solutions that take account of broad-based project and policy objectives, including community surveys, workshops, public meetings, forums and focus groups. For more information, please visit www.aurecongroup.com

ILISO Consulting is a professional services company providing engineering, environmental and project management services. We have over 200 highly competent technical and support staff working together to deliver sustainable high-quality assets that not only meet but also exceed the expectations of our clients. We have fulltime offices in all the major centres in South Africa and undertake projects beyond our borders in collaboration with our strategic partners located in the various countries. ILISO Consulting has established offices in Kampala, Uganda, as well as in Lusaka, Zambia. We have formal relationships with partners in Botswana, Namibia and Nigeria, thus making ILISO Consulting a truly African Company. Thanks to a clear vision, a commitment to living our values and, above all, our outstanding people, the reputation associated with the ILISO Consulting name is that of integrity, innovation, quality and service excellence. Being wholly owned and managed by highly qualified professionals working full-time for the company, ILISO Consulting provides its clients with totally independent technical advice on all projects.

Contact details Lungi Mbanga +27 (0)12 427 2716 lungi.mbanga@aurecongroup.com www.aurecongroup.com

Contact details Clint Koopman +27 (0)12 685 0900 clintk@iliso.com www.iliso.com

SPONSORS

BRONZE Colas

Colas in South Africa is a nationwide supplier and applicator of binders, including bitumen emulsions, modified bitumen, bitumen rubber and cut backs. We also operate in Namibia, Zambia, Kenya, Uganda and Mozambique, which are all focused on the supply, logistics and application of binders. We have major emulsion and modified binder plants in Cape Town, Johannesburg and Durban. We have depots in Port Elizabeth, East London, Bloemfontein and Hectorspruit, giving us a true nationwide coverage. Through our core values of Safety, Ubuntu, Quality, Continuous Innovation and Customer Focus, we strive to live up to our vision of being the safest and the preferred company in the South African Road Surfacing Market. Contact details +27 (0)41 453 2551 dejager@colas.co.za www.colas.co.za

WEC-Consult

WEC-Consult (Pty) Ltd is a dynamic, medium-sized consulting engineering company and was established in 1992 (previously known as Klomp Consult). WEC-Consult is a member of CESA and concentrates on municipal services, roads, water retaining structures, estate developments, low-cost and middle-income housing projects and housing estates. WEC utilises community involvement in projects to ensure that the engineering expertise given remains in balance with the needs of clients in order to ensure that all funds are spent optimally and to the advantage of both the client and community. WEC-Consult was awarded ISO 9001:2008 certification by DEKRA and is a LevelÂ 2 BBBEE contributor. Contact details Theo Portwig 086 111 1441 theo@wec-consult.co.za www.wec-consult.co.za

TJDR 55335

Award-winning projects start with a concrete plan

PPC congratulates the Department of Water Affairs for winning the Fulton Awards for both the Civil Engineering Projects and Sustainable Concrete categories. These awards recognise excellence in the use of concrete on the De Hoop Dam project, one of the biggest Roller Compacted Concrete (RCC) dams in South Africa. The use of immersion-vibrated RCC on this project resulted in excellent interface quality and ﬁnishes. An innovative mix design for both conventional and immersion-vibrated RCC applications resulted in one of the highest construction rates achieved in South Africa, with a peak of more than 130 000m³ of concrete placed in one month. Through the Department of Water Affairs’s innovation and PPC’s strength, we built a solid partnership that delivered an impressive sustainable infrastructure project. 23

Our strength, Your vision.

A D V E R TO R I A L S

Sobek Engineering (Pty) Ltd. is a multi-disciplinary consulting engineering and management firm operating in the civil infrastructure sector. We serve the diverse requirements of a developing and changing world, offering specialist services through market driven business units.

We value professional excellence; integrity; diversity in the work place; our independence and fostering an open and collaborative working environment. Our vision is to assist and lead development in the developing countries where infrastructure development is most needed, with a paragon of excellence approach, while building lasting relationships with the communities, organisations and people we serve.

Sobek is a team of dynamic, experienced consultants and engineers working with passion and full commitment to our client’s project goals.

INTEGRATED WATER RESOURCE DEVELOPMENT AND MANAGEMENT SOLUTIONS bulk water infrastructure; dams, tunnels and hydropower; municipal and industrial water services; water and wastewater treatment; and trenchless technology. Furthermore, this group is supported by more than 100 water and tailings management specialists in North America, South America and Asia-Pacific as well as 7 000 project delivery professionals located in 65 offices worldwide.

Hatch Goba was formed in 2013 from a merger between Hatch’s Africa practice and Goba, which operates across the mining, infrastructure, metals and energy sectors in South Africa and its neighbouring countries. The Hatch Goba Water Business Unit’s capability encompasses the full range of hydrological cycle and all types of water and sewage related infrastructure, centred on an integrated approach to water resource management, and recognising the immense value of water as a key national resource. The joint Water practice of over 100 staff has over 60 years of experience in the planning, design, commissioning and operation of water projects including

Our understanding of local water conditions combined with our project experience and technical knowledge enables us to develop strategic and integrated plans for short and long term water resource management while using practical approaches to minimize capital and operational costs. Hatch Goba has a Level 3 Broad-Based Black Economic Empowerment status, with over 1 500 personnel in six principal offices in South Africa, supplemented by regional satellite and project based offices in various centres throughout Africa.

A D V E R TO R I A L S

Royal HaskoningDHV * 7,000 staff * 100 offices * 35 countries Royal HaskoningDHV, headquartered in Amersfoort

and asset management; and water technology. These

(the Netherlands), is a leading, international consultancy,

services are available through Royal HaskoningDHV in

engineering and project management service provider,

the African region where the firm operates through a

ranking globally in the top of independently owned,

network of 23 offices and employs 1 000 technical and

non-listed engineering consultancy companies and in

support staff.

the top 40 overall.

We specialise in aviation; buildings; industry, energy and mining; infrastructure; maritime and waterways; planning and strategy; rivers, deltas and coasts; transport

E X H I B I TO R S

3S Media

Stand 43

Amanzi Starway

3S Media is a leading media company that was formed as an expansion of Shorten Publications. It is one of the largest business-to-business publishing houses in Southern Africa, with an over 50-year track record of business, trade and technical publishing excellence and proven entrepreneurial skills. The company’s mission is to provide the highest quality print and online products that serve the information needs of our business communities and offer advertisers maximum exposure in their relevant target markets. Its mission to its advertisers is to provide qualified and effective reach, through precise distribution mechanisms, while offering excellence service.

Amanzi Starway is a manufacturer of HDPE spirally wound steel-reinforced pipes. We specialise in producing high-quality, cost-effective drainage and sewerage pipes with the SABS mark of approval and manufacture to SANS 674:2011. We also have South African Patent (2006/02154) for our pipe and the manufacturing technology of the pipe. Starway steelreinforced HDPE pipe is the perfect combination of HDPE and steel that can meet various demands of the different project applications. Our factory is based in East London and we have seen significant growth since establishing in 2008. Contact +27 (0)43 743 0393/+27 (0)43 731 1445 esun@suntex.co.za, willeml@suntex.co.za, smarkus@suntex.co.za www.amanzistarway.co.za

Contact +27 (0)11 233 2600 neo@3smedia.co.za www.infrastructurene.ws

AECOM

AUMA

Stand 28-29

AECOM has grown to become the world’s No 1-ranked engineering designfirm (Engineering News-Record’s 2012/13 rankings), specialising in engineering, architecture, design, planning and project/construction management. A Fortune 500 company, AECOM delivers solutions that create, enhance and sustain the world’s built, natural and social environments. With over 45 000 employees, based in more than 140 countries, we are able to deliver global expertise with an understanding of local cultures and needs. In Africa, we have brought together the expertise of our legacy companies (BKS & Davis Langdon) to create distinct capabilities that offer clients access to integrated services and seamless delivery.

Stand 60

AUMA is an electric actuator specialist. Proven by a 40-year track record, AUMA supplies a wide range of electric actuators and gearboxes. With wide-ranging applications requiring individual solutions, technology that is advanced, easy-to-use and flexible is needed to meet precise requirements. AUMA South Africa, based in Springs, Gauteng, has fully fitted workshops, and competent and experienced sales and technical departments to cater for all valve-actuator needs. The company covers the sub-Saharan Africa market. Contact +27 (0)11 363 2880 mark@auma.co.za www.auma.com

Contact +27 (0)11 666 2000 askafrica@aecom.com www.aecom.com/Where+We+Are/Africa

Afgen

Stand 8

Aurecon

Stand 63

Stand 59

Afgen, established in 1946, offers its clients the best quality surveying and laser instruments and accessories backed up by superior technical knowledge and excellent after-sales service. We are the Southern African distributors for Pentax, Leica Geosystems, Kolida, Altus, Fara and Carlson Software. Our SABS-accredited service centre is fully equipped to care for the most up-to-date electronic and mechanical products.

Aurecon provides engineering, management and specialist technical services for public and private sector clients globally. The group’s government industry team supports governments in providing a comprehensive range of services. The team’s technical competencies span the entire infrastructure life cycle – from planning, design and construction to operations and maintenance – and encompass services related to energy, housing, transport, solid waste and sanitation, as well as water and wastewater. Aurecon is renowned for its ability to partner with government entities, whether with cities and other municipalities, regional or national government bodies.

Contact +27 (0)11 466 2055 info@afgen.co.za www.afgen.co.za

Contact +27 (0)12 427 2489 danie.wium@aurecongroup.com www.aurecongroup.com

E X H I B I TO R S

Aveng Manufacturing Infraset

Stand 14

Bosch Stemele

Aveng Manufacturing Infraset manufactures a diverse range of precast products for the development of infrastructure. These include products such as pipes, culverts, retaining blocks, paving, roof tiles, prestressed poles, masts and railway sleepers.

Bosch Stemele provides specialised multidisciplinary engineering services through focused business units embracing roads, urban engineering services, water, agriculture/irrigation, wastewater, housing, environmental and solid waste. The company provides innovative engineering and project management services that are supported by an ISO 9001/2008 certified quality management system.

Contact +27 (0)11 876 5500 eayers@infraset.com www.infraset.com

Bigen Africa

Contact +27 (0)31 535 6000 turners@boschstemele.co.za www.boschstemele.co.za

Stand 21

BVi

Bigen Africa is a leading infrastructure development company with a solid base in southern Africa. With its vision of improving the quality of life of all through the development of sustainable infrastructure solutions, the company operates on the principle of “doing good while doing business”. In existence since 1971, this dynamic company is constantly identifying changing industry needs and adapting to meet them, to position itself as the thought-leading multinational infrastructure development consultancy with core capabilities in engineering, management consulting and development finance. The company operates from 16 offices across Southern Africa, has eight more offices in other African countries, having recently established itself in Ghana, Botswana and Namibia, and is in the process of actively expanding its African footprint.

Stand 5

BVi is a multi-disciplinary engineering firm that was established in 1967 and is registered with CESA. BVi offers professional services in the fields of civil, structural, electrical and mechanical engineering, as well as project management, town planning and EPCM services. BVi has 15 offices across South Africa and four international offices. Today, the level 2 BEE company has a 47% black ownership status and is 300 head strong. BVi specialises in providing a full range of professional engineering services to local government with special focus on infrastructure development. The company’s labour-intensive approach does not only create employment, but also involves the community. Contact +27 (0)12 940 1111 mdp@bviho.co.za www.bvigroup.co.za

Contact +27 (0) 12 842 8700 pretoria@bigenafrica.com www.bigenafrica.com

Bosch Munitech

Stand 66

Cachet International

Stand 47

Stand 66

Bosch Munitech provides specialist operations and maintenance services to the municipal engineering sector and currently undertakes work in support of municipal water, wastewater and solid waste management services. We work hand in hand with municipalities to provide integrated and practical value for money solutions that balance the technical and social needs of the communities we serve.

Cachet International is the exclusive distributor of the UniTwist Piping System for Hot & Cold Water, Titan DZR brass pipe compression fittings, Vornado DZR brass taps and the new range of pro-close polymer taps. All of these products carry full SABS approval and are subject to standard factory warranties, ranging from 10 to 30 years. Come and visit us at stand 47 and we can discuss the numerous benefits of using our products.

Contact +27 (0)31 535 6000 mccarleys@boschmunitech.co.za www.boschmunitech.co.za

Contact +27 (0)31 240 8100 +27 (0)83 395 0392 ross.anderson@cachet.co.za www.unitwist.co.za www.cachet.co.za

E X H I B I TO R S

CESA

Stand 18

cut backs. We also operate in Namibia, Zambia, Kenya, Uganda and Mozambique, which are all focused on the supply, logistics and application of binders. We have major emulsion and modified binder plants in Cape Town, Johannesburg and Durban. We have depots in Port Elizabeth, East London, Bloemfontein and Hectorspruit, which give us a true nationwide coverage. Through our core values of Safety, Ubuntu, Quality, Continuous Innovation and Customer Focus, we strive to live up to our vision of being the safest and the preferred company in the South African Road Surfacing Market.

Consulting Engineers South Africa (CESA) aims to be the ‘Proud Voice of Consulting Engineering in South Africa’. CESA represents for its members, a body that promotes their joint interests and, because of its standing, provides quality assurance for clients. Over 500 firms employing just over 23 300 staff, who collectively earn a total fee income of almost R19 billion per annum, are members of CESA. CESA aims to: • uphold engineering & professional standards and the maintenance of quality by its members • enhance the professional and business interests of members • serve clients with professionalism, integrity and independence of judgement • improve the quality of life for all South Africans by the promotion of engineering excellence.

Contact +27 11 609 5412 premala.singh@colas-southafrica.com www.colas.co.za

Denso

Contact +27 (0)11 463 2022 general@cesa.co.za www.cesa.co.za

CIDB

Winn & Coales (Denso) has established an international reputation for the reliability of its anti-corrosion and sealing systems, and supplies to public utilities, the construction industry, industrial concerns and do-it-yourself customers worldwide. The company has been at the forefront of the anti-corrosion, weatherproofing and sealing technology for over 120 years. With eight following subsidiary companies worldwide, Winn & Coales (Denso) is able to draw upon a wealth of experience in producing products to deal with corrosion and sealing problems in many types of environment. Denso South Africa has a well-established manufacturing facility in Durban and manufactures products for the South African, African and international export markets. All the products are made to Winn & Coales (Denso) specifications.

Stand 19

The CIDB is established in terms of the Construction Industry Development Board Act 38 of 2000 to provide strategic leadership to construction stakeholders to stimulate sustainable growth, reform and improvement of the construction industry. Among others, the Act mandates the cidb to: • promote sustainable growth of the construction industry and the sustainable participation of the emerging sector • promote uniformity in construction procurement • establish the registers of contractors and of projects to systematically regulate and monitor the performance of the industry and its stakeholders for sustainable growth, delivery and empowerment. The CIDB has a footprint in all provinces. For more information visit: www.cidb.org.za

Contact +27 (0)31 569 4319 ryan@denso.co.za www.denso.co.za

Department of Public Works

Contact +27 (0)12 482 7200 cidb@cidb.org.za www.cidb.org.za

Colas

Stand 52

Stand 70-71

The national Department of Public Works is mandated by government to coordinate the implementation of Expanded Public Works Programme (EPWP), which aims to address the following: creation of work opportunities, training and skills development, and emerging contractor development. These interventions are aimed at alleviating poverty through promotion of labour-based methods in construction and maintenance of public infrastructure. The EPWP encompasses four sectors as follows: infrastructure sector, environment and culture sector, social sector and non-State sector.

Stand 2

Contact +27 (0)87 357 2300 Khomotso.gosebo@dpw.gov.za www.epwp.gov.za

Colas in South Africa is a nationwide supplier and applicator of binders, including bitumen emulsions, modified bitumen, bitumen rubber and

E X H I B I TO R S

Elster Kent Metering

Stand 74-75

manufacturer and supplier of GRP pipes and fittings to users, owners, installers, traders and utility managers in civil engineering, mining, industrial and agricultural market segments located in sub- Saharan Africa as well as the Indian Ocean Islands. Our financial goals will be achieved through intensive focus on quality products, excellence in customer service and manufacturing efficiency. Our vision is to be the preferred supplier of piping solutions in sub-Saharan Africa through our GRP product range.

Elster Kent Metering retains its position as Southern Africa’s leading water metering solutions company by employing constant innovation to meet the ever-changing challenges of the South African market. Many of the solutions developed by the company in South Africa can be applied in the rest of the continent, thereby giving the company the competitive edge in Africa. The product range encompasses: • domestic volumetric and multi-jet meters (both brass and plastic bodied) • meter boxes (surface type, above ground and wall mounted) • commercial water meters • automatic meter reading solutions on all of the above • prepaid metering solutions for domestic housing • smart hybrid water meters • smart full electronic water meters.

Contact +27 (0)11 065 2300 sales@fiberpipe.co.za www.fiberpipe.co.za

Fibertex South Africa

Fibertex South Africa is the largest manufacturer of non-woven needle punched staple fiber geotextiles in South Africa and is based in Hammarsdale, KwaZulu-Natal. The ISO 9001: 2008 accredited company has a stateof-the-art production line with a fully automated process and integrated quality control system ensuring the manufacture of quality geotextiles. Fibertex geotextiles can be manufactured from either virgin polypropylene or recycled polyester fibres. The geotextiles are unique, owing to a combination of needling and thermal process. The comprehensive range of geotextiles is ideally suited for the use in civil engineering and building applications. Geotextiles Africa, a division of Fibertex with regional sales offices in Johannesburg, Cape Town and Durban, stocks a full range of Geosynthetic products and Fibertex geotextiles.

Contact +27 (0)11 470 4900 mark.shamley@za.elster.com www.elstermetering.com

Energy Training Foundation

Stand 26

Contact +27 (0)31 736 7100 rcl@fibertex.com www.fibertex.com

The Energy Training Foundation (EnTF) is the sole approved training partner of the US-based Association of Energy Engineers (AEE) for the Southern African region and the training provider for the Southern African Association for Energy Efficiency (SAEE). AEE has been running certification programmes of energy engineers for 36 years and the qualifications are accepted in 89 countries. AEE training programmes on offer include: Certified Energy Manager, Certified Measurement and Verification Professional, Certified Renewable Energy Professional and Certified Energy Auditor. Other training courses offered include: Fundamentals of Energy Management Training, Energy Management System Implementation, Building Operator Certification, Building Energy Auditor Training and on-site custom courses.

GAST South Africa

Stand 84-85

GAST was formed in 1961 in Pretoria, originally manufacturing cutting edge polymeric & waterproofing coatings for dams and reservoirs. Since then, GAST has expanded into providing numerous other services to the construction and civil industries in over 28 different countries via its consulting and contracting divisions. With more than 9 200 projects completed, GAST provides services & products for the waterproofing, geosynthetic and pipeline industries, this also includes bulk water supply, water purification, poverty alleviation projects and mainstream consulting (35 professionals) The GAST Geosynthetics division has been in existence for over 32 years, providing the African, European & US with unsurpassed service and industry-leading quality systems for various turnkey solutions ranging from design and supply to installation. This service covers the full spectrum of geosynthetic products.

Contact +27 (0)41 367 1041 info@entf.co.za www.energytrainingfoundation.co.za

Fiberpipe

Stand 35

Stand 68

Contact +27 (0)12 660 1616 info@gast.co.za www.gast.co.za

Fiberpipe is the sole manufacturer in sub-Saharan Africa of Flowtite™ and Vectus glass fibre reinforced (GRP) pipes and fittings. We manufacture pipe and fittings locally for the use in potable, raw, sea, industrial, waste, sewer and bulk water applications. Our mission is to be the leading

E X H I B I TO R S

GIBB Engineering & Science

Stand 3

array of technical and strategic services, including: consulting, IT, engineering, process development, project and construction management to the energy, mining, metallurgical and infrastructure sectors. Holding a Level 3 BBBEE status, with over 1 500 personnel in South Africa and Africa, the company is committed to helping our clients achieve overall assiduous results and continuous performance improvements in all projects and programmes. Hatch Goba combines Hatch’s African and global expertise with GOBA’s established reputation of infrastructure in transportation, water and wastewater, mining and industrial infrastructure.

GIBB remains one of the largest independently owned South African consulting engineering firms. GIBB’s multi-disciplinary consulting, design and management approach allows for the development of projects in a holistic way, providing clients with solutions to complex issues that face all sectors the industry today. With a level 2 BBBEE status, the firm’s integrated group of highly trained engineers, scientists and project managers provide cost-effective solutions and specialist services in a wide range of markets. Broadly, these markets include: • transportation • freight and logistics • power and energy • water • sanitation • housing and community infrastructure • property development • geotechnical and tunnelling • natural and built environment • mining infrastructure • health infrastructure • education facilities.

Contact +27 (0)11 239 5813 lmooka@hatch.co.za www.hatch.co.za

Herrenknecht

Herrenknecht is a technology and market leader in the area of mechanised tunnelling systems. As the only company worldwide, Herrenknecht delivers cutting-edge tunnel boring machines for all ground conditions and in all diameters – ranging from 0.10 to 19 meters. The Herrenknecht product range includes tailor-made machines for transport tunnels (traffic tunnelling, Ø > 4.2 meters) and supply and disposal tunnels (utility tunnelling, Ø < 4.2 meters). The company also produces state-of-the-art deep drilling rigs that drill down to depths of 8 000 meters as well as plants for the exploration of shallow geothermal energy.

Contact Mr Linda Nama +27 (0)41 392 7500 lnama@gibb.co.za www.gibb.co.za

GLS Consulting

Stand 9-10

Stand 41

Contact +49 7824 3020 info@herrenknecht.com www.herrenknecht.com GLS Consulting has been in business for 25 years and provides a specialist service related to the optimal analysis, planning and management of water distribution and sewer reticulation systems. GLS also applies high level technology in related areas of engineering, such as the development of water demand management strategies, performing of analyses for the purposes of pipeline replacement prioritisation, performing of system risk analysis and quantifying pertinent parameters required for the purposes of asset management. The company is the South African market leader in its field of expertise, serving large clients, such as Johannesburg Water, Ekurhuleni MM, City of Cape Town and City of Tshwane, as well as more than 40 other municipalities, including all towns in the Western Cape province.

Hydro-Comp Enterprises

Hydro-Comp Enterprises is an international information technology and consulting group of companies specialising in integrated management system and related consulting services for government. Hydro-Comp provides unique combination of engineering, consulting services and management systems aimed at improving overall municipality performance and efficiency. Its consulting services range from network optimisation to non-revenue water reduction, management systems, asset management, work order and maintenance management as well as integrated engineering analysis. Currently the company operates in Africa, Europe and Asia, with offices in South Africa, Botswana, Cyprus, Egypt, the Middle East and India.

Contact +27 (0)21 880 0388 nicky@gls.co.za www.gls.co.za

Hatch Goba

Stand 22

Stand 6-7

Contact +27 (0)11 304 9420 mokgosi@edams.co.za www.edams.com

Hatch Goba is a member of the Hatch Group of companies, a global employee-owned, multidisciplinary firm providing a comprehensive

E X H I B I TO R S

i@Consulting

Stand 42

the solution of choice for infrastructure asset managers. It provides the capability to create the geo-referenced fundamental asset inventory that underpins any asset management strategy regardless of size or complexity, and to store this information in a configurable asset register. From this point, IMQS is well positioned to support any asset management initiative which will ultimately result in better infrastructure on which to build an economy and to deliver a professional service.

i@Consulting is a leading specialist in providing infrastructure asset management solutions. The company has assisted dozens of organisations in developing a sound management framework for infrastructure and property assets – addressing the need for improved strategic planning and decision-making, linked to risk and performance management, detailed technical assessments and budget processes, as well as informing asset accounting processes in an integrated fashion. Integrated solutions are established through the combined expertise of its engineers, management consultants, asset management specialists, accountants, financial planners, urban planners and economists, data analysts, systems experts and GIS specialists – all available under one roof.

Contact +27 (0)21 880 2712 willem@imqs.co.za www.imqs.co.za

Incledon

Contact +27 (0)12 807 5207 info_icon@mics.co.za www.iatconsulting.co.za

Ilifa Africa Engineers

Incledon, born in South Africa during the early mining era, provides a comprehensive range of preferred and highly recognized brands of pipes, as well as fittings, flanges, pipe, couplings, valves, pipe working, threading and grooving tools, HDPE pipe systems, pumps, water meters and ancilliary equipment. Incledon distributes products and support in the fluid conveyance markets, servicing the engineering, industrial, mining, municipal, civil, agricultural, infrastructure, plumbing, residential and irrigation sectors. Incledon is nationally positioned, through a network of 17 branches, throughout South Africa, with a pedigree of service knowledge and total integrity capability.

Stand 75b

ILIFA Africa Engineers offers a wide range of engineering and consulting services for a diverse group of clients. Founded in 1981, the firm has developed a solid reputation for client service, and engineering and consulting excellence. With offices throughout South Africa, we give our clients the service of a local firm with the depth and expertise of a large firm. Science and engineering can meet to successfully address the challenges to our environment and the sustainability of life as we know it. We are committed to improving the living quality of all people through sustainable infrastructure developments.

Contact +27 (0)11 323 0800 info@incledon.co.za www.incledon.co.za

JOAT Group

Contact +27 (0)11 955 5334 rand@ilifa.biz www.ilifa.biz

IMQS Software

Stand 12-13

Stand 46

JOAT Group is a dynamic company offering expertise in the water, wastewater and agricultural industries with more than 50 years’ experience to draw from. The JOAT Group of companies specialises in all aspects of water management, instrumentation, control and measuring devices, energy and system optimisation, and any industry-related equipment sales. Competent, professional and attentive staff are available to provide prompt assistance. Our focus is on producing sustainable solutions for local conditions, drawing on experience and technology not only from South Africa, but also from an established international network of partners.

Stand 53

IMQS is a market leading, proudly South African, internationally recognised software company that provides strategic and operational decision support solutions to the municipal infrastructure asset management environment. By leveraging the latest browser, cloud and desktop technologies as well as its own proprietary GIS software, IMQS has created a modern, device independent solution with a clean well designed interface that is intuitive to use, through which the user can access information in real time and in a geo-referenced manner. Using an open, service based architecture IMQS seamlessly integrates with other mission critical systems and is thereby able to extract information from underlying engineering, maintenance and ERP systems to intelligently inform and add value to a client’s systems and infrastructure investment. IMQS supports all national and international standards like GRAP and PAS55, making it

Contact 031 700 1177 sales@joat.co.za www.joat.co.za

E X H I B I TO R S

KCS Consultants

Stand 20

across all the entities to create value for all stakeholders. LTE, Helping Build a Better Africa. Contact +27 (0)11 635 8600 info@lteconsulting.com www.lteconsulting.com

KCS Consultants was founded in 1996. Our goal is to provide a high level of service backed up by highly qualified technical staff. In addition to providing consulting engineering and project management services, we are also the developers of the Civil Suite software incorporating Terrain, CAD, GIS, Road, Sewer, Water, Pipeline and Stormwater design modules. The software is used extensively to assist with the planning, design and management of municipal infrastructure, underlying the usefulness of the software and its functionality. The Civil Suite software is also being constantly expanded upon, thereby further enhancing our offering and exceeding our client’s needs.

Maccaferri SA

Maccaferri SA, manufacturer of hexagonal woven steel wire mesh, commonly referred to as double twist mesh used in the manufacture of gabions, mattresses and other engineering products, is a subsidiary of the worldwide industrial group Maccaferri and is synonymous with researching, designing and developing sophisticated high-quality products for solving problems related to the preservation of the environment. We offer a vast range of geosynthetic products, turf reinforcement mats, erosion control blankets, composite drainage systems, articulated concrete block mattresses, mechanically stabilised earth wall options and rockfall protection systems in addition to our mesh products. For more information please visit www.maccaferri.co.za

Contact +27 (0)41 373 6729 kcsimon@kcs.co.za www.kcs.co.za / www.civilsuite.com

LA Health Medical Scheme

Stand 27

Stand 66b

Contact +27 (0)87 742 2710 moragh.dann@maccaferri.co.za www.maccaferri.co.za

LA Health Medical Scheme has been operating in the local government sector for more than 47 years and is the largest restricted medical scheme in local government, providing medical scheme cover to more than 110 000 local government members and their families. During the window period in October and November this year, the scheme and its brokers will explain its five highly competitive and affordable products in detail at information sessions. Please ask your employer where and when these sessions will be held.

Mainline Civil Engineering

Stand 40

For more information e-mail us at service@discovery.co.za or call us on 0860 103 933. Mainline Civil Engineering Contractors is at the cutting edge of tunnelling and pipeline rehabilitation, using the latest techniques and equipment to ensure minimal environmental impact and social disruption. The company has over 80 years combined experience nationally and internationally offering infrastructure technology to all service providers and utilities, coupled with state-of-the-art equipment.

Contact www.lahealth.co.za

LTE Avert

Stand 72-73

Contact +27 (0)11 440 8095 gideon@mainlinesa.co.za www.mainlinesa.co.za

Monitor Pumps & Systems

LTE Group is a South Africa-based holding company with a diverse portfolio of vibrant entities that provide a comprehensive range of services. The Group operates in a number of sectors and has extensive operations across Africa. The LTE Group has grown formidably in areas of engineering consultancy, project management, social facilitation, finance, architecture, rail, it and healthcare. The Group has made significant strides in renewable energy and the pioneering of low-cost modular housing. The Group’s main objective is to drive positive performance

Stand 77

We supply, advise and consult on seal-less diaphragm pumps that handle the difficult fluids that destroy other pumps, chopper pumps for

E X H I B I TO R S

Nokweja Engineering

various installation types that does not need any pre-macerating of any kind with a surprising number of cutting devices, clean water pumps for water supply and pressure boosting, submersible pumps for general domestic dewatering, mixing systems, top-of-the-line heat exchangers for wastewater & biogas plants and high-quality mechanical separation equipment for a variety of industries and applications.

Nokweja Engineering provides engineering and project management services in mechanical and electro-mechanical engineering installations within the framework of our core capabilities of electro-mechanical installations and solutions: • water, fluid transit, treatment systems • electrical installations and maintenance • water retaining structures – concrete and steel . Nokweja Engineering offers water service authorities and industrial facilities water and wastewater treatment facility operations management & technical capacity building, in partnership with the client. Nokweja is focused on improving the performance of existing assets and maintaining quality operations. Nokweja Engineering’s technicians provide capacity and capability support to the client operations of treatment plants. This helps to prevent unscheduled interruptions, catastrophic breakdowns and ensure the facilities comply with environmental and water quality standards.

Contact +27 (0)11 618 3860 wim@monitorpumps.co.za www.monitorpumps.co.za

Mott MacDonald PDNA

Stand 80

Our new Mott MacDonald PDNA business combines our complementary skills, experience, leading edge abilities and best practise into a singlesource, end-to-end capable of delivering the complex next-generation projects that will drive Africa’s social and economic success. With 800 people in 15 centres in South Africa, Botswana, Mozambique, Uganda and Mauritius – and with immediate reach-back to nearly 15 000 colleagues around the Mott MacDonald world – we have an unrivalled ability to provide the diversity and cutting-edge thinking needed to deliver. Services that help people better their lives; projects that contribute to Africa’s social and economic transformation – that’s the common goal bringing us together.

Contact +27 (0)32 947 2684/5 mphokho@nokweja.co.za

Odour Control Group

Contact +27 (0)11 566 8300 Johannesburg@mottmacpdna.co.za www.mottmacpdna.co.za

National Cold Asphalt

Stand 76b

Stand 17

Malodours arise as byproducts of production and waste handling processes. Since odour control solutions can be capital intensive, coupled with the treatment of complex and often open systems, the implementation of ill-conceived solutions invariably result in disappointment. The OCG was established to provide well-engineered and pedigreed odour control solutions to effectively handle these issues. The members of the OCG specialise in the design, installation and maintenance of odour control systems for municipal, industrial and commercial applications. The Group also offers emergency and temporary odour control treatments.

Stand 30

Contact Hennie Smal at VitaCure +27 (0)22 4481544 • +27 (0)21 552 9799 hennie@vitacure.co.za www.odorcure.com

At National Cold Asphalt (NCA), we have adopted a philosophy, mission and commitment that goes way beyond the supply of high-quality cold/warm mix materials to simply fill potholes. NCA is a subsidiary of the Raubex Group, and as such it is a key objective to ensure the development of all SMMEs, in particular those from CIDB 1 to 6. Besides offering a top quality, storable cold mix asphalt, available in fine and base grades, bagged or bulk, we have recently introduced LT40 Asphalt (hot mix in a bag) to the South Afr can market. Incorporating an additive made from 100% natural and renewable resources, LT40 Asphalt allows contractors ease of use of quality asphalt in a bag, offering results comparable to HMA.

Osborn Engineered Products

Stand 31

From design concept and manufacture to installation and commissioning, Osborn provides the world mining and quarry markets with a full range of crushers, modular plants, mineral sizers, feeders, coal crushers, laboratory equipment, screens and conveyor idlers. Osborn is a member of the Astec Industries Inc group of companies, a leading American manufacturer of plant and equipment for aggregate processing, asphalt road building and pipeline and utility trenching. With one of the largest manufacturing facilities in South Africa, Osborn offers commissioning, spares and after-sales service on all products. The company

Contact +27 (0)84 357 5580 shane@nationalcoldasphalt.co.za www.nationalcoldasphalt.co.za

E X H I B I TO R S

works strictly to national and international standards and has been ISO 9001: 2008 (Quality Management System) certified since 2003, ISO 14001:2004 certified for good environmental management since 2008 and achieved OHSAS 18001: 2007 system certification for occupational health and safety management since 2004.

bevelling equipment as well as subsea cutting equipment. Our customers vary from municipalities to petrochemical contractors. Razven Solutions is the authorised distributor for EH Wachs machines and equipment in South Africa. The valve maintenance range of machines is robust and mobile, feature GIS data interface capabilities and is controllable through a pre-programmable handheld controller (with GIS information).

Contact +27 (0)11 820 7600 osborn@osborn.co.za www.osborn.co.za

PPC Cement

Contact +27 (0)21 981 4800 info@razven.co.za www.razven.co.za

Stand 64-65

Road Material Stabilisers

Established as the first cement plant in South Africa in 1892, Pretoria Portland Cement (PPC) Company celebrated its centenary as a Johannesburg Stock Exchange (JSE) listed company on 24 February 2010. Today, PPC is the leading supplier of cement in Southern Africa with eight manufacturing facilities and three milling depots in South Africa, Botswana and Zimbabwe, producing a most eight million tons of cement products each year. PPC is firmly committed to black economic empowerment in South Africa and recognises that meaningful participation by black people in the mainstream economy is essential to sustain the country’s socioeconomic objectives.

The LBS Asphalt system developed by Road Material Stabilisers, is a proven labour-intensive road surfacing and road repair system. This technology, backed by a detailed feasibility study, complies with TRH8 specifications and has been successfully used by numerous road authorities since 2004. LBS Asphalt is currently being used as the preferred surfacing option for SANRAL’s Contractor Development Programme in the Eastern Cape and is recognised by the Expanded Public Works Programme as a genuine labour-intensive road surfacing and repair solution. LBS Asphalt is a quality, cost-effective cold mix asphalt designed to stimulate local economic development.

Contact +27 (0)11 386 9000 info@ppc.co.za www.ppc.co.za

Pragma

Contact +27 (0)11 390 3499 info@roadmaterial.co.za www.roadmaterial.co.za

Stand 49

Robor Pragma delivers whole of life asset management services across various industries around the globe. We view our service as a strategic partnership that contributes to improved asset performance, cost savings and risk containment. A range of PAS 55 aligned and GRAP and IFRS compliant business processes forms the basis of our Asset Care Centre service, consulting and training. Our enterprise asset management system, On Key, complements the Asset Care service, giving real time access to asset data. The Pragma Academy offers a Certificate in Asset Management as well as accredited short courses. Visit www.pragmaworld.net for more information.

Stand 82-83

Robor is a world-class steel tube and pipe manufacturer based in Southern Africa. It manufactures and supplies welded tube and pipe, precision tube, pipe systems, galvanising services, scaffolding, structural solutions, carbon steel coil, plate, sheet, structural profiles, and cold formed and rolled steel profiles, and various complementary value adding services. Robor Pipe Systems supplies both coated and uncoated steel pipe, innovative jointing systems and pipeline accessories such as fittings, flanges and couplings for the successful installation of complete water pipelines. Robor Pipe Systems answer to abrasive and erosive water challenges, such as coarse mine water and hydro transport pipelines, is its Steel Polypipe product. Robor Pipe Systems utilises corrosion protection, abrasion and cathodic protection, as well as additional products that add a longer lifespan and functionality to pipelines.

Contact +27 (0)21 943 3900 nicojobe.mabaso@pragmaworld.net www.pragmaworld.net

Razven Solutions

Stand 76

Stand 50

Contact +27 (0)11 971 4300 deonk@robor.co.za www.robor.co.za

Razven Solutions provides a wide variety of specialised solutions from valve maintenance machines and equipment to cold cutting and

E X H I B I TO R S

Royal HaskoningDHV

Stand 78, 86

South Africa in the global economy • delivering relevant conformity assessment services that facilitate access to markets for South African industry, thereby improving its competitiveness in the global trade environment. The SABS, with its rich history of standardisation, will continue to play a significant role in providing industry the quality edge. Contact +27 (0)86 127 7227 info@sabs.co.za www.sabs.co.za

Royal HaskoningDHV * 7 000 staff * 100 offices * 35 countries. Royal HaskoningDHV, headquartered in Amersfoort (the Netherlands), is a leading international consultancy, engineering and project management service provider, ranking globally in the top of independently owned, non-listed engineering consultancy companies and in the top 40 overall. We specialise in aviation; buildings; industry, energy and mining; infrastructure; maritime and waterways; planning and strategy; rivers, deltas and coasts; transport and asset management; and water technology. These services are available through Royal HaskoningDHV in the African region where the firm operates through a network of 23 offices and employs 1 000 technical and support staff.

Saint-Gobain

PAM, previously known as Saint-Gobain pipelines, is part of the SaintGobain Pipe activity – the number one producer of pipe systems worldwide. PAM designs, produces and markets a complete range of solutions dedicated to drinking water supply, sewerage and evacuation of wastewater. For 150 years, its reputation in the pipe industry has been based on its know-how, the reliability of its products and on the performance of the service offered to customers. PAM manufactures products to optimum quality in compliance with European, international and local standards. Ductile iron pipe withstands any incidents that occur during transport, handling, installation and operation, and complies with the customer’s specifications. Municipal castings combine excellent strength, innovative design and durability.

Contact +27 011 798 6000 info@rhdhv.com www.rhdhv.co.za

SA Leak Detection Distributors Stand 38-39

Contact +27 (0)12 657 2800 nicolas.fuchs@saint-gobain.com www.saint-gobain.co.za

SA Leak Detection Distributors is a supplier of relining technology, water leak detection equipment, utility location equipment, CCTV and pipe inspection cameras in Southern Africa suited for municipal, commercial and residential use. Pinpointing the leak is not enough; we supply unique technology to seal leaks using nu flow liquid epoxy – an innovative green technology that is able to rehabilitate the inner infrastructure of deteriorating or failing water piping and drainage piping using an array of cured-in-place epoxy pipe lining solutions. We also offer both leak detection and utility location training throughout Southern Africa. The blend of South African needs with three continents’ technology has resulted in cutting-edge pipe diagnostic and relining service and products.

SBS Tanks

Stand 81

Established in 1998 and based in South Africa, SBS™ Water Systems is a Proudly South African, Level 2 BBBEE company specialising in liquid storage solutions. Using advanced design facilities in collaboration with the leading structural engineers within South Africa, SBS™ has designed tanks suitable for the harsh South African climate and for export into Africa and worldwide. The range of SBS Tanks™ is engineered and manufactured using proven technology and the highest quality materials available, delivering technically superior and competitively priced liquid storage tanks. The wall panels and roof sheets of all SBS Tanks™ are made of Zincalume®, thus rendering SBS Tanks™ highly resistant to corrosion. All SBS Tanks™ are fitted with an approved liner that prevents water coming into Contact with the wall panels.

Contact +27 (0)11 425 3379 info@saleak.co.za www.saleak.co.za

SABS

Stand 4

Stand 51

The SABS is the leading standardisation body on the African continent and one of the top 10 certification bodies in the world. The SABS offers world-class conformity assessment services and customised product offerings, including a wide range of accredited certification and testing services, as well as training. The SABS contributes to the efficient functioning of the economy by: • developing standards to advance the socio-economic well-being of

Contact +27 (0)31 716 1820 info@sbstanks.co.za www.sbstanks.co.za

E X H I B I TO R S

Sensus

Stand 1

understanding. We talk knowledgeably about the local and geographical issues faced by our customers. We respond to our customers quickly, wherever they are, in an approachable and friendly way. Contact +27 (0)31 792 6500 headoffice@za.sika.com zaf.sika.com

Sensus is reportedly the largest water meter manufacturer with factories and outlets located worldwide. It specialises in the supply of bulk and domestic water meters and water management equipment to municipalities and water authorities. Formerly known in South Africa as Meinecke Meters, Sensus has been the principal supplier of meters and logging equipment for the past 30 years. As a leader in the development of the next generation of ‘intelligent’ meter reading devices or AMR, Sensus aims to improve the cost-efficiency of water resource management.

Silica Quartz

Contact +27 (0)11 466 1680 sales.za@sensus.com www.sensus.com

Sika

Stand 37

Just outside Delmas lies Silica Quartz. The opencast mine supplies highgrade silica sand and grit to the glass, industrial, mining, filtration and leisure industries. Extensively used in golf course construction, water purification and the glass industry, our product is dried and sized to meet the specific needs of our valued customers.. Silica Quartz’s ISO 9001 accreditation ensures the highest quality product and guarantees strict standards in regards to plant maintenance and service quality. Despite the volume of production, our product is always carefully recovered with the awareness that what we do, and how we do it, affects our surroundings. At Silica Quartz, we know the earth holds us accountable for our actions, and we are committed to responsible mining practices that minimise our environmental impact.

Stand 58

Sika is a global company with a worldwide network of subsidiaries active in the fields of speciality chemicals for construction and industry. Sika is committed to quality, service, safety and environmental care. Our worldleading branded products are all proven solutions and are based on our core capability in the following areas: sealing, bonding, damping, reinforcing and protecting. Each product and service reflects our commitment to the three core values that define our company: innovation, consistency, and partnership. We speak from experience and with a global

Contact +27 (0)13 665 7900 greg@silq.co.za / reinet@silq.co.za www.silq.co.za

ACCURATE. FAST. ROBUST. THE ALL NEW VERMEER PD10 PILE DRIVER. VERMEER HELPS MEET YOUR TOUGHEST CHALLENGES. To answer the solar industry’s need for quick-working, accurate equipment, Vermeer has developed the productive PD10 pile driving machine, speciﬁcally designed to meet the tight tolerances demanded by commercial solar contractors and the expansive solar ﬁelds they install. To learn more, search “Vermeer PD10” on YouTube.

Tel. +27 (0)11 608 0893, or 0861 VERMEER (local) info@vermeer.co.za or visit www.vermeer.co.za.

E X H I B I TO R S

Sizabantu Piping Systems

Stand 67

Our vision: To assist and lead development in the developing economies where infrastructure is most needed with a paragon of excellence approach, while building relationships with organisations, communities and the people we serve. Sobek is a member of CESA, SARF, IWA and a Patron Member of WISA. Sobek has a registered mentorship programme with ECSA, is a Level 2 B-BBEE contributor and is ISO9001:2008 certified.

Sizabantu Piping Systems is the leading total piping solution supply company in Southern Africa, with our main focus being PVC & HDPE piping solutions. We have an established branch network trough out South Africa and neighbouring countries. On top of all the standard PVC & HDPE pipe and related items we are extremely excited in bringing MOLECOR O-PVC pipe up to 630 mm Class 25 to the South African market. O-PVC is the future of high-pressure pipelines with immense strength and obvious PVC advantages. The MOLECOR O-PVC also carries the full SANS 16422: 2008 for O-PVC pipe.

Contact +27 (0)11 472 9294 gen@sobek.co.za www.sobek.co.za

South African Geomatics Institute

Stand 62

Contact +27 (0)11 237 2200 sean@sizabantups.co.za www.sizabantupiping.co.za

SMEC South Africa

Stand 16

SAGI is the voice of the survey profession and the mark of confidence in surveying and geo-spatial services. SAGI encourages members to provide appropriate solutions for land development, infrastructure, service delivery, resource management, land reform and administration, and geo-spatial information. SAGI members offer a range of geo-spatial services including engineering and infrastructure surveys, 3D laser scanning, aerial surveys, route (pipe, road, rail, power-line), property and township surveys, mining and GIS services. SAGI membership is voluntary and open only to people registered with the PLATO Council. SAGI represents more than 72% of the private sector registered surveyors in South Africa.

SMEC was formally established in Australia in 1970, although the company’s origins date back to 1949. SMEC is one of the world’s leading engineering and development consultancies with a network of over 70 offices in 36 countries around the world. Vela VKE joined the SMEC group in July 2012 and is now known as SMEC South Africa. The firm provides high-quality consultancy services for major infrastructure projects in Southern Africa and beyond. SMEC South Africa offers a range of professional consulting engineering services covering: • conceptualisation • planning and feasibility studies • design • project, programme and asset management • construction, administration and monitoring • operation • maintenance and rehabilitation of infrastructure.

Contact +27 (0)31 563 9481 admin.officer@sagi.co.za www.sagi.co.za

Southern African Society for Trenchless Technology

Contact +27 (0)41 363 6777 portelizabeth@smec.com www.smec.com

Sobek Engineering

Stand 61

The Southern African Society for Trenchless Technology operates in the manner of a learned society. Trenchless technology is actively promoted. A special effort is the development of SASTT standard specifications for trenchless technology. These specifications are being drafted with an eye on constraints such as the technical skills of site operatives. This work is generously supported by sponsorships from corporate members of SASTT. SASTT is able to provide advice about the full spectrum of trenchless technology. In this way, SASTT contributes to the eradication of poverty, the health of the people of Southern Africa and the sustainability of our planet.

Stand 23

Sobek is a consulting engineering, project management and management consultancy firm operating in South Africa, Africa and internationally. We offer a reliable and professional insight in the infrastructure sector with a high level of practical experience, know-how, quality and confidentiality. We deliver our services in an international context but with a local understanding.

Contact +27 (0)12 567 4026 director@sastt.org.za www.sastt.org.za

E X H I B I TO R S

Southern Mapping

Stand 54-55

Tecroveer

Southern Mapping Geospatial (SMG) is a leader in providing topographic surveying and mapping for a variety of industries and sectors. The company combines aerial Lidar and Hyperspectral technologies to produce highly accurate data used to create plans and maps. The SMG team of highly skilled surveying and geographical information system (GIS) staff offer services to support civil engineering and infrastructure development, mineral exploration and mine management, environmental planning and rehabilitation, as well as urban and agricultural planning. Linear route surveying allows for accurate surveys for the planning and documenting of power lines, pipelines, railway lines and all forms of infrastructure, whether new or existing. Southern Mapping Geospatial is the only Aerial Lidar and survey Company in South Africa that has a Level 1 BEE status.

Tecroveer is an established OEM water engineering company with over 35 years’ experience in the execution of multidisciplinary turnkey water treatment projects across Africa. Tecroveer is a technology-driven company that designs processes, manufactures, installs and commissions world-class solutions that complement international technology partner agreements, which ensure that appropriate solutions are delivered for domestic wastewater, drinking water, sludge treatment and handling, as well as mine/industrial water treatment challenges. Tecroveer has been cleaning water for future generations since 1976. Becon Watertech, a recognised supplier of small robust wastewater treatment technologies, is part of the Tecroveer Group. Contact +27 (0)11 752 1191 gbrown@tecroveer.co.za www.tecroveer.co.za

Contact +27 (0)11 467 2609 dumi@southernmapping.com www.southernmapping.com

SRK Consulting (South Africa)

Stand 11

Total Geo-spatial Information Solutions

Stand 69

Stand 36

SRK Consulting (SA) is an independent, international consulting practice of professional engineers and scientists providing a comprehensive range of technical consulting services to the natural resource industry. Our services cover the many and diverse aspects of exploration, mining due diligence studies, engineering studies, compilation of competent/qualified persons reports, tailings and waste, water, groundwater, environmental and social issues, geotechnics, mining related civil and structural engineering, roads and reinforced concrete, regulations on electrical substations and their specifications, municipal engineering, rail and special projects. Established in Johannesburg in 1974, SRK now employs more than 1 700 professionals internationally in over 50 offices on six continents.

TGIS is a market-leading land, infrastructure and systems management professional. TGIS was the first company in Southern Africa to acquire 3D mobile mapping technology. It still leads the field in the application of the technology and software required to extract and deliver value to clients. We deploy asset register software and services to achieve both clean audits as well as long-term asset management benefits. TGIS is a GIS software and data expert with a host of special applications, tools and skills to meet your everyday needs.

Contact +27 (0)11 441 1111 johannesburg@srk.co.za www.srk.co.za

Contact +27 (0)12 991 3624 info@tgis.co.za www.tgis.co.za

Structa Technology

Stand 79

TT Innovations

Stand 48

As a specialist trenchless technology contractor, TT Innovations applies extensive experience with state-of-the-art innovation to deliver viable solutions to meet the underground requirements of its varied clients. TT Innovations’ specialised rehabilitation and installation equipment combined with qualified, experienced staff and backed by a client-focused, research-driven approach, translates into a reliable and highly competitive trenchless technology service that is able to meet the most demanding challenges. TT Innovations was established in 2005 as part of the Martin & East Group of Companies and enjoys the full backing and support of this reputable organisation.

Prestank is manufactured by Structa Technology, specialists in domestic and industrial water storage solutions for municipalities, mines, power stations, water affairs and hospitals. • tank capacities ranging from 1730 to 4 200 000 litres • SABS specifications on SANS 10329:2004/SABS 10162 • hot dipped galvanizing • easily transported, assembled on even the most remote sites. Contact +27 (0)16 362 9100 / +27 (0)82 338 3545 rodney@structa.co.za / tanks@structa.co.za www.structa.co.za / www.prestank.co.za

Contact +27 (0)21 761 3474 info@tt-innovations.co.za / www.tt-innovations.co.za

E X H I B I TO R S

Ultra Control Valves

Stand 67b

VAG-Valves South Africa

Ultra Control Valves was founded in 2009 by two members who have over 60 years’ combined experience in the valve industry. With automatic control valves as their passion and mainstay of the company, Ultra prides itself as providing optimised solutions for any water pump station, pipeline and installation. Waterhammer reduction is a complicated science for which Ultra provide solutions in terms of design assistance and equipment available. Besides Control Valves, Ultra supply a comprehensive range of check valves, air valves, isolating valves and specialised valves and equipment. Custom engineered valves and systems are available.

VAG Valves is a 140-year-old valve manufacturing company based in Germany. VAG Valves South Africa is based in Johannesburg, with branch offices in Cape Town and Durban. It offers a complete range of valves for the water and waste water sectors, including gate valves, butterfly valves up to DN 4000, non-return valves, plunger and pilot operated control valves, air valves for water and wastewater, as well as a complete range of sluice gates and penstocks. VAG has dedicated technical support teams working in pressure management, power plants, dams and hydro, water and wastewater, providing specialist support to these market segments throughout the world.

Contact +27 (0)11 452 6514 peter@ultravalves.co.za www.ultravalves.co.za

USB Executive Development

Contact +27 (0)11 466 8130 s.hamer@vag-group.com www.vag-group.com

Stand 65A

Vetasi

USB Executive Development (USB-ED) is the public executive development company within the University of Stellenbosch Business School. Our service offerings include open, tailored and fully customised programmes. USB-ED currently has a presence in South Africa, Botswana, Kenya and Swaziland. We have also successfully delivered programmes in Cameroon, Ghana, Namibia, Nigeria, Saudi Arabia, Sierra Leone, Tanzania, Uganda, the United Arab Emirates, Zambia and Zimbabwe. Our Centres of Excellence provide thought leadership in areas such as business management of projects, business in society and applied entrepreneurship. Currently the company holds a BBBEE Level 3 status. For further information, visit www.usb-ed.com.

Stand 56

Vetasi is a leading international consultancy, specialising exclusively in solutions for work & enterprise asset management (EAM), IT service management, and property management, using IBM Maximo and other associated technologies. Since 2005, we have been working alongside leading companies in the FM, utilities, transportation, oil and gas, life sciences, manufacturing and mining industries. Our local utility & municipality clients include Eskom, Midvaal Water, and Drakenstein Municipality, among others. Vetasi offers a range of development, support and hosting services using industry-leading products in three core areas: • work and enterprise asset management • integrated service management • facilities and workplace management.

Contact +27 (0)21 918 4488 info@usb-ed.com www.usb-ed.com

UWP Consulting

Stand 57

Contact +27 (0)12 348 4617 south-africa@vetasi.com www.vetasi.com

Stand 15

Vodacom Business

Stand 45

UWP Consulting provides multidisciplinary civil and structural engineering services to clients in South Africa and sub-Saharan Africa. We celebrated our 40th anniversary in 2012 as a practice with strong credentials in roads and transportation, water and sanitation, structures, management services, development engineering and mining. UWP has 245 employees in 13 offices in South Africa as well as 60 in practices in Zambia, Tanzania, Botswana and Zimbabwe. The South African business has more than 30% black ownership. Our ethos, Enhancing the quality of life, reflects our commitment to deliver sustainable engineering solutions for current users and future generations.

Vodacom Business was established in 2008 as the enterprise arm of Vodacom Group. It delivers total communication solutions to meet the needs of the public sector, large, medium and small enterprises. Vodacom Business offers solutions that extend from mobile to fixed line access, Virtual Private Networks (VPNs), Voice over IP (VoIP), hosted facilities, cloud computing based hosted services, storage, back up, security and application solutions.

Contact +27 (0)11 709 8420 claudiap@uwp.co.za / www.uwp.co.za

Contact 082 1930 www.vodacom.co.za/business

E X H I B I TO R S

VOMM Dryers

Stand 62A

products for the water sector and the community at large, both locally and globally. Contact +27 (0)12 330 0340 hlengiwec@wrc.org.za www.wrc.org.za

VOMM, founded in Italy in 1969, is a worldwide leader in engineering, construction and O&M of thin film dryers for different sectors: environmental, food, chemical, oil and gas, and pharmaceutical. The most important application of VOMM “Turbo Technology” is in the environmental sector to treat wastewater municipal and industrial sludge, turning a cost into a valuable product that can be a bulk material for fertiliser production or can be used as a fuel in waste to energy plants. In the last 30 years, VOMM has successfully delivered more than 150 drying lines in 25 different countries.

WISA

Contact +39 02 5751 0808 vomm@vomm.it www.vomm.it

Wasteman Sight Lines

Stand 44

The Water Institute of Southern Africa is a non-profit company serving over 3 300 water sector professionals, companies, government, etc. WISA is constantly evolving to meet the ever-changing needs of the sector and our members. WISA aims to “Promote professional excellence in the water sector through building expertise, sharing knowledge and improving quality of life”. WISA member benefits include: • networking at events • earning CPD points at most WISA events • free copies of Water&Sanitation Africa magazine • contribution through WISA to the development of guidelines, regulations and laws. WISA has two websites to assist in promoting its aims: www.wisa.org.za (institutional) and www.ewisa.co.za (knowledge).

Stand 32-33

Wasteman Sight Lines has been the industry leader in pipe inspection, cleaning and data management since 1993. Sight Lines has done more CCTV inspections than the rest of the industry combined. We have recently taken the next step in acquiring the ability to do sonar inspections. The integrated sonar, laser and CCTV data gives an accurate, unbiased measurement of the pipeline, both above and below the water level, as well as the CCTV inspection in HD. Large outfall sewers and siphons can now be inspected without the need for plugging and over-pumping. Visit us at stand 32 and 33.

Contact +27 (0)11 805 3537 wisa@wisa.org.za www.wisa.org.za

WorleyParsons RSA

Stand 34

Contact 086 117 4448 sales@sightlines.co.za www.wasteman.co.za

Water Research Commission

WorleyParsons RSA is preferred provider of technical, project and operational support services to customers in South Africa and beyond. Supported by the global business, WorleyParsons prides itself on understanding and committing to its customers’ goals. WorleyParsons has more than 50 years’ experience in the infrastructure industry and has delivered technically outstanding, cost-effective solutions to some of the most challenging infrastructure projects in the world. We deliver a range of services through our industry subsectors and suite of specialist capabilities: Geotechnical, Master Planning and Transaction Advisory, Resources and Energy, Transport, Urban Rural and Industrial Infrastructure and Water and Wastewater.

Stand 24

The WRC operates in terms of the Water Research Act (Act 34 of 1971). Its mandate is to support water research and development as well as the building of a sustainable water research capacity in South Africa. The WRC serves as the country’s water-centred knowledge ‘hub’ leading the creation, dissemination and application of water-centred knowledge, focusing on water resource management, water-linked ecosystems, water use and waste management and water utilisation in agriculture. Being an innovative organization, the WRC is continuously providing novel ways of packaging and transferring knowledge into technology-based

Contact +27 (0)12 745 2000 hans.karemaker@worleyparsons.com www.worleyparsons.com

E X H I B I TO R S

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SPEAKER PROFILES

KEYNOTE SPEAKER: YOGESH NARSING

CHRYSTAL, CLINTON

Yogesh joined PPC in May 2013 as executive: special projects.

Chrystal’s career objective is to work in a position where he can develop his existing skills in an environment that requires him to solve problems in an effective and creative manner. In the long term, Chrystal’s objective is to gain experience in the field of coastal engineering and work on interesting and challenging projects. He has a BSc in Civil Engineering at the University of KwaZulu-Natal.

Prior to PPC, he was part of the Secretariat of the National Planning Commission (NPC), in the Presidency. At the NPC, he occupied the position of Sector Expert, tasked with the management and coordination of infrastructure, human settlements and the environmental aspects of the work of the NPC. He is a former executive director and MD of Yard Capital, an investment holding company, and has played various roles in the finance, investment, parastatal, academic and NGO sectors. Yogesh hold a master’s degree in education from Wits University and an MBA from Henley.

BANNISTER, MARK

Chrystal has an MSc in Engineering (cum laude) from the University of KwaZulu-Natal. This research-based masters focused on the management of pollution through detection and mitigation. Chrystal began studying a PhD in Engineering in April 2007, which he is still studying at the University of KwaZulu-Natal. The MSc was awarded with an upgrade to PhD level, however an opportunity in the field of coastal and fluid engineering became available and Chrystal decided to take on the new project. The research focused on the morphodynamics of the St Lucia and Mfolozi River estuary mouth systems. The PhD study has been presented at the South African Marine Science Symposium (SAMSS), the South African Network for Coastal and Oceanic Research (SANCOR) conference and the Mfolozi Indaba workshop 2010.

Department of Water Affairs

Bannister has been with the Department of Water Affairs since June 2009 to the present as Chief Engineer: Water Services. Bannister provides engineering support to the P&R Branch, Inc. Chief Dir.: Water Services, Regulation, Policy and Institutional Oversight. He is responsible for developing policies, guidelines and legislation documentation; guiding resolution of disputes between water service authorities and water boards; providing engineering solutions to issues at a local and national level; and providing technical support to the Minister of Water Affairs. He is also a specialist in issues pertaining to disability and environmental access issues.

Chrystal is currently employed at eThekwini Municipality: Coastal Stormwater & Catchment Management. He has been the project manager on several interesting projects. These include rebuilding collapsed sea walls, the design of complex detention ponds, maintenance and rebuilding of Durban Central Piers and extension of stormwater culverts into the coastal zone.

Bannister is a very high profile and respected international professional/chartered engineer with a BEng (Honours) in Mechanical Engineering from Loughborough University (UK). He has some 23 years’ experience in the planning, design and implementation of multi-disciplinary water and sanitation, health and education related programmes. His experience has given him excellent knowledge pertaining to water services delivery from ‘tap to source’, from National to Local Government and from urban to rural community level, culminating national legislative requirements, engineering and financial disciplines, social, human rights, gender and disability issues. In 2005, he also published a book entitled Eyes Wide Open, which relates his own experience of disability to educate and motivate others.

BELMONTE, HAL

eThekwini Municipality

COETZER, CASPER

Aurecon

Coetzer is a technical director at Aurecon South Africa and office manager of the Rustenburg Satellite Office. He is also a Professional Engineer and has project management and design experience spanning three continents and ranging from major mixed-use developments in the United Arab Emirates (UAE), to major highway schemes in the United Kingdom (UK) and wastewater treatment works in South Africa. He holds a BEng degree from the University of Stellenbosch and is completing his research thesis for the degree MBA at the University of Stellenbosch Business School (USB).

Aurecon

Dr Belmonte has a degree in Materials Science and Engineering and a PhD in Engineering (specialising in Composites, Fracture Mechanics and Materials modelling). Professionally, he is a Chartered Engineer with the Engineering Council of the UK and a Chartered Scientist with the Science Council of the UK. Dr Belmonte previously worked for Thames Water in the UK. His key knowledge lies in the field of materials engineering, determining the condition of pipe networks and failure investigations.

Coetzer also has experience in design and coordination of civil services ranging from bulk water transfer schemes, wastewater treatment works, full civil services including water distribution, sewage collection, roads and pumping stations (foul and storm) for residential, housing developments, signature golf course developments and industrial developments in the UAE, UK and South Africa. His site-based experience includes railway infrastructure upgrades in the UK (West Coast Main Line), the upgrading of a dual carriageway intersection in Cape Town and low-cost housing infrastructure projects in Gauteng, South Africa.

More recently, Dr Belmonte has been working in Infrastructure Asset Management at Aurecon for the last four years, from compiling asset registers to infrastructure asset management plans covering all the key sectors.

SPEAKER PROFILES

DANIELS, JOHN GODFREY

MACLEOD, NEIL

Cape Agulhas Municipality

Macleod was born and educated in Durban, South Africa. He graduated in 1972 with a BSc in Civil Engineering. Macleod is currently completing a PhD on the sustainable provision of water services to poor urban communities. Macleod is a fellow of the South African Institute of Civil Engineers (SAICE) and with the Institution of Municipal Engineers of South Africa (IMESA). He is also a member of The International Water Association (IWA) and the American Water Works Association (AWWA). Macleod has been the head of Water and Sanitation at the eThekwini Municipality since 1992 and overall has 39 years of experience in the Water and Sanitation sector. Macleod’s fields of expertise lie in water supply: conservation, demand management, treatment and distribution; sanitation sewage collection and treatment and solid waste management; provision of water and sanitation services to poor communities; tariff design; public/private partnerships; and strategic management in the water sector and turnaround management.

Daniels graduated from Cape Peninsula University of Technology with a BTech in Construction Management. He joined Cape Agulhas Municipality in 2004 as a senior superintendent: Roads and Stormwater and was promoted in 2006 to manager: Roads and Stormwater. Before joining Cape Agulhas Municipality he worked for two construction companies for 10 years. Daniels is a member of the Institute of Municipal Engineering of Southern Africa. In 2012, he completed his BTech and wrote a thesis on labour-based asphalting.

DA SILVA, VENANCE

Afri-coast Engineers

Venance da Silva was born and matriculated in Port Elizabeth and graduated from the University of Natal with a BSc degree in Civil Engineering in 1981. He joined the Port Elizabeth Municipality in 1984 as a graduate engineer and was promoted to Assistant Water Engineer in 1989 and then to Head of Design in 1994. Venance registered as a Professional Engineer in 1991 and registered as a Professional Construction Manager in 2006. He founded Silva McGillivray Inc consulting engineers in 1997 and restructured the company now known as Afri-coast Engineers in 2000.

Rand

MAUMELA, KHATHUTSHELO GODFREY Water Maumela (Pr Cert Eng) is an engineer and has 18 years’ experience in various industries such as mining, energy and water. He is a certificated engineer according to the Mine Health and Safety Act, and professionally registered with the Engineering Council of Southern Africa (ECSA).

Venance serves as a director of Afri-coast Engineers, responsible for infrastructure development, planning, design and implementation. Venance is a past president of the Concrete Society of Southern Africa (2005/06) and is a member of the Institute of Municipal Engineering. Venance has worked in a multi-disciplinary engineering and management environment ranging from structural engineering, water, energy, transportation and asset management. Venance is the author on papers submitted on various aspects of asset management relating to concrete structures, pipelines and bridge infrastructure.

HELLBERG, LEON

eThekwini Municipality

For the past 10 years, Maumela has held various positions within Rand Water, such as operations manager for Bulk Water Distribution, executive manager for Vereeniging Water Treatment Plant, business unit manager for Africa Operations as well as his current position being executive manager for Bulk Water Distribution. He currently heads Rand Water’s bulk water distribution, which is one of the largest and complex bulk water distribution networks in the country, supplying Gauteng, the economic heartland of South Africa. He has experience in working with metros and municipalities in South Africa as well as technical assistance to other water boards both locally and in other African countries such as Ghana, Mozambique, Malawi and Botswana.

Sivest

Hellberg was born in 1981 and grew up on a dairy farm near the town of Dundee in Northern KwaZulu-Natal. Schooled in the district, he went on to study BSc Civil Engineering at the Pietermaritzburg and Durban campuses of the (then) University of Natal, where he graduated in 2003. Upon graduation, Hellberg joined Stewart Scott as a junior design engineer, working on roads and water projects.

MEIJER, LEO

Evides Water Meijer was born and raised in the Netherlands. He completed his master’s degree in Water Supply and Sanitation at Delft University in 2006.

In 2005, Hellberg joined the SiVEST Civil Engineering Division, where he gained experience in water transfer, hydrology and stormwater design. Since 2008 he has headed up SiVEST’s Specialist Water Services unit, which undertakes hydraulic, hydrological and sanitation modelling studies and the implementation of related construction projects.

In his master’s thesis on waste water reuse for domestic water supply, the various methods of reuse and its costs and benefits were compared. Meijer is currently employed by Evides Water Company. Evides is a private company, with local municipalities as its shareholders and is the second largest water company in the Netherlands, supplying drinking water to a large portion of

SPEAKER PROFILES

the country. Meijer was a strategic advisor at Evides with a focus on investment planning, water demand forecasting, contingency planning, benchmarking, non-revenue water calculations and internal transfer pricing. In 2012 Meijer was seconded to Vitens Evides International.

and desalination plants. He is an experienced Project Leader, who is skilled at leading multi-disciplinary teams, as well as the preparation of schedules, budgets and project reports. He has undertaken project work in South Africa, England and Uganda.

Vitens Evides International is a shared daughter company between Evides and Vitens (the largest water supply company in the Netherlands) for the international affairs.

PRICE, GUY

MOOIMAN, LINDSAY

Price has been instrumental in the development and implementation of water loss management strategies for a number of municipalities in Southern Africa and Australia. As a water loss management specialist appointed by UN Habitat, Price has been involved in the development of Climate Change Adaptation and Mitigation Strategies for Small Scale Utilities in the Lake Victoria Region.

George Municipality

Lindsay Mooiman is Head: Infrastructure Planning and Project Management in the Civil Engineering Services Department at George Municipality. She has a BTech degree in Civil Engineering and is a registered Professional Engineering Technologist. Lindsay has been employed in the Civil Engineering Services department for 10 years and has been head of the section for six years. She was previously also Head: Bulk Services (Water and Waste Water Purification). Currently all aspects of the GIPTN planning function for George Municipality are included in her portfolio until a GIPTN unit has been established. She is a permanent member of both the technical and negotiation team for government. Mooiman started her career at the Department of Water Affairs in 1984 as an in-service trainee technician, but soon moved to the Department of Agriculture in the Soil Conservation Structures section. She has spent time in the private sector working for a civil construction company and has been part of the George Municipality’s engineering team for the past 10 years.

MUSERERE, SIMON TAKAWIRA

He project managed the development and implementation of water system loss management plans for a number of Eastern Australian municipalities in Queensland, Victoria and New South Wales and most recently for the Nelson Mandela Bay Municipality. In South Africa he has project managed and been the technical specialist for Water Demand Management (WDM) Projects for Rustenburg Local Municipality, Ekurhuleni Metropolitan Municipality, the City of Tshwane and Anglo Platinum Rustenburg Mine. He has also played an integral role in a variety of other local, national and sub-Saharan water demand management projects.

PURCHASE, ROGER BISMARCK tpa Consulting CC Roger Purchase has been involved in Pavement Management Systems (PMSs) and Road Asset Management Systems (RAMs) since 1988. In that time he has developed and operated several PMSs and RAMs for municipal authorities across South Africa. Purchase obtained his BSc in Civil Engineering from Witwatersrand University in 1982 and then a Graduate Diploma in Engineering (GDE) in 1987. His focus for most of his professional career has been on road and bridge construction, rehabilitation and maintenance.

Harare Water

Muserere holds a Bsc Hons in Civil Engineering from the University of Zimbabwe (1995). He is currently studying a MPhil in Wastewater Treatment: Modelling Firle Sewage Biological Nutrient Removal Treatment Process at the University of Zimbabwe.Muserere is a Co-operate Member of the Zimbabwe Institution of Engineers. He joined the city of Harare as an Engineer 4-1 in 1996. He is currently Harare Water’s Wastewater Manager and Coordinator, 24/7 Water Support Unit for Harare Water reform programme.

PIENAAR, MORNE

Re-Solve

Purchase has managed tpa Consulting since 1996. In that time the company has built a strong professional relationship with various municipal authorities and especially with the KwaZulu-Natal Department of Transport. He has been the Lead Consulting Engineer for the Ladysmith Region for the KwaZulu-Natal Department of Transport where he was responsible for developing business plans for a R200 million annual budget. He was Project Engineer on several road maintenance and upgrading contracts totalling R18 million in the Inanda/Ntuzuma area. Purchase has recently been a member of the COTO Committee tasked with redeveloping the Technical Methods for Highways (TMH9) Document for Standard Visual Assessment Procedures for Roads. He has previously co-presented a paper on “Managing Unpaved Roads in Urban Areas” for an International Conference.

Aurecon

Pienaar is a civil engineer focusing on structural and municipal engineering in Aurecon’s Port Elizabeth office. His experience includes designs, compilation of contract documentation, facilitation of the tender process, award of tenders, site monitoring, payments and commissioning of completed projects. He has worked on sewer reticulations, water reticulations, pipelines, pump stations, water and waste water treatment works

SPEAKER PROFILES

RAMPHAO, MPHO

ROSS, DUGALD

Aurecon

Ramphao is a Professional Engineer and works in the water sector of Aurecon. He is an Associate and Process Engineer specialising in the design and optimisation of water and wastewater treatment systems. He has developed expertise in the project management of these multi-disciplinary projects. He has sound skills in contract preparation and administration, both for traditional employer-designed contracts, and plant and design-build contracts. He obtained his BSc Engineering degree with honours from the University of Cape Town, and also MSc Engineering degree specialising in Water and Wastewater treatment. His experience ranges from design, construction, commissioning and operation, conventional facilities and nutrient removal treatment works, as well as membrane bioreactors, including research into biological treatment of wastewater treatment works. His expertise in wastewater treatment discipline include activated sludge treatment with biological nutrient removal, phosphorus precipitation, primary and secondary sedimentation, membrane bioreactor treatment and filtration, biological trickling filtration, anaerobic digestion, aerobic digestion of waste activated sludge, sludge dewatering, disinfection, and pumping. Further, he has experience in testing and commissioning of water and wastewater treatment equipment. In addition, Mpho was awarded 2011 Consulting Engineers South Africa’s Young Engineer of the Year. His recent work in leading the design and implementation of the second municipal wastewater treatment MBR project in South Africa keeps him at the forefront of treatment technology.

RASIKHANYA, TENDA

Ross is a Professional Engineer who now serves as a Director of Re-Solve Consulting, focusing on project management and implementation of water demand management and water efficiency projects. Ross’s engineering background and years of experience as a technical designer, project manager, programme manager, and accounts executive while in the employ of Rand Water have equipped him with a broad range of skills including the design, planning, implementation and commissioning of a wide range of technical, engineering and social projects. He has worked and interacted closely with many urban and rural municipalities around the country and also served as an accounts executive to some of the larger mines in South Africa, playing a vital role in ensuring service delivery to these clients. His experience has provided him with an acute understanding of the operations of these institutions as well as the constraints and challenges faced by these organisations to be able to provide engineering solutions to address any efficiency and engineering agenda.

SEIDEL, ANDREW

Underground Solutions

Seidel has been president and CEO of Underground Solutions since December 2005. Prior to that, he was employed as the president and CEO of, and then as a consultant to, USFilter Corporation, now known as Siemens Water Technologies (SWT), from August 2004 through to September 2005. SWT was acquired from USFilter by Siemens AG in August 2004. Seidel was employed by USFilter from its inception in 1991 until its acquisition by Siemens AG in 2004. He previously served on the Board of Directors of USFilter, Aqua America, Inc (formerly Philadelphia Suburban Water), National Waterworks, Inc. (prior to its acquisition by Home Depot in 2005), and as a director on the Management Board of France-based Veolia Environment. He presently serves on the Board of Directors of O’Brien & Gere, an employee-owned engineering and project delivery company, and Heckmann Corporation, an environmental services company. Seidel holds a bachelor’s degree in Chemical Engineering and an MBA from the Wharton School at the University of Pennsylvania.

Department Of Water Affairs (DWA)

Rasikhanya is employed by Department of Water Affairs as Chief Development Expert: Technical under Policy and Strategy Directorate. He has worked for 9 years in the water industry culminating potable and industrial water supply. His responsibilities have included project management of different phases of water treatment infrastructure and the evaluation of site water challenges for remedial treatment, project management for implementation of Regional Bulk Infrastructure Programme at Regional level. As a Graduate in Chemical engineering (BTech – Tshwane University of Technology), Rasikhanya is a Registered Professional Technician with the Engineering Council of South Africa.

RAYMER, DAVID

Re-Solve Consulting

SHAND, MIKE

Aurecon

Shand graduated from the University of Cape Town and then undertook postgraduate studies at the University of California at Berkley. He then joined Ninham Shand in 1969 and for the next eight years worked at their CapeTown, Maseru, Port Elizabeth and Durban offices, as well as 18 months as resident engineer for the Xonxa Dam near Queenstown. He returned to Cape Town in 1977 and from then to 2005 he was responsible for hydrological and hydraulic design in Ninham Shand, including water resources planning, yield and flood hydrology, hydraulic design and model testing of spillways and other structures, stormwater management, floodline determination and the design of canals, bridges, pipelines and pump stations. He retired in 2006 but continued to provide specialist input on hydraulic, hydrological, water supply and water resources projects to Ninham Shand, and since 2009 to Aurecon, for which he currently works as a consultant.

Uhambiso Consult

Raymer is a Professional Engineer with has extensive experience in all aspects of water management, having worked for the Port Elizabeth Municipality and Nelson Mandela Bay Municipality (NMBM) for 26 years. Since 2007 he has worked for Uhambiso Consult as a director and senior engineer, and has worked for many local authorities on water management projects. Raymer has co-authored a number of technical papers and published a book titled Streams of Life – The History of Port Elizabeth and Uitenhage’s Water Supply.

SPEAKER PROFILES

VAN BAALEN, SAREL MIGAEL

tanks, small water networks and the rehabilitation of boreholes and handpumps. In 1994 she moved to the Standing Committee on Water Supply and Sanitation (SCOWSAS) to support the development of the White Paper on Water Supply and Sanitation. It was a natural transition to then work full time for the Department of Water Affairs (DWA) to continue delivering services to rural communities. In 2000 Vienings took up a contract with the UK’s Department for International Development (DfID) and, based in SALGA, supported local government in the transfer of water works from DWA to local government.

Van Baalen is a BEng (Civil) graduate and MEng (Engineering Management) student at Stellenbosch University with a prominent interest in engineering management practices. He has delivered a prior manuscript with the title System Engineering during Civil Engineering Construction Projects in his final year of his BEng degree. Van Baalen’s current research is related to municipal engineering with specific focus on the benefits of implementing organisational capacity self-assessments, an enabler for innovative capacity building initiatives and ultimate performance improvement. In 2012, he delivered project guidance to a final year BEng student, with the title, A Maturity Model to Evaluate the Engineering Capabilities of South African Municipalities. Van Baalen has done vacation work at various civil engineering consultancies, including Bigen Africa and BKS. In addition, he has acquired essential experience of the construction industry with frequent vacation work at Group Five Construction. In addition, he is also a Group Five bursary student. Van Baalen’s wish is to pursue a career in civil engineering in both the public and private sectors. He will study towards a BComm (Law) degree from 2014 to2017.

In 2005 she moved to the private sector working for three years in municipal revenue enhancement. Since 2008 she has done water and sewer master planning for the City of Tshwane. It was during this time that Water Concepts won a contract from the WRC to research the skills gap in the South African public water sector.

WALL, KEVIN

Wall is a civil engineer and town planner and was, until recently, a Built Environment Fellow of the Council for Scientific and Industrial Research (CSIR), but is now contracted to the CSIR. He has for many years been a Fellow of IMESA. He is also a Past President of the South African Institution of Civil Engineering (SAICE) and a Fellow of the South African Academy of Engineering. Much of his recent work has been on the effectiveness of government spending on infrastructure and ways to improve the quality, reliability and sustainability of that infrastructure. During the course of this year he was deployed to play a coordination role in Strategic Integrated Project 14, which is the SIP for higher education and training infrastructure.

VAN RENEN, DUP IGNATIUS Afri-Coast Engineers Dup van Renen matriculated at Swartland High School and graduated from the University of Stellenbosch with an honours BEng in Civil Engineering in 1975. He worked for Department of Water Affairs for five years and then joined the Uitenhage Municipality as Assistant Town Engineer (Water & Sanitation) in 1981. He started with the City Engineer’s Department of Port Elizabeth Municipality in 1985 as Water Engineer (Planning & Design). After 13 years, he joined the newly formed Silva McGillivray Inc consulting engineers as a Director. In 2000 the company was restructured into the now known Afri-Coast Engineers. Van Renen serves as a director of Afri-Coast Engineers, responsible for water and sanitation projects and the management of the company’s concrete durability laboratory. He registered as a Professional Engineer in 1980 and was the first chairman of the IMESA East Cape Branch when formed in 1997. Van Renen has been a part-time lecturer for 11 years until 1998 at Port Elizabeth Technikon on various water related courses for BTech students. Recently he has been lecturing nationally for the SAICE Candidate Academy on a Pressure Pipeline Design course. Van Renen is the author and presenter of papers on water conservation and demand management and structural deterioration and rehabilitation.

VIENINGS, ADRIENNE

CSIR

Posts that he has held in the past include: • Director of Ninham Shand consulting engineers • Assistant City Engineer responsible for the development of low-cost housing areas for the City of Cape Town • CEO of a non-profit housing development company.

ZANNONI, EDOARDO

Maccaferri

Zannoni completed his BSc in Civil Engineering and MSc in Environmental Engineering in RomeTre University in Rome, completing his degrees in 2008. He moved to South Africa in 2009 and is currently the Business Development Manager: Geosynthetics at Maccaferri Southern Africa. He has been part of the technical team assisting in hydraulic, coastal application and soil – basal reinforcement solutions. He is specialising in the field of soil reinforcement, basal reinforcement and pavement solutions through the use of geosynthetics. He is a member of the Geosynthetics Interest Group of South Africa (GIGSA) as vice president, the International Geosynthetics Society (IGS) as a committee member and a member of the South African Institution of Civil Engineering (SAICE). He is actively involved in SABS subcommittee SC 81E: Geosynthetics and in international conferences with publications and papers on geosynthetics and geotechnical engineering.

Water Concepts

Adrienne Vienings qualified as a civil engineer from the University of Cape Town in 1989. Since qualifying, Vienings has exclusively worked in the water sector, giving her 23 years’ of experience in NGOs, government and the private sector. The first few years of her career were spent working with rural communities in Limpopo managing the construction of spring protection, ferro-cement

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QUALITY SERVICE DELIVERY FOR THE COMMUNITY, BY THE COMMUNITY: AN INNOVATIVE EASTERN CAPE INFRASTRUCTURE AND JOB CREATION SUCCESS

prominence to the entire transformation of local government in South Africa as the new Constitution of South Africa holds a separate chapter for local government. With the enactment the Constitution, local government became an essential mechanism for the eradication of significant service delivery backlogs and thereforeit is central to the transformation process of what is generally termed the new South Africa. Municipal service delivery includes the planning, engineering, financing, implementation, maintenance and operation of municipal infrastructure. According to Lawless (2007), the municipal engineering function plays a primary role especially during the delivery of six basic municipal services, including water, sanitation, electricity, refuse removal, municipal roads and stormwater management. Longstanding service delivery backlogs serve as evidence of the underperformance of the engineering function at South African municipalities. A range of causes has been cited as contributing to this underperformance, with management skills, leadership and engineering capacity identified as crucial. PDG (2012) indicates that a disproportionate relationship is manifested between the performance of a municipal and its leadership, while organisational capacity has a more direct and constant effect on municipal performance. Nationally, municipalities are experiencing a significant shortage of organisational capacity. In relation, numerous external governmental capacity building initiatives, of which many were specifically focused on municipal engineering capacity, have been instigated. The majority of these initiatives however have been ephemeral with little impact. Crucial to any capacity building initiative, stands the process of capacity assessment. Existing capacity assessments, as enacted by the Municipal Demarcation Act, Municipal Systems Act and Municipal Structures Act, are described as insufficient as it assesses organisational capacity merely at the end of a performance timeframe, such as the financial year. These assessments are also performed at insufficient levels of detail. The United Nations Development Programme (UNDP) suggests that in depth pre-year and regular in-year capacity assessments are necessary to aid performance and performance management processes at municipalities. Numerous investigations have cited many advantages with regards to the use of self-assessment tools. Recent studies suggest various opportunities embedded in frequent self-assessment of municipalities’ organisational capacity. This research paper reports on organisational capacity self-assessment as a catalyst for performance improvement of the engineering functions at South African municipalities. The objective of the research is to design, build and test a municipal organisational capacity self-assessment model. The aim of this research is to provide a management tool with a focus on management, leadership and engineering capacities of municipalities.

K Wall, O Ive, J Bhagwan, W Birkholtz, N Lupuwana, E Shaylor A number of pilot projects in the Eastern Cape have demonstrated how the institutionally innovative and very practical social franchising partnership approach can successfully be used for the routine maintenance of low-technology water and sanitation infrastructure. Whereas other approaches have built capacity and developed skills in attempts to improve service delivery, many of them have had limited success because they have not enjoyed sufficiently strong incentive structures and support systems. The social franchising partnership approach, in contrast, is built on a robust foundation of mutual support and incentives. The paper describes how the franchise partners have been working with municipalities and provincial departments to address operational issues at a significant scale. Many opportunities lie in applying the approach to further operation and/or maintenance (O&/M) activities within the water and sanitation services delivery chain, and thereafter extending it to other types of infrastructure (e.g. roads and electricity reticulation). The approach addresses national goals, particularly: • job creation - and it creates these at the lowest economic levels of the pyramid, where unemployment is highest and possession of work place skills lowest; • transfer of workplace skills; • micro-business creation and nurturing; • BBBEE; and • service delivery, through O&/M activities that increase the availability and utility of infrastructure, and the quality and reliability of services.

THE SOUTH AFRICAN WATER SECTOR SKILLS AUDIT AS PERTAINING TO MUNICIPALITIES A Vienings The Department of Water Affairs (DWA) appointed the Water Research Commission (WRC) in June 2011 to manage a research project entitled An Integrated Water Sector Skills Intervention Map Based on a Sector Skills Gap Analysis. The project aims to determine, using a sample of 39 institutions, the number of posts per job title in the entire South African public water sector and the percentages of these posts that are filled and vacant. The project further aims, in a sample of five institutions, to determine the gaps between the skills required for technical posts as per job profiles and the inherent skills of incumbents in the posts. Three innovative aspects of the research are the development of: • a Water Sector Competency Framework which is a structured table of over 2500 skills required in the sector, • an online qualitative skills audit questionnaire for individuals to rate themselves against the skills in the Competency Framework, • a method to determine the number of staff per job title required in four types of organisations namely, Catchment Management Agencies, Water User Associations, Water Boards and Water Services Authorities, based on technical criteria of the nature of work and the extent of the responsibility.

KEY CONSIDERATIONS IN THE PLANNING AND IMPLEǧ MENTATION OF A PUBLIC TRANSPORT SERVICE IN SMALLER MUNICIPALITIES L Mooiman, R Esson The National Land Transport Act (2009) has placed the responsibility for the planning, implementation and management of modally integrated public transport networks with the municipal sphere of government. The delivery of these systems requires an integrated project management approach that combines trans-disciplinary technical design (legal, financial and engineering) with a comprehensive stakeholder engagement strategy that involves a range of different role players both within and outside of all three spheres of government, and most significantly, the current mini-bus taxi and bus operators. In accordance with the legislation, 13 cities in South Africa (George being the smallest and only B municipality) have implemented, or are currently implementing a public

CAPACITY ASSESSMENT AS A CATALYST FOR PERFORǧ MANCE IMPROVEMENT OF THE ENGINEERING FUNCǧ TIONS AT SOUTH AFRICAN MUNICIPALITIES SM van Baalen In recent years, the South African government has experienced significant changes in policies regarding service delivery. These changes gave

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transport system. The first phases of George Municipality’s Integrated Public Transport Network (GIPTN) are scheduled to become operational between April and July of 2014. The project is seen as a flagship model for the provision of public transport services outside of the major cities and metros. This paper presents the lessons learned in the delivery of the GIPTN. These can equally be applied in many other under-resourced local municipalities that are required to deliver large and complex projects and services. Experiences to date from the GIPTN have shown that the most time consuming elements of this project have involved the aligning of the various stakeholders towards a common vision for public transport in George and ensuring that the required financial and human resources are in place to manage the system. Challenges similar to these are faced in municipalities across the country. This paper presents some key considerations and recommendations that can guide practitioners that are involved in the planning or implementation of similar projects elsewhere in South Africa.

the specification standards. Cold Mix Asphalt (CMA) should be of similar standard as HMA to comply with all the engineering properties to standard specification on low volume roads.

EMERGENCY STORMWATER UPGRADE FOR THE VIRǧ GINIA AIRPORT AREA C Chrystal, G Vella, R Kasserchun The Virginia Airport is located at the bottom of a large urban catchment in Durban North, Durban. Sections of the catchment are characterised by steep slopes and high runoff coefficients due to the large percentage of impervious pavements. Subsequently, the resulting stormwater runoff during flooding events produces volumes that exceed the current stormwater infrastructure capacity, which is designed for a one in ten year storm return interval. This results in excess stormwater runoff becoming overland flow as it cannot enter the stormwater network. The overland flow accumulates at a critical point, where three sub catchments combine, at Virginia Airport. The overland flow floods the adjoining road infrastructure and enters the Virginia Airport premises, and flows into the airport buildings. The stormwater network infrastructure capacity is further hampered by the constriction of the culvert outlet, which provides the exit point for the stormwater runoff into the ocean. The culvert exit point is constricted by the ingress of marine sediment during tidal cycles. The marine sediment accumulates in the culvert, preventing the culvert from operating optimally. Although periodic flushing occurs during smaller rainfall events, the initial choking effect compounds large flooding events. This project involved detailed modelling of the catchment that assisted the design process to alter the storm discharge characteristics in order to mitigate flood inundation at the Virginia Airport. The project required a multi-lateral approach of solutions in order to mitigate future flooding events.

REMEDIAL STORMWATER MANAGEMENT: GLENǧ WOOD AREA 4 ȃ A CASE STUDY L Hellberg, G Williams, O Ori During the last few years the Durban suburb of Glenwood experienced a number of floods, resulting in significant damage to property. The eThekwini Municipality planned to address the problem by commissioning a state-of-the-art modelling exercise to find weak elements in the drainage system. Analysis of the model identified several such locations. The Glenwood Area 4 Stormwater Upgrades involved the implementation of an innovative solution including in-line and off-line detention facilities. The challenge was to achieve the construction within a relatively old suburb area with little space and amongst existing services, whilst maximising utility to the community.

THE USE OF GEOSYNTHETICS IN PAVEMENTS: NEW TECHNOLOGY FOR SUSTAINABLE ENVIRONMENT

HARARE WATER CHALLENGES A STRATEGIC ISSUE

E Zannoni

This paper assesses Harare Water strategy and suggests recommendations necessary to the strategy as well as to its partnerships with other municipalities, eThekwini Municipality of South Africa and Munich of Germany. The assessment was carried out in 2012 to2013 as the three municipalities exchanged ideas, interacted with municipalities’ workers, held informative interviews, group discussions and literature reviews. The assessment was based on seven dimensions that are governance, globalisation, environment, economic, financial, technical and consumer psyche. Comparison of Harare Water with its partner eThekwini and other municipalities in the SADC region seems to suggest that the volume of water treated by Harare Water can adequately supply water to more than 70 % of its 1.4 million customers as well as a regulated supply to the satellite towns on a seven days a week basis, provided appropriate adjustments are instituted to the water operator’s current strategy augmented by aligning the strategy to broader sector policies that were put in place. The water operator’s non-revenue water is increasing each month and it is believed to be more than 60% as of June 2013. In the SADC region most of the utilities’ non-revenue water ranges from 30 to 40%. Thus Harare Water’s 60% non-revenue water is on the worst extreme. Revenue collection efficiency for Harare Water dropped from 60% to 43% over a period of 1 year, necessitating a detailed assessment of the strategy. The assessment has shown that adjustments made to the broader sector policies will require proper policy implementation coupled with knowledge transfer from the water operator’s partners to resolve socio-cultural and political complexities that are hindering Harare Water from addressing the current water challenges in the city. To its disadvantage, the water operator is currently viewed as a poor water steward by its stakeholders

S Takawira Muserere, Z Hoko, I Nhapi

Geosynthetics have grown in the civil industry in the past twenty years becoming key materials in the design of new roads and in maintenance programme. Geosynthetics are now widely used for strengthening of in situ soil, mechanical improvement of pavement layers from the subbase up to the asphalt wearing course using different type of geosynthetics, from geotextile to geogrids and geocomposite. Management of stormwater can be achieved using geocomposite for drainage instead of traditional gravel drainage. The paper will discuss the geosynthetic functions in pavements and their use in a pavement structure, highlighting advantages and disadvantages gained from literature and experience.

ECONOMIC INVESTIGATION INTO LABOUR BASED SURFACING AND HOT MIX ASPHALT IN LOW VOLUME ROADS JG Daniels Smaller municipalities in rural towns have small budgets and it is difficult to tar the gravel roads due to budget constraints. It is however causing problems with gravel roads that need to be maintained on a regular basis, for dust control as in any other city. Hot Mix Asphalt plants are situated far from rural townships and transport costs are high to take this product to the rural townships. This requirement forms the basis of the research that was undertaken. The research problem was to test Labour Based Surfacing (LBS) against Hot Mix Asphalt (HMA) to see which one is more economically viable. With the overall objectives being to provide employment and to tar the rural roads without compromising

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due to poor water and wastewater services; therefore, there is an urgent need to turn around the situation. It is against this background that this paper examines Harare Water’s current strategy with a view of ascertaining challenges and achievements achieved thus far and then suggest recommendations to be adopted to achieve an acceptable service level.

Haspels and the head of eThekwini Water and Sanitation, Mr. Neil Macleod. This was done by symbolically unlocking the Centre of Expertise logo and signing it. The South African Water and Sanitation utilities face many challenges and the Centre of Expertise wants to assist the utilities in addressing the needs. In order to meet these challenges we have to change our ways and adopt new methods and technologies. Above all, we need to assist each other to move forward. The Centre of Expertise is one of the initiatives to help the utilities to try-out new, innovative technology to change our shared challenges in new opportunities with a collaborative approach. The Centre of Expertise does this by matching the needs of the utilities with new technology in a so called showcase. The results of these showcases are made available for the peer utilities.

NELSON MANDELA BAY MUNICIPALITY NON REVENUE WATER PROGRAMME ȃ “PROVIDING SUSTAINABLE WATER SUPPLY SERVICES TO NELSON MANDELA BAY” D Raymer, D Ross, G Price Five years ago, Nelson Mandela Bay Municipality (NMBM) was faced with the dual challenge of Non-Revenue Water (NRW) levels of over 40% and the onset of a severe drought. After receiving an ultimatum from the Department of Water Affairs (DWA) to significantly reduce NRW levels, the Municipality embarked on a programme that would radically change the way in which its water supply system was managed. From the outset, the need for a water management system was identified and a suitable system implemented which integrates the GIS, billing and customer information, infrastructure development and asset management as well as operations and maintenance. A Master Plan for the provision of water services in the short, medium and long term was then developed. Following this, and as a result of a Water Research Commission Study on water loss in municipalities (commissioned by DWA), an Integrated Water Resource Management Strategy was developed. This strategy provided the necessary impetus for the Municipality to begin implementing a comprehensive water demand management and water conservation initiative. In order to significantly reduce the NRW, the Municipality then embarked upon various internal programmes (including a comprehensive meter replacement and infrastructure upgrade programme) and appointed professional service providers to implement the following: Education and Awareness Campaign; Assistance to the Poor Programme (ATTP); School Leak Repair, Asset Management Database and Infrastructure Backlog and Water Loss Programmes. Through targeted interventions, the NRW program is reducing non-revenue water, thereby increasing the profitability of the water service provider. The utility is as a consequence been able to improve allocation of resources to the upgrade and extension of the water supply system The NRW programme interventions have also had direct impact on service delivery by improving the reliability of supply and level of service to customers.

REFURBISHMENT OF LARGE DIAMETER PREǧ STRESSED CONCRETE PIPELINES ȍPCPȎ: B7 PIPELINE, A CASE IN POINT KG Maumela, K Canary, N Masondo Rand Water was established in 1903 as a Bulk Water Supplier. Rand Water is a State Owned Enterprise based in South Africa. It provides bulk potable water to more than 12 million people in Gauteng, parts of Mpumalanga, Free State and North West Provinces. The area of supply is 18 000 km². This area has been extended by another 13 000 km² by Act of Parliament. Rand Water’s distribution network consists of over 3 300 km of large diameter pipes (ranging from 450 mm diameter to 3 500 mm diameter). About 10% of Rand Water’s pipelines are pre-stressed concrete pipelines and the rest are steel pipelines. Water is supplied to 58 strategically located service reservoirs, the largest of which is the Klipriviersberg reservoir with a capacity of 650 megalitres. Its customers include metropolitan municipalities, local municipalities, mines and industries. Although Rand Water is a State Owned Enterprise, it has remained financially self-sustaining throughout its existence. Rand Water supplies all its potable water from two water treatment plants, namely Zuikerbosch and Vereeniging. These water treatment plants are situated approximately 70 km away from the secondary booster pump stations. B7 pipeline supplies potable water to the western suburbs of Johannesburg from engine room 3 of Zuikerbosch Water Treatment Plant to Eikenhof Booster Pump Station. Given the condition of this pipeline, a number of technologies needed to be employed to refurbish it. These technologies will be explained later in the paper. Since this pipeline could not be taken out of service for a long time due to operational requirements, the refurbishment work was done in two phases. The paper will address both phase one as well as phase two. The scope of work for both phases included: • Eddy Current Scanning • Carbon fibre repairs. • Slip lining of portions of the pipeline • Installation of seals at pipe joints. • Chambers rehabilitation.

FACTORS AFFECTING LIFETIME COSTS OF WATER SUPPLY PIPELINES M Shand The assurance of supply of water to municipalities for domestic and industrial use depends on the reliability of the water supply infrastructure usually comprising dams, bulk supply pipelines, water treatment plants, reservoirs and reticulation pipelines. This paper examines the following factors that may affect the desirable 50 year design service delivery lifetime of municipal pipelines: • Operating conditions and route selection • Pipe materials (uPVC, HDPE, Ductile Iron, GRP and Steel) and design • Pipe supply and installation • Pipeline maintenance

THE STRUCTURAL REHABILITATION OF THE FISH WATER FLATS WASTEWATER TREATMENT WORKS IN NELSON MANDELA BAY MUNICIPALITY

CENTRE OF EXPERTISE ǧ WATER UNLOCKED?

VA da Silva, I duP van Renen Service providers often operate facilities to provide water and sanitation services without an understanding for the need to perform integrity evaluations. Service providers can only achieve maximum service life from its assets, if proper maintenance rehabilitation strategies are

L Meijer, D Govender During the last WISA Conference in May 2012 the Centre of Expertise was launched by the Dutch ambassador to South Africa, Mr. Andre

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SIMPLE TOOL FOR ANNUAL ESCALATING ȍAND DEǧESǧ CALATINGȎ INFRASTRUCTURE VALUE BASED ON THE CONSTRUCTION PRICE ADJUSTMENT FACTOR

followed. The Fish Water Flats Waste Water Treatment Works (WWTW) situated in the Nelson Mandela Bay Municipality treats in excess of 100 Mℓ/d of domestic and industrial wastewater. The facility is subject to a severely corrosive environment and the reinforced concrete structures have deteriorated significantly. This paper provides an overview of the condition assessment, rehabilitation strategy for the structures and a case study of the rehabilitation works undertaken.

HMS Belmonte Municipalities are under a legislative imperative to compile asset registers that account for all their assets and provide accurate annual valuations of their assets, in particular their infrastructure assets. It is also considered best practice for municipalities to prepare infrastructure asset management plans. The need to value infrastructure assets and specifically to determine the asset current replacement cost has increased significantly in the recent past. The determination of asset replacement cost would ideally be determined from historic cost data at every instance. However, given the lack of historic cost data and the effort required to collect and analyse this data, it is often more effective to extrapolate the value from previous estimates with the allowance for a suitable escalation that is more representative than the global Consumer Price Index (CPI) within the municipal infrastructure/finance sphere. This paper presents a simple tool that was developed to escalate and deescalate infrastructure values based on the various Contract Price Adjustment Factors.

THERMALLY FUSED PVC PIPE HELPS ACCELERATE ADOPTION OF TRENCHLESS PIPE INSTALLATION TECHNIQUES IN NORTH AMERICA AD Seidel, R Walker In North America, trenchless pipe installation methods continue to see rapid adoption growth in municipal markets with 71% of utilities having used trenchless methods in the past 12 months.1 This adoption rate is a function of improving equipment, installation experience and improved materials. The three most recognized trenchless installation methods for pressure pipe; horizontal directional drilling (HDD), sliplining and pipebursting are seeing rapid growth in application. Improvements in methods and materials have stretched the boundaries of these technologies, allowing longer lengths of pipe, larger sizes and an increased range of project constraints to be managed. New pipe joining methodologies for thermoplastic pipe materials and specifically the advent of thermally fused PVC pipe have had the largest impacts on the growth of these installation modes in North American water and wastewater infrastructure. This paper discusses the fused PVC pipe technology that is enabling trenchless growth and highlights two cases studies where fused PVC was utilized; a 3 800 foot (1 1140 m) HDD bore with 24 inch (600 mm) and 6 inch (150mm) pipe pulled in simultaneously under a live airport runway in Portland, Oregon and a water utility in Colorado that has installed over 150 000 feet (45 000 m) of fused PVC via the pipebursting method.

DWA: WATER SERVICES ASSET MANAGEMENT STRATǧ EGY: INTRODUCTION AND GUIDELINE ON DEVELOPǧ ING AN ASSET MANAGEMENT PLAN M Bannister, T Rasikhanya Managing Infrastructure assets to meet people needs has existed since humans first began building infrastructures to meet the need intended by those particular infrastructures. Water services infrastructure cannot be allowed to deteriorate to crisis levels, impacting and affecting national government’s growth and poverty reduction targets. The work by the Department of Water Affairs (DWA) and others in assessing and documenting the state of water services infrastructure, served to underline the need for a Water Services Infrastructure Asset Management (IAM) Strategy, and the importance of it being programmed, budgeted for, and implemented without delay. The development of this Strategy is a key milestone signalling determination on the part of DWA as sector leader, and its partners, that increasing attention be paid to water services IAM. It is part of a broad set of initiatives to improve IAM at all levels of government. It is written as a road map of commitment and intention for DWA and its partners at national level; a statement of the rationale for and a specification of the high-level actions required to empower and guide Water Services Institutions (WSIs) in practicing sound IAM practices. It is also written to inform WSIs on the support they can expect, and will also be useful in holding national government and its partners to account, and to contribute to a shared vision of appropriate support. To complement the Strategy, the Department has also written a Guideline document to assist Municipalities in developing an Asset Management Plan. This Guideline will be presented with copies being distributed at the conference together with the Strategy.

RURAL ROAD ASSET MANAGEMENT PRESERVING OUR FUTURE L Malapane, P Dorkin, R Purchase This paper puts into perspective the challenges faced by road authorities in South Africa to maintain one of the countries most vital assets, its roads. Preliminary results indicate that the provinces road network requires a long term sustained maintenance plan. Coupled with the state of the provinces roads is the fact that there are 2.5million unemployed people in KwaZulu-Natal with 1.5 million of these having not finished high school. The only solution for these individuals is to obtain employment in menial tasks and to then try to complete their education while they are employed. The maintenance of rural road assets unlocks these opportunities by targeting the very people who are living in rural municipalities and providing them with long term employment opportunities. The paper describes the milestones achieved over the last 2 years by the role players in the Rural Road Asset Management (RRAMS) Project, namely the National Department of Transport (NDoT), the KwaZulu-Natal Department of Transport (KZN-DOT) and the 10 District Municipalities. The paper also uses the data obtained from this work to present a possible way forward for the various authorities to achieve the countries stated aims of providing all weather access to the majority of its inhabitants.

OUTCOMES FROM A SEWER MAINTENANCE BACKLOG INVESTIGATION M Pienaar It is well known that in the past the level of expenditure on the maintenance of existing infrastructure in municipalities has been too low, resulting in the deterioration of the infrastructure condition. It has become evident that municipalities need to focus its maintenance expenditure on those assets that need it most, and also to quantify the

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extent of maintenance required, so that appropriate planning and budgeting can be implemented to address the backlog. At the end of 2011 Phase Two of a six year maintenance backlog investigation on the sewerage network of Nelson Mandela Bay Municipality (NMBM) was concluded. The challenge was to conduct an accurate analysis of the infrastructure network in terms of Scope, Risk and Cost and to correctly allocate priorities for the systematic eradication of the maintenance backlog. The approach taken was a theoretical model in combination with a physical inspection. The theoretical model involved the development of a GIS based IT tool using the characteristics of each sewer to predict the risk of sewer failure, thereby calculating an Inspection Priority. The physical inspection involved a condition assessment of the Priority sewers in order to verify or improve the theoretical model, and was carried out by CCTV survey. The result was a planning tool which can be used to budget and programme for further investigation, preventative maintenance and backlog elimination.

which make up 40% of the population, has been done in a way that has the objectives of ensuring sustainability, creating employment, improving public health, aiding food security through nutrient recovery and in the longer term recovering energy from human excreta. Sanitation technology is evolving rapidly and the innovative approaches to meet the sanitation needs of communities are described. Research has been the foundation of this innovative approach and has resulted in a new understanding of community needs and the underlying factors behind these needs. Research has also resulted in the development and identification of new technologies necessary to provide affordable, sustainable sanitation solutions. Sanitation is on the verge of a technology revolution that should change our views of how a toilet looks and behaves. This new technology should enable cities in developing countries to leapfrog the current approaches which involve large capital investments in infrastructure – much has been the case with mobile telephone networks replacing fixed line networks – and allowing rapid growth in the coverage of water and sanitation services to poor unserved communities.

THE IMPACT MEMBRANE BIOREACTOR ON THE DEǧ SIGN OF BIOLOGICAL NUTRIENT REMOVAL AT MALMǧ ESBURY WWTW

AN INNOVATIVE APPROACH FOR THE OPERATION AND MAINTENANCE OF ZEERUST WASTEWATER TREATMENT WORKS

MC Ramphao, BR Theunissen, PC du Preez, L Zikmann

C Coetzer, H Honey

The application of Membrane Bioreactor (MBR) technology for solidliquid separation has been increasing recently due to declining costs, increasing requirements for pristine effluent quality and higher premiums attached to land. Malmesbury, located approximately 70 km from Cape Town, upgraded their existing treatment works with MBR technology. The upgraded Malmesbury WWTW is a hybrid MBR nutrient removal system that makes optimum use of the previously existing Pasveer Ditch-type activated sludge plant. Flow is split and recycled between the old and new units to create one integrated system, where the MBR has hydraulic capacity for the design peak dry weather diurnal flow of 20 M/d. To accommodate the significant peak wet weather flows, the normally “idling and dormant” previously existing clarifiers are called into service automatically along with the disinfection system. To accommodate this and ensure the clarifiers do not fail in flux overloading, the recycles are carefully designed to achieve conventional lower mixed liquor concentrations in the Pasveer Ditch, whilst the MBR unit runs at 8 to 15 kg/m3 (depending on the reactor zone). The hybrid system made the use of MBR technology viable cost-wise, and allows the municipality to recycle virtually almost the full daily dry weather flow. Also, and important in the client’s decision to select MBR technology, the reduced footprint of the hybrid system (as opposed to conventional activated sludge) substantially increases the ultimate treatment capacity on the site; an important consideration to avoid the alternative of developing a second treatment site to meet the anticipated on-going growth of the town. This paper describes the design approach adopted for the MBR plant at Malmesbury as well as the preliminary five months operational results (since the introduction of raw sewage) of the recently implemented full scale MBR plant.

The successful and efficient treatment of municipal wastewater to ensure continuous compliance with legislative requirements at the lowest possible life cycle cost depends both on the suitability and durability of capital infrastructure for the specific type and quantity of wastewater, as well as the long term operation and maintenance of the processes and infrastructure. Professional Engineering Service Providers have traditionally mainly been involved with the design and construction stages of wastewater infrastructure. In many instances the infrastructure deteriorates soon after the contractors’ defects liability period has expired and shortly afterwards the treatment system fails to deliver effluent quality in line with the requirements of the Department of Water Affairs (DWA). The Ngaka Modiri Molema District Municipality (NMMDM) decided in 2011 to implement a turn-around strategy when it became apparent that the Zeerust Wastewater Treatment Works (WWTW) is not only in dire need of an upgrade, but also required an innovative approach to improve the operation and maintenance (O&M) of the WWTW. Subsequently they appointed an Professional Engineering Service Provider to undertake the professional services for refurbishment and upgrade, as well as the O&M of the works for a period of 6 months. The first phase focused on the repairing and replacement of infrastructure. Various contractors were appointed to carry out this phase, while Water Solutions Southern Africa (WSSA) had been appointed to carry out the Operation and Maintenance (O&M) requirement and to train municipal staff in the O&M of the works. At the end of the 6 months period the effluent quality complied with all effluent quality standards stipulated by the Department of Water Affairs and the works was handed to the NMMDM in a very good condition with all process units functioning efficiently and comprehensively. This approach demonstrated that by selective private sector involvement, a municipality showed the capability to meet one of the core needs of their inhabitants, i.e. to treat their wastewater efficiently, thereby protect the environment, as well as discharging treated effluent which is suitable for re-use.

A NEW LOOK AT SANITATION IN A DEVELOPING COUNTRY CITY NA Macleod Cities in developing countries face challenges that are not common in developed country cities, when it comes to the provision of sanitation. These cities face rapid population growth, high levels of poverty and unemployment and need to balance the financial demands of existing assets while expanding infrastructure coverage and building new assets. In Durban, the provision of a sanitation service to poor communities,

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SESSION 2: INSTITUTIONAL Quality Service Delivery for the Community by the Community: An innovative Eastern Cape infrastructure and job creation success - Dr Kevin Wall:Â CSIR The South African Water Sector Skills Audit as pertaining to Municipalities - Ms Adrienne Vienings: Water Concepts Capacity Assessment as a Catalyst for Performance Improvement of the Engineering Functions at South African Municipalities - Sarel van Baalen: University of Stellenbosch Key Considerations in the Planning and Implementation of a Public Transport Service in Smaller Municipalities - Lindsay Mooiman: George Municipality and R Esson: Pegasys SESSION 3: ROADS & STORMWATER Innovative Remedial Stormwater Management: Glenwood Area 4 - Leon Hellberg: SiVest and Randeer Kasserchun: eThekweni Municipality The use of Geosynthetics in Pavements: New Technology for a Sustainable Environment - Edoardo Zannoni: Maccaferri Southern Africa SESSION 4: ROADS & STORMWATER An Economic Investigation into the applications of LBS and Hot Mix Asphalt in Low Volume Roads - John Daniels: Cape Agulhas Municipality Emergency Stormwater Upgrade in the Virginia Airport Area - Clint Crystal, Godfrey Vella and Randeer Kasserchun: eThekweni Municipality SESSION 5: WATER & SANITATION Benchmarking of Water Services: A Panacea to Sustainable Municipal Revolution - Simon Musere: City of Harare, Zimbabwe and Engineer Z .Hoko: University of Zimbabwe Nelson Mandela Bay Municipality Non Revenue Water Programme: "Providing sustainable water supply services to Nelson Mandela Bay" - David Raymer: Uhambiso Consult and Dugald Ross: Re-Solve Consulting Lifetime Costs of Pipelines - Dr Mike Shand: Aurecon The Centre of Expertise - Assisting the South African Water Utilities to help each other - Leo Meijer: Vitens Evides International and Simon Scruton, Speedy Moodliar, Dhevan Govender: eThekweni Municipality SESSION 6: INFRASTRUCTURE REHABILITATION Refurbishment of Large Diameter Prestressed Concrete Pipelines - a case Study - Godfrey Maumela amd Kirk Canary: Rand Water The Structural Rehabilitation of the Fish Water Flats Wastewater Treatment Works in Nelson Mandela Bay Municipality - Venance da Silva and DuP van Renen: Afri-Coast Engineers Thermally Fused PVC Pipe helps accelerate adoption of Trenchless Pipe Installation Techniques in North America - Andrew Seidel and Bob Walker: Underground Solutions Inc, USA SESSION 7: INFRASTRUCTURE MANAGEMENT Empowerment from the Rural Roads Asset Management Scheme (RAMMS) - Roger Purchase: TPA Consulting Cc and Pat Dorkin: KZN Department of Transport Simple Tool for Annual Infrastructure Valuations based on the Construction Price Adjustment Factor - Dr Hal Belmonte: Aurecon Water Services Asset Management Strategy: Introduction and Guideline on developing an Asset Management Plan - Mark Bannister and Tenda Rasikhanya: Department of Water Affairs Outcomes from a Sewer Backlog Study - Morne Pienaar: Aurecon SESSION 8: WATER & SANITATION The Impact Membrane Bio Reactor at the Malmesbury WWTW - Mpho Ramphao, BR Theunissen, PC Du Preez and L Zikman: Aurecon A New look at Sanitation in a Developing Country City - Neil Macleod: eThekweni Municipality Innovative Approach for the Operation and Maintenance of Zeerust Waste Water Treatment Works - Casper Coetzer and Hendrik Honey: Aurecon

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QUALITY SERVICE DELIVERY FOR THE COMǧ MUNITY, BY THE COMMUNITY: AN INNOVATIVE EASTERN CAPE INFRASTRUCTURE AND JOB CREATION SUCCESS

to sanitation, the second highest backlog in South Africa. It was also highlighted that the lack of skills and capacity to manage existing facilities is a contributing factor for infrastructure failures. The report concluded that ‘there is great potential for public and private investment on sanitation that could increase both benefits and cost effectiveness of public investment’ (Department of Human Settlements, 2012:70). The Water Research Commission (WRC) has for a number of years, funded and undertaken studies of selected institutional options that could assist in the improvement of operation and maintenance. This research, led by the Council for Scientific and Industrial Research (CSIR) and a private sector water services provider, postulated that franchising partnership models, developed in the private sector for providing a wide range of services, could be adapted, and the resultant social franchising partnership concept could be a valuable and viable addition to the current range of institutional models for the operation and/or maintenance (O&/M) of public sector sanitation and water services infrastructure. (Wall 2005; Bhagwan et al 2009; Wall and Ive 2010; Wall et al 2011) This research, and interest shown by public sector owners of infrastructure, prompted the services provider in 2008 to establish a subsidiary to play the role of franchisor where needed. Whereas it was originally thought that municipalities would be the first to procure social franchising partnerships, and whereas many of the officials approached expressed interest, there was a reluctance to be the pioneer of this new and untested concept. However the first significant interest in utilising this innovative business approach came from key officials of the Eastern Cape provincial Department of Education (DoE), who saw its potential to assist them with one of their most intractable problems, namely the poor levels of maintenance of water and sanitation infrastructure at schools. Particularly, they saw its potential for rural schools, where harvested rainwater is generally the only water supply to the school, and the toilets are VIPs or similar. The franchisor and its trainee franchisees in less than three years greatly improved the condition of the school toilets in the Butterworth education district of the Eastern Cape. This paper describes the approach; describes the pilot programmes (reflecting on some of the key benefits and lessons learnt); and describes how this approach has already been replicated, and might be replicated even further.

Kevin Wall(1), Oliver Ive(2), Jay Bhagwan(3), Wayne Birkholtz(4), Nocawe Lupuwana(5), Esther Shaylor(6) (1)

CSIR, P.O. Box 395, Pretoria 0001, kwall@csir.co.za; Amanz’abantu Services, East London; (3) Water Research Commission (WRC), Pretoria; (4) Impilo Yabantu, East London; (5) Franchisee sole proprietor, Butterworth; (6) Impilo Yabantu, East London. (2)

ABSTRACT A number of pilot projects in the Eastern Cape have demonstrated how the institutionally innovative and very practical social franchising partnership approach can successfully be used for the routine maintenance of low-technology water and sanitation infrastructure. Whereas other approaches have built capacity and developed skills in attempts to improve service delivery, many of them have had limited success because they have not enjoyed sufficiently strong incentive structures and support systems. The social franchising partnership approach, in contrast, is built on a robust foundation of mutual support and incentives. The paper describes how the franchise partners have been working with municipalities and provincial departments to address operational issues at a significant scale. Many opportunities lie in applying the approach to further operation and/or maintenance (O&/M) activities within the water and sanitation services delivery chain, and thereafter extending it to other types of infrastructure (e.g. roads and electricity reticulation). The approach addresses national goals, particularly: job creation - and it creates these at the lowest economic levels of the pyramid, where unemployment is highest and possession of workplace skills lowest; transfer of workplace skills; micro-business creation and nurturing; BBBEE; and service delivery, through O&/M activities that increase the availability and utility of infrastructure, and the quality and reliability of services.

2. THE PARTNERSHIPS In the words of the Franchise Association of Southern Africa (FASA), a franchise is ‘a grant by the franchisor to the franchisee, entitling the latter to the use of a complete business package containing all the elements necessary to establish a previously untrained person in the franchised business and enable them to operate it on an on-going basis, according to guidelines supplied, efficiently and profitably’ (Parker & Illetschko 2007: 15). Water services franchising partnerships can broadly be described as business-to-business partnerships, whereby small locally based enterprises enter a business partnership with a larger established enterprise for the purpose of utilising a “tried and tested” approach for undertaking selected activities required to ensure sanitation and water facilities and systems are operating in a reliable manner and in accordance with the specified availability, quality, hygiene and environmental standards. Since the 1950s, franchising has utilised the drive of entrepreneurship while reducing many of the risks to small business (Parker and Illetschko 2007:9). Both parties of a franchise have a vested interest in making sure the venture is a success while benefiting from mutual learning and shared experiences (Ahlert et al, 2008:16). The concept of ‘social franchising’ is defined as ‘the application of commercial franchising concepts to achieve socially beneficial ends’ (Montagu 2002) and has been identified as an approach appropriate for use in sectors where the quality of the

1. INTRODUCTION Year after year, the operation and maintenance of water and sanitation services (hereinafter “water services”) infrastructure in South Africa has in far too many cases been found to not comply with the required standards (SAICE 2011; DWA 2012a, 2012b). This research has also shown that the main problem is most likely to be shortfalls in the skills and management of the institution responsible for the services. These operation and maintenance shortfalls are particularly manifest in “the quality and reliability of basic infrastructure serving the majority of our citizens [which] is poor and, in many places, getting worse. Urgent attention is required to stabilise and improve these.” (SAICE 2011: 5) The consequent service delivery failures are pointers of warning that serious turnaround strategies are required in South African municipal service delivery. This paper describes the work to date on an innovative adaptation, to address quality and reliability of service delivery, of commercial franchising principles. In particular it reports on the findings of piloting this innovation in the Eastern Cape. The Ministerial Sanitation Task Team last year found that the Eastern Cape needed over 800 000 toilets to ensure all households have access

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basic infrastructure support they need to allow them to focus on their studies. The health and social problems arising from the lack of these basic services spill over into the community – for example, the learners should be experiencing good water and sanitation practice at school, and should be taking this understanding home, in order to improve the practice at home, but, sadly, this is not happening. In 2009 Irish Aid, the CSIR, the WRC, the DoE and Amanz’ abantu Services signed a memorandum of understanding (“MoU”) to implement a three-year pilot for routine servicing (akin to the 15 000 km routine servicing of a motor vehicle) of water and sanitation facilities at the approximately 400 schools of the Butterworth education district. During 2009, the scope of work was agreed with the DoE, and training and operation plans were developed. Advertisements called for parties interested in becoming “water services franchisees” to come forward. A condition was that they had to be resident in the Butterworth area for two reasons: • to ensure that the work would be done by ‘local’ people drawn from the communities that would be served; and, • in order to minimise travelling time and cost to Butterworth and to the schools that would be serviced. Prospective franchisees were screened, and those shortlisted were interviewed in more depth. Those selected received initial training in East London. Thereafter the trainee franchisees and franchisor met with the DoE Butterworth District staff and school principals in order to plan their programme schedules, and for works orders to be agreed. These franchisees were required to operate under the franchise brand. Franchisee (and co-author of this paper) Nocawe Lupuwane (the lady kneeling) with her team The franchisor established and trained an in-house team. One purpose of this team was (and still is) to be available as a back-up should a franchisee drop out. The other purpose of the team has been to provide the franchisor with benchmark costs and an opportunity to develop and test methodology and procedures. The franchisor also developed and adopted a QMS which is compulsory for all work of the franchise, whether of the franchisor or the franchisees. It provides a framework to ensure regular audits are undertaken, as well as providing a controlled management system which enables the franchisor to manage the documented works procedures. Spot checks are conducted by the franchisor on randomly selected schools to ensure standards of work are being maintained. A key component of the service provided by the franchisees has been that of inspection and reporting on the serviceability and suitability of the facilities. Photographs taken have assisted the process of inspection and assessing schools future repair (in some cases, replacement, the toilets having been found in such a poor structural condition) and maintenance needs. Reports compiled from these inspections have been submitted to the district managers of the DoE at monthly meetings, and repair and maintenance lists then agreed for implementation over the next month. In this manner, ongoing service relationships have been developed between the franchisees, the school principals and the DoE’s district managers. In terms of the MoU, the franchisees billed the schools (or the DoE on certain schools’ behalf ) each time they did cleaning and maintenance. But all of the development costs – i.e. developing the concept, developing the training schemes, doing the training, preparing the operations manuals, and so on - were funded by Irish Aid, the WRC and also the in-kind contributions of the franchisor and the CSIR. The franchisees themselves took out loans to fund the capital outlay for equipment and so on. Because banks much prefer lending to businesses which follow proven models, it was found that franchisees have a far better chance of securing bank loans than stand-alone small businesses do. Due to the burden of the start-up costs, as well as (as it turned

service needs to be driven up and the cost of the service needs to be driven down through standardising on proven delivery mechanisms. McDonald’s is an enterprise which not only seeks to cover costs but to also make the franchisee and franchisor a significant profit. In contrast, social franchising seeks to develop an enterprising solution where community members ‘contribute towards meeting their needs either with money or time (or both)’ (Norton, 2010). This approach, while still needing to cover costs and to allow franchisees to make a living, is motivated by addressing the needs of those most neglected and doing social good. These social partnerships are especially suitable for communities with a large poor population needing infrastructure services, but who are also looking for employment and an opportunity to develop their entrepreneurial and technical skills. The water services social franchising partnership concept provides opportunities for linking “local economic development” and job creation with the provision of basic municipal and community services. This concept provides appropriate training, a quality management system (QMS) and procedures, and the backup of the off-site skills held by the franchisor. The franchisor identifies people with the skills and temperament appropriate to run the franchisee micro-enterprises, who are resident in the target area and who, once they have been exposed to training, are willing to enter into a franchise agreement. Key to success is the willingness of the public sector authority owning the infrastructure to outsource its responsibility for routine servicing, and the ability of this authority to procure, appoint and direct micro-businesses to undertake the work under the guidance of the franchisor. In the Butterworth pilot, trainee franchisees, all local people, with few exceptions first-time entrepreneurs, have been helped to set up microbusinesses which mostly employ women from the rural villages. Under the guidance of the franchisor, these teams are undertaking the initial cleaning and thereafter routine servicing of the water and sanitation facilities at the schools. The primary objective of the Butterworth schools sanitation and water servicing pilot project was to develop and test an outsourcing concept which can be used for rolling out similar services to most of the more than 6 000 public schools across the 23 education districts of the province. Research findings from the pilot indicate that many opportunities lie in applying the principles of social franchising partnerships to a range of suitable operation and/or maintenance activities within the water and sanitation services delivery chain - that is, of readily systematised repetitive operation and maintenance activities.

3. THE BUTTERWORTH PILOT PROJECT The provision of infrastructure in South Africa’s rural areas has, for ideological and financial reasons, often favoured functionality and quantity over quality and sustainability. The imperative to produce demonstrable short-term results has generally outweighed long-term considerations. The focus of education authorities has invariably been on classroombased activities. Insufficient attention has been paid to the essential supporting infrastructure. Services like sanitation, when available (not always the case), have been provided for at the barest minimum level with insufficient consideration of quality, durability and sustainability. Repair and maintenance issues have often been sidelined or ignored due to funding constraints. Consequently, much rural school water and sanitation infrastructure is either: • dysfunctional, requiring radical interventions (extensive refurbishment or total rebuilding); or, • serviceable, but deteriorating, and threatened by further deterioration if not supported by good operation and maintenance. Over and above this, at local level the negative impact of poor sanitation and non-availability of clean water in schools deprives learners of the

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out) their fluctuating workload, franchisees were not expected to make net profits until their third year. Nor did they. Only continuity of work would resolve this. During the pilot, the franchisor found it necessary to take direct responsibility for defining and securing the work orders, and it then instructed the franchisees-in-training to perform the work. In effect, each maintenance order was a small contract - for the first round of maintenance, each order was between R 2 000 and R 5 000. For administrative convenience during this start-up phase, the potential franchisees were managed as subcontractors, although they were treated as franchisees for all other aspects of the operations. The franchisor assisted the franchisees through the setting-up phase, including the basic business and administrative training, and the development and training of the operational methodology. Post-pilot the franchisees no longer need the comfort and safety net of a subcontract arrangement, and the switch to a full franchising-like arrangement is taking place, with the franchisees being appointed directly by infrastructure owners. The franchisees have proven themselves capable of seeking new clients and generating new and repeat business, and managing their own interactions with clients. In particular, this means that they will have to manage their interactions with the DoE district officials and they will need to ensure the school principals and the school governing bodies are satisfied with the result and approve the work done. The franchisees have also been able to offer their services to clinics, other public authorities, and to private business and households. The franchisor played a very intensive role, not only managing the administrative part of the process (checking and compiling invoices and ensuring payment from the DoE), but also being responsible for ensuring random checks on franchisees for quality control, and processing the vast array of ‘before’ and ‘after’ photos from each school. Another key role of the franchisor is that of “fire fighting” - addressing problems and issues as they arise, which was a common occurrence during the development of the process, with problems such as payment delays, failure of equipment and the logistics of schools “not existing” or “not having any latrines”. The pilot over and over again proved the value of the franchise arrangement. Not only was this in respect of the anticipated advantages such as the training and mentoring, but it was demonstrated in the form of the protection that the franchisor provided against the inefficiencies of the DoE. For a particular example: when payments by the DoE were late, the franchisor followed up on behalf of all franchisees - it was not necessary for each individual franchisee to come in from the field, costing time and travel expenses, and losing production. Given the difficulties encountered with the DoE payment regime, it is unlikely that standalone micro-businesses would have survived for long.

sites. The village was located within a kilometre of the Waste Water Treatment Plant (WWTP) and so the franchisor fenced off a piece of land next to the WWTP and ploughed trenches into it to dispose of the sludge. As the work progressed the ADM granted the franchisor permission to dispose directly into the WWTP, saving time when disposing of the sludge. Loading drums, filled with household faecal sludge, prior to their transport to the Dutywa WWTP ADM has since made several further appointments of the franchise to do the same kind of work in other areas. Currently, 2 400 household toilets are being serviced by three franchisees in a programme that will take several months to complete. The franchisor has been developing methodologies for accessing household pits and disposing of waste, depending on the type of toilet, topography and geographical location in relation to certain infrastructure. These have been tested through work for the ADM in other villages in their jurisdiction. The adaptation from one approach to another for specific situations is a major advantage of the franchise approach. The franchisor develops the practical guidelines and strategies for the franchise to operate under, and if necessary the franchisor can be called on to develop new plans as needed, or address situation specific issues.

5. FACTORS AFFECTING VIABILITY AND COSTS The pilots have underlined that rolling out of the programme will sink or swim on financial viability - and costs of undertaking the servicing, while not the main contributor, have a significant bearing on that. Not unexpectedly, the amount of effort involved in undertaking the servicing of sanitation facilities - including time, training required, equipment required, and ingenuity - varied enormously from site to site.The main variables included the type of top structure, the nature of the pit contents, whether there was or was not broad consistency of type and contents in an area, distances (between pits, from home base to work site, from pits to disposal site, from location of specialised equipment to work site), logistical delays (e.g. non- arrival of equipment), and bureaucratic hold-ups (especially payment delays). The biggest single influence on cost was continuity of work - or lack thereof. To illustrate - once the franchisees were able to get into a routine, they could each empty up to five household toilets each day, and dispose of the contents. Obviously, ability to work at this pace brought the cost per toilet down substantially. In the scaling up, therefore, a minimum three-year commitment from clients is preferred. While none on the above lists is unique to franchising partnerships, this serves to underline the point that service providers, when pricing the service, have to be keenly aware of all, because the cost of an effective service can vary between wide limits. It would not be untrue to say that 90% of the worst problems on the Butterworth schools pilot related to DoE payment delays and slow decision-making. Payments to the franchisees had thus to be initially covered through partner funding and by the franchisor’s principal (the private sector water services provider owning the franchisor) , these costs being recovered much later from the DoE. In contrast, the franchise partnership’s performance of training, safety, efficiency and of course infrastructure operation and maintenance service delivery was excellent. Establishing the franchisor as designated lead service provider independent of other responsibilities ensured that a focus was kept throughout the project on overcoming issues and challenges. It was accepted by the pilot project stakeholders (including the board of the franchisor’s principal ) from the outset that the franchisor would not make a profit during the Butterworth schools pilot. Its purpose was to pioneer the franchise approach, and to overcome hurdles, ensuring that the project stayed afloat. The DoE has stated that it is keen to roll this programme out to other areas in the Eastern Cape. However there is a need for greatly improved

4 . THE MUNICIPAL PILOTS As Ahlert et al (2008) point out, while many social franchising pilot projects are successfully carried out, without scaling up they fail to increase the social impact. The Butterworth pilot programme successfully proved that the social franchising partnership approach can address the condition of water and sanitation facilities in schools. However, given that the social franchising partnership concept had in the current context been developed with a view to providing operation and maintenance services for municipalities, it was always envisaged that significant municipal work would sooner or later be commenced. The first significant appointment from a municipality was from the Amathole District Municipality (ADM), a largely rural municipality, which asked for all of the 400-plus household pit latrines in Govan Mbeki village, Dutywa, to be emptied. This the franchisees achieved in six weeks. The household work differed to that at the schools as the quantity of faecal sludge was significantly higher and there was no travel between

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Technical methodology also needs further development. The franchisor has been monitoring developments relating to the management of biological processes of the pit contents as well as developments relating to mechanical equipment and techniques for pit emptying and sludge handling and disposal. It has also become involved in research, documenting and developing health and safety guidelines for those working with faecal sludge. This is important in maintaining healthy and safe practices in the sector and imparting on franchisees the responsibilities they have to their staff. Currently an immunisation and deworming programme is under review along with developing health and safety protocols for all aspects of work, such as operation, storage of tools and disposal of water used in washing items in contact with faecal sludge. We live in a technologically society and the role of mobile communications is ever growing. The franchisor was launched to address the issues of service provision in rural areas. Around six billion people have access to a phone but less than three billion have access to toilets (Kalan, 2013). The growth of mobile technology lead to the recent ‘Sanitation Hackathon’ from the World Bank which encouraged mobile application developers to design applications to address the issues relating to sanitation provision. Awareness of the issues facing the water sector, like that promoted by the Hackathon, has led to the creation of various applications with potential to aid a franchise in the water sector. For the franchisor, the amount of paperwork generated at each school is a serious concern for expansion of the programme. Currently there is investigation of how these applications could assist with information gathering and data collection. Another way in which the applications can assist is in reporting. Both and schools and household level mobile phone users can report specific problems as they occur, generating reports to a central processing point who can inform the local franchisee. These are options under review as they need someone to be responsible for paying for services, and the risk of abuse of the service by users is high. However in the rural areas, where travel times are long and petrol costs high, a way of being able to remotely understand the exact needs of a situation is anticipated to be a big money saver in the long run. Through continuous expansion and proof of the success of the franchise approach it is probable that competitors will appear to challenge the franchisor . Those involved in the franchise recognise the role competition plays in improving and refining businesses. As explained earlier, although the social franchise approach is not primarily profit driven, encouraging competion will provide incentive for entrepreneurial innovation to continually improve and drive down cost whilst offering opportunity for employment. Successful models will be replicated so other communities can benefit from the services offered by water service franchises. The earlier studies by the CSIR/WRC/franchisor team analysed the water services delivery value chain, and identified more than 40 types of opportunities for micro-businesses (Wall and Ive, 2010). The social franchising partnerships concept is now set to expand beyond its current tried and tested paradigm of routine servicing of low-technology water and sanitation infrastructure. Whereas the initial pilots have taken place in the water and sanitation sector, this is a reflection of both the expertise of the professionals responsible for concept development, and the opportunities presented by the interest shown by public sector owners of water and sanitation infrastructure. However there is great potential for social franchising partnerships to undertake operation and/or maintenance of other municipal infrastructure. Opportunities have been identified in, for example, the maintenance of electricity reticulation, in roads maintenance, in solid waste collection, in the maintenance of stormwater

willingness on the part of departmental officials to make commitments and to stick to them, and in particular to pay service providers and suppliers on time and in full. Most importantly, changes are needed in order to better support the development and partnership with small businesses, so that contracts and payment can be facilitated in an effective manner without some of the pitfalls that were encountered (and overcome) during the pilot. The franchisor and franchisees are mutually dependent in many ways, particularly in respect of financial viability. Thus, for example, if the franchisees cannot cover their costs, the franchisor will find it difficult to remain in business and provide them with a service. All of this is crucial to any post-pilot phase. Rolling out the programme to further education districts in the Eastern Cape cannot be contemplated unless the DoE becomes a more reliable payer of its bills. This finding can be readily transposed outside the education sector - owners of infrastructure must pay on time and in full for services rendered. Franchisees are not unique in needing to be paid in order to stay alive. All types of outsourcing by public sector bodies is jeopardised if those bodies are unable to pay according to contractual requirements – everything else being equal, stand-alone microenterprises will go under first, followed by franchisee microenterprises, thereafter by larger businesses. Alternatively, the public sector bodies will find no takers when they try to outsource, or bidders will load their prices in order to cover themselves against the unknown.

6. MOVING FORWARD From this piloting of social franchising partnerships for water services in poor communities, it has become clear that government has a major role to play in facilitating the microeconomic environment which will lead to the stimulation of growth of business at the ‘bottom of the pyramid’. Prahalad (2006) identified this need to develop what he calls ‘an ecosystem for wealth creation’. While government should not be the active participant in this entrepreneurial activity, it can stimulate the activities by placing certain public service responsibilities into the hands of small businesses. By stimulating economic activity for small business in these poor and rural areas, the environment will become more conducive to value creation even beyond the provision of public services. Franchising incentivises micro-entrepreneurs to follow a professional approach to business. Many subsidised programmes have enjoyed limited success that does not last beyond the periods of financial support and are not scalable models (Bramley and Breslin 2010). This restructuring of the relationship between the user, client and service provider transforms a social service into an established business which is guaranteed through the support of the franchise arrangement. The driving force behind success is the franchisees’ ambition to succeed, as they have a clear incentive to achieve set standards, be paid when they achieve these standards, and grow their own business. Reinforcing this, the management systems of the franchise ensure quality control over the operations, sustainability through economically viable pricing systems, and responsible health and safety and environmental management systems. The pilots have developed usable and replicable business plans with tried and tested operating procedures. This has been documented, and the information placed in the public domain (Note 1; Wall and Ive 2013). It is hoped that other reputable, competent and ethical service providers will thereafter enter the market and create competition (Note 2). The management systems are vital to ensuring quality control over the operations, sustainability through economically viable pricing systems, and responsible health and safety and environmental management systems. These systems attract additional cost but on the other hand they ensure responsible business practice and governance and enhance efficiencies throughout the franchise.

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reticulation, and in the maintenance of community buildings and public open spaces.

BCMM for the management of their communal ablution facilities, will also require further franchisee service providers to be mobilised, trained and developed. As demonstrated by the interest from the ADM and BCMM, there is great potential for the social franchising of the routine maintenance of municipal infrastructure. As part of the greater strategy there are plans to explore the potential for provision of water services to various government bodies and clinics. Current development of this concept includes exploring the role the franchise could play in solid waste management, closely linked to sanitation issues.

7. SCALING UP At the time of writing, the programme is about to be expanded to cover four further education districts (three of them predominantly rural) within the Eastern Cape, viz Dutywa, Butterworth, Cofimvaba, and East London. The water and sanitation facilities at nearly 1 400 schools will be serviced regularly. Undertaking this work will involve establishing a new base of operation in each of the districts, and developing new methodologies for working on the waterborne sanitation found in the peri-urban district of East London. The different sanitation systems will also require different skill sets for the franchise teams. Based on the lessons learnt from the pilot programme, an Implementing Agent (IA), advised by a consultant specialising in social franchising partnerships for water services infrastructure operation and maintenance, has been recruited to manage the programme and to ensure the accountability and management of the needs of the DoE. It is hoped that operating through an IA will address some of the issues relating to mismanagement and bureaucracy that were problematic during the pilot programme. The franchisor is currently working with the ADM to help it further address its commitment to maintaining household latrines. This includes exploring how the concept could be further developed in order to optimise the participation of members of the local community so as to ensure timely emptying of pits, while furthering job creation and skills transfer. This approach would allow each franchisee to expand their area of work and would give them ‘eyes on the ground’, thereby allowing them to plan their work schedule better, more closely related to the demands of each locality. It would also give the franchisees long term maintenance contracts. The franchisor is at the time of writing also in the process of expanding its operations to provide a wider range of services, initially by introducing additional services such as solid waste disposal, a natural extension to the on-site sanitation programmes, given that, without a collection service, pit toilets rapidly fill up with inorganic waste. Buffalo City Metropolitan Municipality (BCMM), amongst others, has opened discussion about a series of projects that could be outsourced to franchised service providers. These include undertaking water and sanitation servicing in dense settlement areas and for communities living on the rural fringe, as well as solid waste collection, recycling and disposal. In approaching the franchisee selection process for this expansion, there is much that has been learnt from the pilot programme and much excitement at expanding the franchise to be bigger and more competitive. However being competitive is still a challenge. By specifying that labour intensive methods be employed by the franchise, job creation is promoted. However when competitive tendering may be required for securing of work, the franchise may not always be the most competitive approach. The franchise approach will therefore require commitment from the client through inclusion in the terms of reference for the work. In return they get a guarantee of quality and efficiency from the franchisor, the community gets the service they need, and locally-based people become involved in a sustainable and profitable business of which they can be proud. The franchise started with 10 trainee franchisees. Four years later, the best of these trainees are capable of working with minimal support from the franchisor, and are in the process of moving from being sole traders to establishing their own companies, giving their businesses a more robust structure with greater credibility. With the expansion of the DoE’s schools sanitation and water programme, as mentioned above, the recruitment of a further dozen franchisees is anticipated. The work identified by the ADM, and a possible programme with the

8. CONCLUSION The franchise concept developed has proved to be very successful in incentivising a professional approach to a neglected area of operation. “Professionalising” these services not only creates job opportunities and encourages small business ventures to move into this sector, but it gives individuals a reason to take pride in having a career in sanitation that may otherwise carry the stigma of being undignified and unrewarded. Instead of entering into a partnership with people who simply leave if alternative employment is offered, the contract between franchisee and franchisor provides a more stable relationship to ensure that the work commissioned by the client is completed in a set time frame to an expected level of quality. The restructuring of the relationship between the user, client and service provider transforms an essential service which is often neglected into a contracted service with an established business which is guaranteed through the support of the franchise arrangement. The driving force behind success is the franchisees’ ambition to succeed, as they have a clear incentive to achieve set standards. They only get paid when they achieve these standards, and grow their own business. Reinforcing this arrangement are management systems which ensure quality control over the operations, sustainability through economically viable pricing systems, and responsible health and safety and environmental management systems. In spite of administrative and political hurdles which have delayed progress, the pilots have been very successful in operation and maintenance of both institutional and household sanitation, and building small business. There is clear potential that, the delays, costs and frustrations of the pilots notwithstanding, there are benefits to social franchising partnerships’ operation and maintenance of sanitation infrastructure, and potentially other utility type services as well. Being a successful franchisor operating at the bottom of the pyramid requires patience and benevolence, whilst at the same time insistence on compliance with predetermined standards. Unlike working with contractors, where there are clearcut conditions and contracts, working with franchisees requires nurturing, guidance and patience, to ensure that an environment conducive to stimulating learning and the growth of the franchisees is maintained. Apart from providing essential operation and maintenance services to public sector authorities who are short of skills, the partnerships create jobs, provide training, and nurture micro-entrepreneurs. Future pilots must be structured so that when they come to an end, the franchisees employed on them would have been developed into sustainable microbusiness entities, with the necessary skills and sufficient workload and income streams to continue as viable and profitable businesses.

9. KEY PRESENTATION TAKEAWAYS The social franchising partnership approach is an adaptation, to address quality and reliability of service delivery, of commercial franchising principles. This marriage of unrelated concepts (i.e. commercial franchising principles (think of fast food outlets and video stores!) with

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infrastructure service delivery), to create something innovative, displays South African thought leadership. Implementation has moreover been piloted in the Eastern Cape. Social franchising partnerships are locally led and deliver services locally. Also they create jobs, transfer workplace skills, and retain income within the communities being served. The social franchising partnership approach creates and nurtures micro-businesses. The social franchising partnership approach, thanks to the inherent strengths of the franchising concept, guarantees predetermined quality of service.

Wall, K. 2005. Development of a framework for franchising in the water services sector in South Africa, WRC Report No KV 161/05, Water Research Commission, Pretoria. Wall, K. and Ive, O. 2010. Going with the Franchising Flow; an exploration of partnerships for the operation and maintenance of water services infrastructure, WRC report No K5 1610, Water Research Commission, Pretoria. Wall, K. and Ive, O. 2013. Social franchising partnerships for operation and maintenance of water services: lessons and experiences from an Eastern Cape pilot. WRC report No TT 564/13, Water Research Commission, Pretoria, May 2013.

REFERENCES Ahlert, D., Ahlert, M., Dinh, H., Fleisch, H., Heußler, T., Kilee, L. and Meuter, J. (2008) Social Franchising: A Way of Systematic Replication to Increase Social Impact [Online] available from <http://www.stiftungen. org/fileadmin/bvds/de/Projekte/Projekttransfer/Social_Franchise_Manual_Englisch.pdf >

NOTES 1. For example, see: “ftp://ftp.csir.co.za/SS/ICT/Thomas/vids/VTS_02_1.wmv” ftp://ftp.csir.co.za/SS/ICT/Thomas/vids/VTS_02_1.wmv “Household sanitation” “ftp://ftp.csir.co.za/SS/ICT/Thomas/vids/VTS_03_1.wmv” ftp://ftp.csir.co.za/SS/ICT/Thomas/vids/VTS_03_1.wmv “ Using social franchising in the water and sanitation sector” “ftp://ftp.csir.co.za/SS/ICT/Thomas/vids/VTS_04_1.wmv” ftp://ftp.csir.co.za/SS/ICT/Thomas/vids/VTS_04_1.wmv “A franchisee’s story”.

Bramley, S. and Breslin, E. 2010. Sanitation as a Business: A new spin on the challenge of sanitation Operation and Maintenance. Published in “Sustainable Sanitation Practice”. http://support.waterforpeople.org/site/DocServer/SSP-article-bramley-and-breslin. pdf/864370681?docID=1661 Department of Water Affairs (DWA). 2012a. 2012 Blue Drop Report: South African Drinking Water Quality Management Performance. Pretoria.

2. The key role players in an expansion of the concept are: owners of infrastructure, who require operation and/or maintenance of this infrastructure; locally-based aspirant franchisees, people currently living in and familiar with the community to be served, and who have the required levels of entrepreneurship, energy, skills and leadership; and aspirant franchisors.

Department of Water Affairs (DWA). 2012b. 2012 Green Drop Progress Report: South African Waste Water Quality Management Performance. Pretoria. Kalan, J. (2013) Mobiles answer the call of nature, published in BBC Future Magazine [Online] available from <http://www.bbc.com/future/ story/20130424-mobiles-answer-the-call-of-nature>

In respect of the last: no doubt there are quite a few organisations with the potential to undertake this role, but few of them have so far expressed interest. No doubt this is because the market is currently so small.

Mjoli, N., Sykes, G. and Jooste, T. (2009) Towards the realization of free basic sanitation: Evaluation, Review and Recommendations, WRC Project No K5/1743, [Online] available from <http://www.wrc.org.za/Knowledge%20Hub%20Documents/Research%20Reports/TT%20422-09%20 Water%20Policy.pdf>

ACKNOWLEDGEMENT The authors thank the Water Research Commission and Irish Aid for their support.

Montagu, D. 2002. HYPERLINK “http://repositories.cdlib.org/cgi/ viewcontent.cgi?article=1004&context=big”Franchising of Health Services in Developing Countries, Health Policy and Planning 17 (2): 121–130. “http://repositories.cdlib.org/cgi/viewcontent.cgi?artic le=1004&context=big”http://repositories.cdlib.org/cgi/viewcontent. cgi?article=1004&context=big. Norton, M. (2010) Social Franchising: a mechanism for scaling up to meet social need [Online] available from <http://gsbblogs.uct.ac.za/gsbresearchforum/files/2010/03/Social-franchising_Norton.pdf> Parker, E. & Illetschko, K. 2007 Franchising in South Africa; the real story. Frontrunner Publishing (Pty) Ltd., Johannesburg. Prahalad, C. K. 2006 The Fortune at the Bottom of the Pyramid, Wharton School Publishing, Upper Saddle River, NJ. South African Institution of Civil Engineering (SAICE). 2011. SAICE infrastructure report card for South Africa 2011. Midrand.

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THE SOUTH AFRICAN WATER SECTOR SKILLS AUDIT AS PERTAINING TO MUNICIPALITIES

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Adrienne Vienings Pr Eng

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Water Concepts, Arcadia, Republic of South Africa; Tel: 012 342 5488; Cell: 071 897 6633; Email: adie@waterconcepts.co.za

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ABSTRACT The Department of Water Affairs (DWA) appointed the Water Research Commission (WRC) in June 2011 to manage a research project entitled An Integrated Water Sector Skills Intervention Map Based on a Sector Skills Gap Analysis (referred to as the Skills Audit Project in short form). The project aims to determine, using a sample of 39 institutions, the number of posts per job title in the entire South African public water sector and the percentage of these posts that are filled and vacant. The project further aims, in a sample of 5 institutions, to determine the gaps between the skills required for technical posts as per job titles and the inherent skills of incumbents in the posts. Three innovative aspects of the research are the development of: • a Water Sector Competency Framework which is a structured table of over 2 500 skills required in the sector. • a method to determine the number of staff per job title required in four types of organisations namely, Catchment Management Agencies, Water User Associations, Water Boards and Water Services Authorities, based on technical criteria of the nature of work and the extent of the responsibility. • an online qualitative skills audit questionnaire for individuals to rate themselves against the skills in the Competency Framework. This paper only focuses on the work pertaining to municipalities or Water Services Authorities.

Determine the scarce, critical and priority skills gaps for the different skills sets and skills areas of the water sector and prioritise them into immediate, medium to long term priorities. Develop an integrated water sector skills intervention map which includes: A summary of the skills gap analyses, needs, interventions and recommendations; Resources and support systems required; Define roles, responsibilities and targets.

The reasons or benefits of conducting the research will be to: • Provide any Water Services Manager with comparative data to argue their staff situation. • Measure the quantitative skills gap (per job title, organisation and the country). • Measure the qualitative skills gap (per individual, organisation and the country). • Develop a method that jointly focuses on the quantitative and qualitative aspects of the “lack of skills” i.e. capacity and skills. • Promote a standardised methodology to measure capacity and skills. • Research and be explicit about the reasons for the capacity and skills gaps per organisation. • Devise common definitions related to skills.

INNOVATIVE PRODUCTS The research has developed five innovative products that hitherto did not exist in South Africa. The products are as follows: • A Water Sector Competency Framework (with over 2 500 technical skills). • A quantitative methodology to determine capacity requirements. • A Water Sector Skills Matrix which provides the required set of skills for each job title. • A qualitative methodology to determine technical skills / competency of staff. • An online questionnaire (to obtain incumbents’ actual skills). (Visit www.waterskills.co.za and register to explore the online questionnaire).

WHY CONDUCT A SKILLS AUDIT? In South Africa, one regularly hears that the country does not have sufficient skills. It is not different within the water sector. When service standards decrease or water does not flow or sewer overflows into the streets, one reason attributed to this is that there is a lack of skills in the municipality managing these services. In response to repeated declarations that the public water sector in South Africa is lacking (and losing) skills necessary to plan for and maintain supply of services to the public, the Department of Water Affairs (DWA) commissioned the Water Research Commission (WRC) to research the nature and extent of the lack of skills.

DEFINITIONS: CAPACITY VERSUS SKILLS Many times it is loosely said that an organisation “lacks skills”. A comment such as this does not inform the audience whether the organisation lacks skills due to posts not being filled or whether posts are filled, but incumbents lack the ability or skill to do the job. In order to differentiate between these two situations, this paper continuously refers to skills in two different ways. The first is “capacity” and the second is “skills”. Capacity is used in the context of the number of staff required by job title e.g. ten plumbers, one hydrologist, four master planners. Skills is used to refer to the competency of an individual due to his/her formal training and experience e.g. an ability to calculate water demand, ability to analyse microbiological samples, ability to maintain a telemetry system, ability to operate sludge pumps.

The specific objectives of the research were to: • Review all existing completed work relevant to the sector on the needs and status quo of human capacity and competence and identify the information and knowledge gaps. • Complete a sector wide quantitative and qualitative skills audit including the current sector skills requirements within the various institutions.

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Other definitions used on this project are defined in Table 1.

Table 1: Definitions

The Department of Cooperative Governance and Traditional Affairs (CoGTA) have developed “competency profiles” for various job titles in municipalities. These competency profiles, amongst other information, provide generic, functional and managerial competencies. The term functional competencies in the CoGTA profiles are the same as the competencies in this research’s Water Sector Competency Framework. This research predominantly deals with technical competencies.

capacity gap. Development of a qualitative method to determine the level and lack of skills in individuals per job title and then the municipality’s water department as a whole. Testing of the qualitative method by analysing the skills requirements against actual staff skills at 1 municipality (Moses Kotane LM) to determine the skills gap. Determine the Scarce, Critical and Priority Skills Gap for the Water Sector Work on this objective has not commenced but will be drawn from the findings of the skills audit.

PROGRESS TO DATE Review of Past Work and Initiatives in the Water Sector As mentioned under the specific objectives of this research project (section 1 above), a review was conducted of relevant skills-related work and documents that had been produced in the South African water sector over the past 10 years. Over 57 documents were reviewed and a 1-page summary written on the usefulness of each document to this research. Furthermore, interviews were held with organisations that are presently involved in skills-related initiatives. The findings of the reviews and interviews are not discussed in this paper as the focus of this paper is the quantitative and qualitative skills methodologies.. However, further information on the reviews is available from the author of this paper.

Develop an Integrated Water Sector Skills Intervention Map Work on this objective has not commenced. However, the map will be developed through a consultation process where: • the findings of the research will be presented to various audiences over 6 months. • discussions will be facilitated to raise awareness of stakeholders’ roles in creating the skills gap over the past 10 years. • discussions will be facilitated to allocate responsibilities to stakeholders to bridge the skills gap. • a monitoring process will be established.

Complete a Sector Wide Quantitative and Qualitative Skills Audit The research is approximately half way through the audit work with the following having been completed: Development of a quantitative method to determine what could be deemed “adequate capacity” for a municipality, based on the extent and nature of their water services infrastructural responsibilities. Testing of the quantitative method by analysing the infrastructure and organogram of 1 municipality (Tshwane Metro) to determine its

MUNICIPALITIES IN THE RESEARCH SAMPLE Limited by funds, only one or two municipalities could be chosen per province for the quantitative or capacity audit. The 12 municipalities chosen for the capacity audit are outlined in Table 2. For the same reason, only 2 municipalities in the country could be c hosen for the qualitative or skills audit. Table 2 also provides a list of these municipalities.

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Table 2: List of Municipalities in the Capacity and Skills Audit Samples Figure 1 shows the geographical distribution of municipalities chosen for the quantitative and qualitative audits or assessments.

Figure 1: Distribution of Municipalities in the Audit Sample

THE QUANTITATIVE AUDIT METHODOLOGY (CAPACITY AUDIT) Finding a Relationship between Required Capacity and Extent of Responsibility The following method was devised to allow a relationship to be found between the capacity required (i.e. number of staff per job title) and the extent of responsibility of a municipality. • Research organisation’s mandates from legislation • Place mandates in organisation’s organogram • Obtain technical data on the extent or size of an organisation’s technical responsibility • Obtain regional or depot boundaries • Assume the kilometres of pipelines a plumbing team can operate and

maintain per annum at the service levels documented in the municipality’s policy, technical or regulatory documents. • Assume O&M staff/team relationships e.g. - Number of general workers per plumbing team - Number of artisan assistants per plumbing team - Number of plumbers per plumbing team - Number of plumbers a foreman can manage - Number of foreman and technician can manage - Number of technicians a technologist or engineer can manage • Allocate one engineer, technologist or technician per region for the following sub departments: - Water Master Planning/Planning

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THE QUALITATIVE AUDIT METHODOLOGY (SKILLS AUDIT) The Skills Audit Process in Summary The “supply of skills” would not be valid data if the audit process only used the skills selected by individuals during a self-assessment process. The audit process thus includes a step where the line manager has an opportunity to ratify the individual’s self-assessment rating. The full audit process is as outline in Figure 5.

- Sewer Master Planning/Planning - Water Bulk Infrastructure Provision/Development - Sewer Bulk Infrastructure Provision/Development - Township Establishment/Development - Customer Liaison and Water Demand Management/Water Loss For water treatment works (WTW) and wastewater treatment works (WWTW) use the staff requirements as per the relevant regulations. For operations and maintenance use the calculator as demonstrated in Table 3 (using an example of a plumbing team being able to maintain 160km of pipeline per annum in a municipality that has 10 442km of water pipelines):

Table 3: Calculator to Determine the Required Number of Water O&M Staff per Job Title

Figure 2: The Qualitative Skills Audit Process

The relationship of staff to the extent of sewer pipelines still needs to be researched, assumed and tested.

The Water Sector Competency Framework Some organisations use the same term for different skills and other organisations use different terms for the same skill. This inconsistency would lead to inaccurate results when working across organisations or municipalities. In measuring the gap between “required skills” and the “supply of skills” across the country, analytical difficulties were eliminated by creating a standard list of skills to be used throughout the qualitative skills audit. The standard skills list needed to contain any and all skills any person working in the water sector would require. The water value chain or water cycle and the project cycle we used to create the backbone of the Water Sector Competency framework. The framework has 4 levels namely function, competency cluster, competency and skills. The first three levels of the framework are presented in Table 4. The Water Sector Competency Framework is being tested and continually expanded and improved as more and more line managers or subject matters expert are interviewed.

Obtaining Information on the Supply of Capacity Once information has been gathered on the capacity required in a municipality using the method described in section 7.1, an export of the payroll information, the municipality’s organogram and the highest qualification of each staff member is obtained. Much time is spent correlating the payroll information with the organogram and a final organogram is sketched using software called SMARTDRAW. This is signed off by the HR Manager or the Water Services Manager. However, only staff that meet the minimum qualification requirements for the job as per the job profile are counted as available capacity or deemed to be part of the supply of capacity. Determining the Capacity Gap The available capacity or supply of capacity is totalled per job title and subtracted from the required capacity per job title, to provide the capacity gap per job title. This gap can be determined per municipality then summated to provide the capacity gap for South Africa per job title.

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Table 4: The Water Sector Competency Framework

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Obtaining the Supply of Skills (Online Self-Assessment) An online questionnaire was developed to obtain the actual skills of incumbents (supply of skills). The Water Sector Competency Framework with its skills bank is presented on the website. Incumbents register themselves on the website and choose the skills they have and rate

Obtaining the Required Skills per Job Title (The Skills Matrix) To obtain the gap in skills, the required skills for each job title is required. Using the Water Sector Competency Framework, a Skills Matrix was developed of required skills for various job titles. The matrix has the skills down the left hand side of a table and the job titles across the top of the

Table 5: Skills Matrix

themselves for each chosen skill. A snap shot of the site can be found in Figures 3 and 4. The online questionnaire requires an experienced person to export data into excel, join the excel tables or to join the data using spatial software, analyse data and produce graphs. The site does not do this by itself

table. A marker (√) (value = 5) is placed in the intersecting cells if a particular skill is required for the job title in question. The cell is left blank if that skill is not required for the job title in question. A skills matrix with only two Job Titles is demonstrated in Figure 5. To date 50 job titles have been identified.

Figure 3: Online Skills Questionnaire: Login Page

www.waterskills.co.za

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Figure 4: Online Skills Questionnaire: Technical Skills Self-Rating Page

gap are shown in Figures 5 and 6 below. A skills gap can be determined for an organisation as a whole (Figure 5) and for an individual (Figure 6). Furthermore, a Personal Development Plan or training plan can be obtained per individual. See Table 6 for an example.

Determining the Skills Gap The rating for actual skills chosen by an incumbent are subtracted from the ratings for the required skills and thus the skills gap is determined for that individual for his/her job title. Examples of the results of a skills

Figure 5: Example of Organisational Skills Gap Analysis

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Figure 6: Example of an Individuals Skills Gap Analysis

Table 6: A Water Sector Competency Framework

ACKNOWLEDGEMENTS The author would like to acknowledge the small team of individuals who contributed to the development of the Water Sector Competency Framework with its skills bank. Onyxx Human Capital is thanked for managing the HR-side of the skills audit process within Moses Kotane Local Municipality. Malcolm White is thanked for obtaining the required skills for various job titles at Moses Kotane Local Municipality. IMESA is thanked for the opportunity to present this paper.

REFERENCES HR Connect Project Report, 2009. Introduction to the DWAF Human Resources Competency Framework. Page 51, Human Resources Technical Competencies. Career One Stop, www.careeronestop.org, AWWA Water Sector Competency Model.

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INVESTIGATING CAPACITY SELFǧASSESSMENT AS A CATALYST FOR IMPROVED MUNICIPAL SERVICE DELIVERY

frequent and violent service delivery protests. Recently (2012), the number of service delivery protests has reached a new culmination which now significantly pressures underperforming municipalities (Heese, 2012). This underperformance can be attributed to the lacking organisational capacity of municipalities. This paper refers to general municipal service delivery performance and capacity in South Africa, the role of the engineering functions during the delivery of the six basic municipal services (water provision, refuse removal, sanitation services, electricity provision, municipal roads and stormwater management) and the possibilities which exist when performing pre-year and frequent in-year municipal capacity self-assessments. The aim of this paper is to acknowledge and emphasise the role of capacity assessments as a catalyst for the necessary performance improvement of the engineering functions of municipalities, which according to Lawless (2008) remain a key municipal function for improved service delivery. This paper follows a clear logic chain, as described above and concludes with the proposing of a solution – an Excel-based municipal capacity self-assessment model which will be implemented and tested at municipalities during September 2013 at various municipalities in the Western Cape.

Sarel Migael van Baalen Stellenbosch University M.(Eng.) Engineering Management; E-mail sarelvb@sun.ac.za ABSTRACT In recent years, the South African government has experienced significant changes in policies regarding service delivery. These changes gave prominence to the entire transformation of local government in South Africa as the new Constitution of South Africa holds a separate chapter for local government. With the enactment the Constitution, local government became an essential mechanism for the eradication of significant service delivery backlogs and thereforeit is central to the transformation process of what is generally termed the new South Africa. Municipal service delivery includes the planning, engineering, financing, implementation, maintenance and operation of municipal infrastructure. According to Lawless (2007), the municipal engineering function plays a primary role especially during the delivery of six basic municipal services, including water, sanitation, electricity, refuse removal, municipal roads and stormwater management. Longstanding service delivery backlogs serve as evidence of the underperformance of the engineering function at South African municipalities. A range of causes has been cited as contributing to this underperformance, with management skills, leadership and engineering capacity identified as crucial. PDG (2012) indicates that a disproportionate relationship is manifested between the performance of a municipal and its leadership, while organisational capacity has a more direct and constant effect on municipal performance. Nationally, municipalities are experiencing a significant shortage of organisational capacity. In relation, numerous external governmental capacity building initiatives, of which many were specifically focused on municipal engineering capacity, have been instigated. The majority of these initiatives however have been ephemeral with little impact. Crucial to any capacity building initiative, stands the process of capacity assessment. Existing capacity assessments, as enacted by the Municipal Demarcation Act, Municipal Systems Act and Municipal Structures Act, are described as insufficient as it assesses organisational capacity merely at the end of a performance timeframe, such as the financial year. These assessments are also performed at insufficient levels of detail. The United Nations Development Programme (UNDP) suggests that in depth pre-year and regular in-year capacity assessments are necessary to aid performance and performance management processes at municipalities. Numerous investigations have cited many advantages with regards to the use of self-assessment tools. Recent studies suggest various opportunities embedded in frequent self-assessment of municipalities’ organisational capacity. This research paper reports on organisational capacity self-assessment as a catalyst for performance improvement of the engineering functions at South African municipalities. The objective of the research is to design, build and test a municipal organisational capacity self-assessment model. The aim of this research is to provide a management tool with a focus on management, leadership and engineering capacities of municipalities.

2. MUNICIPAL SERVICE DELIVERY PERFORMANCE AND CAPACITY Municipal Service Delivery Mandate The main objective of municipalities, according to the Constitution, is to provide effective and sustainable services to their respective communities. In order to provide such services, a municipality must perform certain functions. The provision of municipal services is therefore dependent on the ability to perform these specific functions (Beklink, 2006). The provision of water, sanitation, electricity, solid waste removal, municipal roads and stormwater management at a basic service level qualifies as these basic municipal services (CoGTA, 2011). For each of these services, different service levels exist, which are generally categorised either as basic, intermediate or full level (Lawless, 2007). Municipal Service delivery targets are therefore usually set in terms of quantifiable outputs, such as the number of household receiving the six basic municipal services at the various service levels. The 2011 South African Census indicates that, despite a decrease in service delivery backlogs over the past five years, many South African households are yet to receive basic municipal services. This, however, occurs despite the provisions in the Constitution and a battery of policy measures relating to local government, which have been adopted with a view to provide democratic, participative, responsive, efficient and effective government at local level (Siddle, et al., 2012). Unquestionably, municipalities are struggling to fulfil their service delivery mandate. Statistics with regards to these significant backlogs are shown in the table below. Table 1: Backlogs of Basic Municipal Services in South Africa (2012) Type of Basic Municipal Services

1. INTRODUCTION Municipal service delivery in South Africa is currently characterised by corruption, maladministration, general underperformance and major longstanding service delivery backlogs with the consequence of

Number of South African households

Households receiving % below basic level of services Backlogs

Water Provision

14 450 133

2 167 520

15.0%

Sanitation Services

14 450 133

3 843 735

26.6%

Electricity Provision

14 450 133

3 401 838

26.1%

Refuse Removal Services

14 450 133

4 998 787

37.9%

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Lawless (2007) states that these two aspects relate very closely to each other. Another approach to analysing municipal performance is evident in statements of the MDB (2010). The MDB (2010) believes that municipal performance is not necessarily reliant on a combination of many attributes, but it significantly relies on the less measurable and more ethereal realm of leadership and management practices. According to the MDB (2010), the way municipalities are led and the quality of decisions made by leaders and managers evidently have more of a direct effect on performance than numbers of staff, expenditure, experience and compliance with qualifications requirements. Combining the above insights, Palmer Development Group (PDG) suggests a relationship which exists between the organisational capacity, leadership and performance of a municipality. This relationship is shown in Figure 2, below. It shows the disproportionate effect of leadership on municipal performance.

Municipal Service Delivery Protests As a consequence of the aforementioned municipal underperformance, regular service delivery protests occur in South Africa. As such, service delivery in recent years has been typified by violent mass protests, demonstrations and petitions. Costly and difficult responses by communities resorting to protests have become a characteristic feature of citizen’s response when Local Governments fail to show reaction to community needs (Heese, 2012). Considering community needs and their expectations with regards to municipalities’ attempts to fulfil its mandate, useful insight can be drawn from the vast amount of protest which has occurred in South Africa since 2004 (Afesis-Corplan, 2011). Figure 1 shows how the frequency of community protests has significantly risen from 2004 to 2012. During 2012, more protests had occurred than in any of the former eight years.

Figure 1: Major Service Delivery Protests by Year (2004-2012) Evidently, unsatisfied communities in South African are becoming increasingly impatience and frustrated by the delayed delivery of basic services. Heese (2012) notes that while service delivery protests have become extremely violent, these protests predominantly occur as communities demand better access to basic services, with over 40% of protests demanding better access to housing and water.

Figure 2: Relationship between Leadership and Performance It should be noted that the relationship, as illustrated in Figure 2, implies a persistent effect of capacity on performance. Municipal capacity, as perceived by PDG (2012), thus functions as a constant value in the provided equation and as such additionally emphasises the value in obtaining its state by means of adequate organisational capacity assessments. PDG(2012) henceforth argues that performance cannot easily be used as a proxy for whether a municipality has the needed organisational capacity or not. However, PDG suggests that whenever the results from municipal performance measurements are not ideal, the municipality should consider its organisational capacity for possible capacity-related shortfalls. According to PDG (2012), while there may be several cases of a municipality performing a function adequately with inadequate capacity due to excellent leadership, it is likely to see cases of municipalities performing poorly with more than adequate capacity due to insignificant leadership. Relating to this, Ajam (2012) states that while failure to perform is in some cases attributed to a genuine lack of capacity, this is often used as an excuse to evade accountability for managerial, leadership or political dysfunction. It is however important to note that the arguments, as stated above, propose that leadership stands separately from municipal capacity. Several investigations, including Siddle, et al. (2012), however indirectly suggest that municipal capacity undeniably includes the leadership found in the organisation. These different perceptions emphasise the value of assessing the organisational capacity of municipalities, as important insight can be drawn with regards to both municipalities’ capacity and leadership.

Municipal Service Delivery and Organisational Capacity Based on the previous sections, questions can be posed around the state of South African municipalities’ organisational capacity as an enabler for the delivery of municipal services and the eradication of backlogs. Various role-players in the public domain, including governmental departments, such as the National Treasury and research institutes, andthe Council for Scientific and Industrial Research (CSIR), suggest that it remains uncertain what resources and organisational capacities attribute consistently to municipal performance in terms of its service delivery processes. Relating to this, Lawless (2007) identifies the shortage of individual capacity, specifically regarding engineering resources, at municipalities as the main cause of municipal underperformance. Lawless (2007) alludes that high vacancy levels, lack of strategic leadership, poor management practices and limited budgets have significantly hampered the process of service delivery. Lawless (2007) states that, within the administrative structure of municipalities, municipal managers, functional managers and support personnel are also perceived to be lacking the requisite knowledge and skills for effective management practices. Relating to this, Lawless (2007) and Macleod (2007) argue that engineers, and specifically civil engineers, remain the fundamental resource for municipal service delivery and thus also the eradication of service delivery backlogs. The motive for this is merely the conformity between the skills and knowledge required for municipal service delivery and that which are hold by civil engineers. Considering the lack of adequate municipal engineering capacity and current municipal underperformance,

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3. MUNICIPAL ENGINEERING FUNCTION Municipal Service Delivery Logic Chain The engineering functions of South African municipalities are primarily defined in the Constitution, with mainly the Municipal Systems Act, 2000 providing further refinements. Relating to these enactments, the diagram in Figure 3 shows the municipal service delivery logic chain with reference to the background of the municipal engineering function. Accordingly, this logic chain is discussed in the proceeding sections. As aforementioned, the Constitution puts forward a specified service delivery mandate and in accordance, provides guidance, by means of the Municipal Structures Act, 1998 in terms of the structure of municipalities. Municipalities, therefore have specific functions to fulfil (purple) by means of prescribed structures and powers. The following level (dark blue) in the diagram indicates the process of strategic planning, which necessitates the inclusion of predetermined service delivery objectives and key community needs. Enacted by legislation (Municipal Systems Act, 2000), municipalities are obliged to compile and implement a five-year Integrated Development Plan (IDP) and a one-year Service Delivery and Budget Implementation Plan (SDBIP). These documents consist of strategies related to service delivery implementation, amongst others. Based on these strategies, the municipality is allowed to use various forms of services delivery mechanisms for the delivery of municipal services. The various possibilities in this regard are grouped into internal and external service delivery mechanisms in the Municipal Systems Act. Based on the strategies and predetermined objectives, as included in the IDP and SDBIP, the requisite resources, as an input to the service delivery process ought to be allocated. These resources (light blue) include financial and human resources, systems, procedures, practices and processes, technology, tools and facilities, etc. Collectively, these resources form the input of a service delivery process, generally termed the result chain. As part of the result chain, on completion of the input-phase, activities (dark green) are performed, which in the case of municipal service delivery processes include, amongst others, the planning, budgeting, engineering, implementation, operation and maintenance of municipal infrastructure.

relates to the envisioned change in human development as measured by societies’ well-being, such as living conditions, through improvements in health, income, education, nutrition or the environment (UNDP, 2008). Adequate evidence (Lawless, 2007) exists to confirm that through the municipal service delivery logic chain, as illustrated above, the provision of, among a limited number of others, the six basic municipal services relate meticulously to the science of engineering and more specifically, civil engineering. As such, municipal engineering functions primarily include the delivery of the aforementioned six basic municipal services. Service delivery processes in this regard include all elements of the project lifecycle, i.e. planning, budgeting, designing, construction, implementation, operation and maintenance of municipal infrastructure which become the responsibility of the Technical Services Department. Municipal Engineering Orientation According to Lawless (2007), it is however important to note that generally, the Technical Services Department does not perform all of the activities as mentioned above, but rather manage or oversee it. The Municipal Systems Act, 2000 makes provision for such intervention. In this regard, it is of significant importance to study the differences in past and present sector positioning of engineers in South Africa. Prior to the late 1980’s, the South African local government, through its municipalities, generally fulfilled all the responsibilities related to the project lifecycle, including the construction, maintenance and operation of infrastructure (Lawless, 2007). Lawless eludes that the trend worldwide has been to transfer the majority of the abovementioned responsibilities to the private sector and South Africa has followed suit. The current split of responsibilities is shown in Figure 4. This diagram illustrates how the private sector, from 1980 onwards, has taken over the consulting and contracting functions (Lawless, 2007).

Figure 4–Split of Project Lifecycle Responsibilities As a result of deteriorating engineering capacity at municipalities, the approach, as shown above, has become the preference for the delivery of the majority of municipal services. Several possibilities exist in this regard as the Municipal Systems Act, under section 77, authorises the outsourcing of service delivery processes, or part thereof. These mechanisms are grouped into internal and external service delivery mechanisms. The Municipal Systems Act allows for the collaboration with amongst others, another municipality, a private entity as well as the immediate community. The nature of such collaborations is often directly a consequence of the engineering capacity of a municipality. Figure 3: Municipal Service Delivery Logic Chain

4. CAPACITY ASSESSMENT AND PERFORMANCE IMPROVEMENT Organisational Capacity According to (Matachi, 2006), organisational capacity determines how individual capacities are utilized and strengthened. Cloete (2002) explains that organisational capacity can also be defined as the potential and competency, found within organizations, which includes human resources (combined individual capacities), strategic leadership, purpose, orientation, institutional memory, confidence, partnerships, powers and functions, resources and support systems, infrastructure, structures, processes, etc. These definitions of organisational capacity depict the notion as a multi-dimensional concept. The UNDP (2012) accordingly divides

As illustrated in Figure 3, these activities ought to result in measureable outputs (light green), short-term development results, produced by project and non-project activities, including the number of households receiving the different levels of basic municipal services (UNDP, 2010). Effective and efficient service delivery activities, resulting into desired outputs, generally enable opportunities for the achievement of anticipated outcomes. In this regard, less measureable outcomes (light green) include changes relating to human behaviour and the development and sustainability of communities in South Africa (UNDP, 2008). The concluding phase of the municipal service delivery logic chain includes an impact (brown) in the aforementioned communities, which

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3. Implementation: This section sets out the key roles of the concerned partners in supporting capacity building processes and highlights some examples of action at each of the three capacity levels which can contribute to effective capacity building. 4. Monitoring and Evaluation: This section sets out the key principles to be followed in the monitoring and evaluation, as well as some examples of indicators which may be used to judge the effectiveness of the capacity building initiative. Combining this four-phase approach to capacity building and previous insights, Figure 5 below illustrates a simplified diagram of the capacity building process.

organisational capacity into three inter-related and interdependent dimensions, i.e. individual, institutional and environmental capacity. Organisational Capacity Assessment The UNDP (2007) defines capacity assessment as an analysis of current capacities against desired future capacities, which generates an understanding of present capacity assets and needs and thereby guides the formulation of capacity development strategies. The UNDP’s Capacity Assessment Framework advises the following three simple steps for the technical process of conducting a capacity assessment: • Define desired future capacities • Define level of desired future capacities • Assess existing capacity level The UNDP (2007) identifies several benefits with regards to the utilization of organisational capacity assessment which include amongst others, the systematic approach to identifying future capacity needs and assessing existing capacity assets. Such interventions include focus on a substantial collection of capacity detail. The UNDP (2007) further highlights such capacity assessments as a method for generating both quantitative and qualitative data in specific support of decision making processes during the formulation of capacity development strategies as mentioned above. Applicable capacity assessment holds the benefit of illustrating very specific capacity areas which hold a need for improvement. As such it contributes to simplifying complex capacity development conditions, when it is not apparent where best to intervene or to promote applicable development (UNDP, 2007). Relating to the aforementioned relationship between capacity and performance as identified by PDG (2012), the UNDP (2005) additionally defines capacity assessment as an application for the appraisal of existing capacity of an individual or collective entity to achieve a mandate, perform important functions and deliver anticipated results. It is accordingly intended that capacity assessment link latent capacity with performance (UNDP, 2005).

Figure 5: Combined Capacity Building Process Capacity Assessments and Performance Management The close relation between the capacity, capacity building and performance of municipalities necessitates the consideration of the role of capacity assessment during current performance management practices at municipalities. Enacted by the Municipal Systems Act, municipalities are obliged to establish a specific and unique performance management system. Such systems are required to include the performance management tasks of measuring and monitoring. The consequent occurrence of frequent and guided assessments of municipal performance opposed to the efforts devoted to sophisticated capacity assessments however, in this regard, contradicts the identified relationship which exists among municipal performance and organisational capacity of municipalities. The UNDP (2007) indirectly states that opportunities exist relating to the use of organisational capacity assessment which are not applied only at the end of the performance management process, as is currently the case, but also during various other phases of the performance management process. It is therefore understood that capacity assessment can be used for obtaining valuable data relating to future, present and past organisational capacities. The opportunities, as referred to above, can better be understood with reference to the following typical performance management process, as derived from the Municipal Systems Act and as shown in Figure 6 below. Each phase of the process is associated with the performance of a municipality. Additionally, opportunities with regards to the application and focus of organisational capacity assessments are shown in the accordance in the following row of the figure.

Capacity Assessment and Capacity Building As aforementioned, the UNDP (2007) defines capacity assessment as an application for the generation of both quantitative and qualitative data of future and existing capacity needs in support of the development of capacity building strategies. The UNDP (2005) remarks that, depending on the context of capacity challenges and accessible resources, capacity assessments can appraise one or more capacity dimensions, including the environmental, institutional and individual capacity of a municipality. Irrespective of the entry point, capacity assessments should constantly take account of the interrelatedness of capacity issues between the targeted levels and the enabling environment (UNDP, 2005). The MDB (2012) recognises the need to gather more reliable insight of municipal capacity in South Africa as it holds the potential to guide decision-making processes of capacity building, policy formulation and municipal planning. Organisational capacity assessments of municipalities thus fulfil a very important function during any capacity building initiative. Based on the Kolb learning cycle, the DFID (2010) proposes the following four-phase approach to capacity building, which is: 1. Capacity Assessment: This step is concerned with acquiring data on all relevant strengths and weaknesses of institutional frameworks at individual, institutional and environmental levels. 2. Strategic Planning: This step involves planning of the activities required to deliver the program outcomes, such as costs, schedules, monitoring and evaluation arrangements, such as organisational mapping and the establishment of a capacity baselines.

Figure 6: Performance Management Process and Opportunities for Organisational Capacity Assessments

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Table 2: Assessment Criteria of the Organisational Capacity Self-Assessment Model

Primarily based on the assumed relationship between performance and organisational capacity, the included possibilities of capacity building and the variety which exists in terms of the uses of capacity assessment as shown above, this research investigates organisational capacity assessments as a catalyst for performance improvement of the municipal engineering function.

Academic Qualifications Relevant Work Experience

INDIVIDUAL CAPACITY:

Technical Skills and Knowledge Management Skills and Knowledge

5. ORGANISATIONAL CAPACITY SELF-ASSESSMENT MODEL Existing forms of municipal capacity assessments, as enacted by the Municipal Systems Act, Municipal Structures Act and Municipal Demarcation Act, have been implemented over the past ten years. Bearing in mind the annual revision and improvements of these assessments, little value has been added to any performance management processes at municipalities as these assessments merely consider the amount of employees, their academic background and work experience. Provided the importance of implementing the necessary capacity building initiatives at municipalities, the consequential importance of assessing municipalities’ organisational capacity and the lack which exist with regards to suitable capacity assessment models, the Organisational Capacity Self-Assessment Model for South African Municipalities has been developed. This model allows municipalities to frequently measure its organisational capacity and thus its capability to perform the planned service delivery included in the IDP and SDBIP of the municipality. The model considers all three dimensions of organisational capacity, i.e. individual, institutional and environmental capacity. The model allows the municipality to view its backlogs in terms of four municipal services, including electricity provision, refuse removal services, sanitation servicesand water provision. The model uses the concept of fuzzy logic to allocate weights of importance to the different assessment criteria. Essentially, the model measures the different aspect of a municipality’s capability to perform the distinct tasks included in the previously mentioned municipal services delivery logic chain. The following facets of the municipal service delivery result chain can be assessed with the proposed model:

Critical Thinking & Leadership Legislation: Policies & Regulations Powers & Functions

INSTITUTIONAL CAPACITY:

Structures, Governance & Reporting Systems, Processes & Procedures Performance Management Economic Environment

ENVIRONMENTAL CAPACITY:

Social Environment Technological Environment Legislative Framework Political Environment

The Organisational Capacity Self-Assessment Model for South African Municipalities has not been implemented, while it will soon be tested as part of the author’s pilot studies at various municipalities in the Western Cape.

CONCLUSION The proposed Organisational Capacity Self-Assessment Model for South African Municipalities has the capability of acting as a necessary catalyst for the performance improvement at municipalities. This tool should be used as frequently as required by municipalities which are currently experiencing service delivery backlogs and undergoing continued capacity building operations. This tool can be used as basis for improvements to the assessment model as implemented yearly by the Municipal Demarcation Board. The Organisational Capacity Self-Assessment Model for South African Municipalities will be tested at municipalities in the Western Cape during September. Results of these tests will form part of the final paper. 

Mandate Strategy: • Integrated Development Plan and Service Delivery and Budget Implementation Plan Inputs/Resources: • Human Resources • Financial Resource • Physical Resource • Technological Resources Engineering Operations: • Planning • Designing • Procurement and Documentation • Financing • Construction • Maintenance and Operation In addition, capacity for the general achievement of desired outputs, outcomes and impacts, is assessed. These and the other aspects of the service delivery logic chain are assessed according to the criteria as shown in the following table.

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APPENDIX REFERENCES Allyson Lawless 2007. Numbers and Needs in Local Government. Midrand Heese Karen 2012. Municipal IQ’s Municipal Hotspots Results UNDP 2005. Measuring Capacities: An Illustrative Catalogue to Benchmarks and Indicators. Bureau for Development Policy. New York CoGTA 2009. The State of Local Government in South Africa: an Overview Report Gugu Mgwebi 2012. South African Local Government:10 Years Later Siddle Andrew and Koelble Thomas 2012. The Failure of Decentralisation in South African Local Government. Cape Town MDB 2012. State Municipal Capacity Assessment 2010/2011. Johannesburg Figure 7: Preview of the User Input Form (Organisational Capacity Self-Assessment Model)

Neil Macleod 2007. A Time of Opportunity for Civil Engineering in South Africa. Midrand Tania Ajam 2012.Proposals on Municipal Capacity Building Atsushi Matachi 2006. Capacity Building Framework. United Nations Economic Commission for Africa n = effectiveness

Figure 8: Preview of the Navigation Form (Organisational Capacity Self-Assessment Model)

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KEY CONSIDERATIONS IN THE PLANNING AND IMPLEMENTATION OF A PUBLIC TRANSPORT SERVICE IN SMALLER MUNICIPALITIES

Africa in that is has a relatively small income base and limited financial and organisational capacity to take on and champion big infrastructure projects without the support of the other spheres of government. The successes and challenges experienced in designing and implementing the George IPTN can be used to shape the strategies used by other non-metro cities in the cost effective project management of public transport initiatives. Currently no clear national guidelines exist, and the George Municipality can be used as a role model for the implementation of a full public transport system, as opposed to the metro’s and larger cities that implement this service in phases. The biggest lesson learned in George is that it is the institutional arrangements and the alignment of the interests of all affected stakeholders that take the most time and are the biggest determinant of success and failure. These stakeholders include the Municipality, Provincial and National government, politicians, the taxi industry and the public.

Lindsay Mooiman(1), Ross Esson(2) (1)

George Municipality, PO Box 19, George 6530, Republic of South Africa Tel: +27-44-802 9353, Fax: +27-41-36-6832, e-mail: Lindsay@george.org.za (2) Pegasys, Cape Town, Republic of South Africa, Tel: +27 (0)21 461 5476, e-mail: ross@pegasys.co.za ABSTRACT The National Land Transport Act (2009) has placed the responsibility for the planning, implementation and management of modally integrated public transport networks with the municipal sphere of government. The delivery of these systems requires an integrated project management approach that combines trans-disciplinary technical design (legal, financial and engineering) with a comprehensive stakeholder engagement strategy that involves a range of different role players both within and outside of all three spheres of government, and most significantly, the current mini-bus taxi and bus operators. In accordance with the legislation, 13 cities in South Africa (George being the smallest and only B municipality) have implemented, or are currently implementing a public transport system. The first phases of George Municipality’s Integrated Public Transport Network (GIPTN) are scheduled to become operational between April and July of 2014. The project is seen as a flagship model for the provision of public transport services outside of the major cities and metros. This paper presents the lessons learned in the delivery of the GIPTN. These can equally be applied in many other under-resourced local municipalities that are required to deliver large and complex projects and services. Experiences to date from the GIPTN have shown that the most time consuming elements of this project have involved the aligning of the various stakeholders towards a common vision for public transport in George and ensuring that the required financial and human resources are in place to manage the system. Challenges similar to these are faced in municipalities across the country. This paper presents some key considerations and recommendations that can guide practitioners that are involved in the planning or implementation of similar projects elsewhere in South Africa.

2. BACKGROUND TO PUBLIC TRANSPORT DEVELOPMENTS IN SOUTH AFRICA An integrated public transport network is defined as:” a system in a particular area that integrates public transport services between modes, with through ticketing and other appropriate mechanisms to provide users with the optimal solutions to be able to travel from their origins to destination in a seamless manner.” The purpose of the IPTN approach is to create public transport systems that are car competitive and provide a first class level of service to the passenger that is safe, affordable, reliable and rapid. To achieve this, the public transport experience needs to shift from being orientated towards independent operators competing across a variety of different modes (buses, minibus taxis, trains) to a fully integrated network providing scheduled service across all modes of transport (National Department of Transport (2007)). The IPTNs require a substantial investment in supporting infrastructure. Improvements in the quality of vehicles and facilities and co-ordinated investments in the local road network are all necessary to create an experience for the user that is as accessible, convenient, safe and comfortable as using their private cars. 3. THE NATIONAL LAND TRANSPORT ACT In order to understand how our public transport planning and management has evolved, it is necessary to spend some time understanding the implications of the National Land Transport Act (NLTA) (Act 5 of 2009), which is fundamentally changing the public transport landscape in South Africa. Until the act was passed, government largely acted as a regulator for public transport. These responsibilities were focused on the allocation of operating licences to public transport providers and the management of various law enforcement mechanisms that were used to ensure that these providers adhered to the conditions of their licences. Under the NLTA, government, and specifically local government, becomes responsible for the provision of public transport. Section 11 (xviii) states that the municipal sphere of government is responsible for “the planning, implementation and management of modally integrated public transport networks and travel corridors for transport within the municipal area” As a result, public transport is now regarded as a municipal responsibility and can be seen in the same way as other municipal services such as water provision. This responsibility applies to all municipalities in the country be they a large metros or situated in deep rural areas.

1. INTRODUCTION Public transport is a catalyst for economic growth and improved livelihoods. The spatial development caused by the South African apartheid era planning has meant that the poorest people in our communities live the furthest away from our economic centres. The residents of our outlying areas have to travel further and pay more money than those living close to our economic centres. The provision of safe, reliable and affordable public transport services creates a more inclusive and connected society and reduces the transaction costs for people trying to find jobs and participate in the economy. Thirteen cities in South Africa are currently designing or implementing integrated public transport networks (IPTNs). Johannesburg’s Rea Vaya and Cape Town’s MyCiti were the first systems to be established and are currently expanding their networks whilst the other cities are not yet fully operational and are in various stages of implementation. The municipality of George in the Western Cape is in the final stages of implementing its own IPTN and full services are scheduled to begin in July of 2014. The George Municipality is typical of many smaller cities in South

New municipal capacity requirements Municipalities can choose one of two strategies in fulfilling this mandate; they can either provide the public transport services through their internal capacity or outsource it to a third party provider. Given that

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most municipalities have never had to provide public transport services, both these options require municipalities to develop significant additional and specialised capacity. Public transport networks are complex systems. Whilst a typical passenger could think that a public transport system is only about the vehicle and the driver that carries them from point A to point B, there is a whole assortment of activities that take place in the background. There are sophisticated technology systems that manage the fares and track the vehicles to ensure that they are punctual and reliable. There is also a range of different staff members (drivers, inspectors, mechanics, vehicle cleaners) that are required to run the IPTN. It is likely to be unfeasible for many, if not most, of South Africa’s smaller municipalities to provide public transport services through their internal structures due to the significant increases in the staffing complement required to run these services. Even if these municipalities choose to outsource most of these functions and do not have to take on the staffing required, they still need to develop specialised contract management capacity to monitor and manage the system.

Network Operations Grant (PTNO). There are very few examples of public transport systems in the world where the revenue earned from passengers covers the full cost of the system. South Africa is no different. Due to apartheid era spatial planning, the majority of passengers who are dependent on public transport have to travel over long distances to get from the residential areas to the economic hubs and this lowers the total revenue per kilometre travelled and increases the relative subsidy requirement. The initial intention behind PTIG was that national treasury would support the capital costs of establishing the IPTNs but that the cities would be responsible for any operational shortfall. However, this created a situation in which cities would shift money allocated to capital investments to some of their operational elements. As a result, the PTNO was established to cover some of the annual operating costs such as vehicle insurance, vehicle capital costs, the institutional costs for managing the system as well as non-vehicle operating costs such as payments for the fare management and information technology systems. Nevertheless, despite this funding from national government, all the IPTNs are still expected to acquire additional support from their municipality’s budget in order to cover the revenue shortfall.

Taxi industry transformation Although municipalities can tender out the contract for public transport services, section 41 of the NLTA specifically makes allowance for the municipality to negotiate with the existing operators in their area to incorporate them into the new IPTNs. This move presents a massive mind shift for the minibus taxi operators in the way they will be expected to do business as opposed to how they run their businesses now. In the pre-NLTA environment, the operators in each area are connected to a local taxi association that ensures that no outside operators (legal or illegal) can come into the area and compete with the association’s members. But the members within a particular association exist in a highly competitive environment where they compete with each other for passenger fares. In the proposed contracts, operators will receive their revenue from the municipality on a per km basis and not as a function of the number of passengers they carry. In addition, whilst conceptually it may be possible for the municipality to have separate contracts with each individual operator, the administrative burden of doing this would be crippling to the municipality’s ability to ensure that an adequate standard of service is provided. As a result, it makes sense for the municipality to reduce the number of contracts it has to manage by dividing the IPTN into one or a few contract areas. If they choose to participate in the new system by providing a contracted public transport service to the municipality, the local minibus taxi operators are required to establish vehicle operating companies (V.O.Cs) that can negotiate for one or more of these contracts. To do this, individual operators that are accustomed to running their own businesses are required to enter into a common shareholding relationship with their past competitors in order to form a company that can be contracted to government. Where in the competitive pre-NLTA environment, individual operators were able to keep what they earned from their passengers, under the contractual post-NLTA arrangement the money earned from the contract from the municipality is pooled and distributed according to the shareholder rules of the company concerned. These changes can create risks for the sustainability of the vehicle operating companies, which in turn creates significant risks for the contracting municipality. In the event that a V.O.C fails, the municipality is still responsible for providing public transport services to its community and will have to fund replacement services at its own cost.

5. PROJECT EXPERIENCES OF THE GEORGE INTEGRATED PUBLIC TRANSPORT NETWORK In order to be sustainable over time, an IPTN requires a fully capacitated municipality that can monitor and manage the network, as well as a fully capacitated service provider that is able to provide a high standard of public transport service to the local community. The return on the capital investment on the infrastructure necessary to support the network is determined by how successfully these institutional arrangements can be put into place. Like any process of change, the establishment of the IPTNs will create fears, uncertainty and doubt for both the members of the municipality and local political leaders that are expected to take on new functions and responsibilities, as well as the members of the minibus taxi industry that have to fundamentally change their business models if they are to be incorporated into the new system. Members of the public fear having to pay increased rates and taxes to fund a public transport service, and also associate public transport in South Africa with the existing service offered by the minibus taxi industry. Practitioners trying to establish IPTNs must recognise that it is these “people issues” that create the most potential for delays in the project implementation of these systems. Obviously, delays in implementation create additional costs for the project as various work streams may be required to stall their processes whilst one element of the project resolves a particular issue. But in a highly competitive funding environment, where the success of a project is dependent on national allocations, and payments are made according to set milestones, delays in project implementation run the risk that unspent funding for a project gets redirected to other priorities both within the public transport sector or in other sectors. It is our view that extensive and strategic stakeholder engagement is as important as the design and implementation of the various systems and infrastructure required to engineer an IPTN. As is shown by the experiences in George, resistance to change from the minibus taxi industry, as well as the time required to align the human and financial resources of the three spheres of government proved to be the biggest constraint to the ability of the project team to get buses operating on the ground. Another challenge faced by municipalities is political instability and/or changes in political leadership (elections or other reasons). Political buyin is fundamental to the process. As the implementation of the system spans a number of years, new entries to the political scene have to be brought on board throughout.

4. FINANCING IPTNS The national government supports the IPTNs through two grants: the Public Transport Infrastructure Grant (PTIG) and the Public Transport

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taxi operators that are organised into three taxi associations (Uncedo Service, the George Taxi Owners Forum and the George Huurmotorvereeniging) and one small bus operator (Louis Passenger Transport). The expectation of the GIPTN is that all three companies and the single bus company combine to form a single vehicle operating company (V.O.C.) that is contracted to provide public transport services across the whole municipal area for a 12 year contract period. Like elsewhere in the country, the incorporation of the industry into the GIPTN depends largely on the agreement reached with government on compensation. The compensation debate has two elements to it; compensation to each affected operator for the value of their existing business, and payment by the municipality to the contracted V.O.C for public transport services rendered during the contract period. Both of these issues are negotiated. The most controversial and drawn out of the two is the negotiation for compensation for the existing business value. If an operator decides to participate in the system, he/she must surrender their operating licence to the municipality in return for compensation by the municipality for surrendering their right to trade. The precedent for compensation set elsewhere in the country shaped the expectation of the industry in George about the value of their business. In its agreement with its local minibus taxi industry, the Port Elizabeth municipality agreed to pay a maintenance of income premium of R8 500 (VAT inclusive) per month per operator licence for the duration of the V.O.C’s contract with government. The Uncedo taxi association has representation in both George and Port Elizabeth and this settlement was seen as being the starting point for the negotiations on compensation with the industry in George. Another issue that needed to be resolved before negotiations could be concluded was reaching agreement on who could participate as a shareholder in the new system. The GIPTN undertook a registration process in which licenced operators were able to register their interest in the new system. By doing so, these operators committed to joining the system on condition that negotiations on compensation and payment for contracted services were concluded satisfactorily. In order to be eligible to register, individuals had to possess a valid operating licence. This question of eligibility was critical both to the financial planning of the system and for the “internal politics” of the industry negotiation team. Given that the value of compensation would be fixed per operator, the cost of compensation is highly correlated to the number of operators that choose to participate in the new system. At the same time, despite a limit on the amount of money available, government is incentivised to ensure that as many existing operators as possible choose to participate in the GIPTN The reason for this is to ensure to achieve full empowerment of the existing industry and to ensure that in future the municipal public transport service does not end up competing with remaining operators for passenger fares. In order to protect the integrity of the registration process, the project team (DPW and the George Municipality) engaged with the Provincial Operating Licensing Board to impose a moratorium on allocating new licences in the George area at the same time as the first registration process took place. The intention behind this action was to ensure that operators could not “wait and see” whether negotiations will be concluded successfully and then approach government for compensation on the basis that they possessed a valid licence. This would have created endless complications in determining the financial model for the system, which was required in order to apply for funds from the national treasury.

Project History The seeds of the GIPTN were first sown in 2004 with the creation of the George Mobility Strategy (GMS) that was a joint project between the Western Cape Department of Public Works (DPW), the George Municipality and the Eden District Municipality Various major infrastructure upgrades were undertaken in this period in preparation for a public transport system. Engagement with the political structures, minibus taxi industry, public and various stakeholders was initiated. George was seen as a pilot project and model for future public transport systems in smaller municipalities that the Provincial Government of the Western Cape intended to roll out. Institutional arrangements Under the original GMS, DPW was positioned to be the contracting authority which would then contract with the various minibus taxi operators for the provision of public transport services. The advent of the NLTA in 2009 made this arrangement impossible as the contracting authority function became the responsibility of the municipality. This required a dramatic shift in the institutional arrangements of the project as the municipality did not have the financial or organisational capacity to manage the system and fulfil its legislative mandate. The solution was found in an inter-government agreement (IGA) between DPW and the George Municipality in which DPW took on the financial and organisational liability for the project until such time as it became viable for the municipality to assume full responsibility. Under this arrangement George Municipality retained its contracting authority role but did not have to take on the financial risk of the operating shortfall of the system. The formation of the IGA required an intensive engagement process between the DPW, George municipal officials and supporting consultants to reach agreement on their respective roles and responsibilities. This project team then had to communicate the outcome of this draft agreement to their respective administrative and political principals for endorsement. Engagements on the IGA kick started a process of capacitating of the administration of the municipality and included officials from legal services, town planning, engineering, finance and economic development. Certain team members involved in the consultations around the IGA have become the backbone of the municipal team that would negotiate a contract with the existing minibus taxi industry. Finalising the IGA was a critical step before entering into negotiations with the affected industry as government (both provincial and municipal) needed to resolve who was to be the contracting authority before it could begin discussing the proposed contract. Once DPW agreed to assume responsibility for financial shortfalls on the project, the George Municipality could confidently assume the role of contracting authority, and negotiations on a 12 year operating contract began in November 2011. Key lesson: In order to implement large infrastructure projects and/or new services, capacity constrained local municipalities may have to partner with their provincial governments, but the engagements required to allocate roles and responsibilities between the two parties takes time and must be factored into the project implementation timelines. Taxi industry dynamics The delays and changes in the institutional arrangements for the GIPTN ran in parallel to the industry’s own changing dynamics. The local minibus taxi industry is the key partner to government in implementing the system. The current public transport environment in George is typical of that of an emerging South African city. George has numerous existing minibus

Key lesson: The ability of government to transform informal businesses can be constrained by the available funding. When managing transformational change processes, government needs to establish clear

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marketing and communications expenditure undermined the ability of the GIPTN to engage successfully with local community stakeholders. The absence of a comprehensive communications strategy created an opportunity for the minibus taxi industry (and particularly its leadership) to control what message was conveyed to local community stakeholders and the taxi association membership about the GIPTN. The lack of a counter message about government’s view of the project only strengthened the ability of the industry negotiation team’s position to maximise its returns for participating in the system.

processes and deadlines in order that it has some certainty about who will participate in the project and at what cost to the public purse. Communications strategy The prospect of a formalised public transport system in which the municipality contracts public transport services is not necessarily attractive to all stakeholders, and particularly within the industry. Those members of an association who operate illegally were not eligible for participation in the new system and face the risk of losing their livelihood, albeit illegal, if the system is implemented. Although they may be in the minority, these individuals had a direct incentive to use their influence to apply a “Stalingrad” approach to the establishment of the GIPTN, by arguing every possible point with the intention of delaying the implementation of the project or collapsing it completely. Despite engaging with representative members, chosen from the leadership of each association, on a regular basis, the government team struggled to disseminate information down to the membership base of the affected operators and communicate how the new system could benefit them. The GIPTN has many difficult to understand legal, financial and institutional elements and there are very difficult concepts to communicate to an audience that very often has low education and literacy levels. Getting the industry members to understand the benefits of the proposed system and how it could improve their own livelihoods is an industry capacitating process that is critical in getting support for the GIPTN. One of the best ways of building understanding and mitigating the impact of gatekeepers such as these is to undertake a broad based community-focused marketing and communication programme that publicises the benefits of the new system to the passenger and not directly to the operator. By emphasising the benefits of an improved, safer and more reliable public transport system, a marketing and communications programme can become a powerful tool in building up community support for the project. Community expectations can then be harnessed to put additional pressure on the industry to settle on their contractual terms with government in order to accelerate the delivery of the new system. The long term overall socio-economic benefits of a public transport system to the broader community and city of George even outweigh the very significant benefits to the VOC that are offered through a negotiated 12 year contract with government.

Key lesson: There are always some stakeholders that are resistant to change. To counter their influence, government needs a broad based marketing and communication strategy to develop support for their transformation initiatives. Political leadership Political leadership support is crucial in driving a project as complex as the GIPTN but the length of time required for its implementation creates significant vulnerabilities for its rollout as political priorities and role players shift and adapt. Political leaders are ultimately the final decision makers of numerous key aspects and their full support and public endorsement is essential. Officials and consultants to the process must be sensitive to the importance of the political role and ensure ongoing internal administrative-political communication, as well as allowing for political recognition throughout. The GIPTN was first championed by an ANC led provincial government in an ANC led municipality in 2004. In 2009, the results of the local and provincial government elections put the DA into power in the Western Cape and in George. This created a temporary hiatus as the newly elected leadership of both spheres of government had to come to terms with the implications and responsibilities of the GIPTN project. This, together with the loss of certain key officials, halted some of the momentum in the implementation of the project. The real danger of this was that one set of political leaders would tell a different story and make different promises than promises made by their predecessors or successors. This created mistrust and scepticism amongst both the industry and the broader public about government’s commitment to the project. The time required to resolve the institutional issues created by the introduction of the NLTA as well as the uncertainties surrounding operator eligibility and compensation structures has meant that the implementation of the GIPTN project has stretched beyond the 5 year period of provincial and local government political terms. Workshops to convey key information assist in preparing decision makers when they are ultimately required to provide endorsement or approval. Knowledge is empowerment, and decisions are often delayed due to uncertainty and not political unwillingness. In order to overcome this challenge weekly feedback is given on the GIPTN. Key milestones are given good publicity, allowing political figureheads to feature prominently and receive recognition for their role. Political and administrative roles were clearly defined, as well as milestones linked to political/administrative decision ensuring accountability. Officials have supported ward councillors by being available to assist during ward meetings and provide information to the public on the GIPTN throughout. Wherever possible input should be requested from the main political figureheads to gain buy-in and ownership. Input increases ownership and responsibility to ensure success.

Figure 1: Illustration of all Communication Stakeholders Unfortunately, the government team faced its own institutional hurdles in developing and implementing its communication strategy. The first constraint was the moratorium the Western Cape provincial government had placed on all tenders relating to marketing and communications due to controversy surrounding the allocation of a previous province-wide marketing and communications tender. The second constraint was simply a matter of funding. Despite the project team’s best efforts, the combination of George Municipality’s existing funding constraints and the moratorium from DPW on further

Key lesson: Changes in the political leadership during project planning, and/ or implementation can create inconsistent messaging which not only creates mistrust but can also lead to unrealistic expectations about what government is able to offer its constituents. Ongoing regular

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communication and building a political/administrative relationship enhances political support and empowers decision making.

CONCLUSION Safe, affordable, reliable and rapid public transport services are increasingly recognised as being critical to driving economic growth, creating more connected cities and towns and improving livelihoods. The National Land Transport Act has allocated the management and delivery of public transport networks to the municipal sphere of government. As the experiences of the George Integrated Public Transport Network have demonstrated, the project management of a public transport system is a highly complex process with a variety of different stakeholders, each of whom can delay or accelerate its final delivery. Whilst project plans should be used to guide this process as implementation proceeds, they must also have enough flexibility to absorb the adapting needs and positions of the affected stakeholders. Although there will be always be some firm parameters (i.e. available funding or legislated roles and responsibilities), it is only through having a project management approach that remains simultaneously both flexible and firm, that an optimal, time efficient public transport solution can emerge. REFERENCES Department of Transport, South Africa, The National Land Transport Act, Act 5 of 2009 Department of Transport, South Africa (2007) “Public Transport Strategy”

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REMEDIAL STORMWATER MANAGEMENT: GLENǧ WOOD AREA 4 ȃ A CASE STUDY

camber), as well as some canals nearer to the harbour. There are no unmodified streams in the study area. The municipality adopted the approach of trying to find the underlying causes of flooding by commissioning large scale rainfall-runoff models, rather than addressing each reported incident individually and often symptomatically. An electronic model of the suburb of Glenwood was commissioned (Hellberg, 2010), using PCSWMM software (Computational Hydraulics International, 2010). A number of areas were identified where infrastructure could be modified to increase overall capacity. The design and implementation of remedial measures within Area 4 is the subject of this report.

By Leon Hellberg(1), Greg Williams2 and Omesh Ori(2) (1) SiVEST Civil Engineering Division, PO Box 1899, Umhlanga Rocks, 4320, Republic of South Africa; Tel: +27-31-581-1500; Fax: +27-31-566-2371; E-mail: leonh@sivest.co.za (2) Ethekwini Municipality; Coastal, Stormwater & Catchment Management Department, PO Box 680, Durban, 4000, Republic of South Africa; Tel: +27-31-311-7323; Fax: +27-31-311-7490; E-mail: gregory.williams@durban.gov. za/omesh.ori@durban.gov.za

ABSTRACT During the last few years the Durban suburb of Glenwood experienced a number of floods, resulting in significant damage to property. The eThekwini Municipality planned to address the problem by commissioning a state-of-the-art modelling exercise to find weak elements in the drainage system. Analysis of the model identified several such locations. The Glenwood Area 4 Stormwater Upgrades involved the implementation of an innovative solution including in-line and offline detention facilities. The challenge was to achieve the construction within a relatively old suburb area with little space and amongst existing services, whilst maximising utility to the community. INTRODUCTION The spotlight of service delivery tends to fall upon roads, water and sanitation backlogs. Often neglected, but also vital to municipal service delivery is stormwater. New human settlements are usually planned with adequate drainage, but some older settlements have poor drainage systems that are no less deserving of quality services. The success of this project provides an example of how sound institutional structures and financial management can facilitate services delivery, in the context of an established suburb. The eThekwini Municipality receives ad-hoc customer complaints related to flooding, and maintains a database where, following an investigation, information regarding the nature of flooding is recorded. A series of severe storms in Durban in the recent past have elicited more complaints than usual, prompting the eThekwini Municipality to address perceived weaknesses in stormwater infrastructure. Urban flooding can be divided into four types; localised flooding, small streams in urban areas, major rivers and wet season flooding (Douglas, Ian; Alam, Kurshid; Maghenda, MaryAnne, 2006). The nature of the flooding that has been reported is believed to be associated with localised flooding and small streams in urban areas. Localised flooding may occur due to stormwater assets that are undersized, blocked or simply not extensive enough. Flooding in urban areas may occur where buildings or infrastructure have been built over small natural streams. Change in land-use towards urbanisation would have reduced permeability of urban basins, contributing to urban flooding (Tucci, 2003). The suburb of Glenwood is characterised by erven predominantly between 600 m² and 700 m² (as measured by Hellberg) in area. The initial study area of some 3 km² covers the suburb from the ridge in the west to the harbour in the east, shown in Figure 1.

Figure 1: Extent of the study area included in the PCSWMM model (Hellberg, 2010) The Brief The objective of the Glenwood Area 4 project was to design a means of reducing urban flooding in the Davenport sub-area, whilst working within the following constraints: • Minimising the inconvenience to residents, as a result of construction activities • The project utilised emergency funds, which needed to be accessed urgently. Time constraints on detailed design were therefore very narrow • Construction of the works had to be scheduled to occur over the dry season. Bulwer Park, where the large detention chamber was to be constructed, was simultaneously the focus of a beautification project instituted by the municipality. The opinions of a host of interested and affected parties were to be considered during a series of public participation meetings. Design Initially, the concept was developed by assessing the terrain in the problem area and considering drainage structures and overland flow routes. By considering contours shown in Figure 2, it is evident that a row of houses lies within an overland flow path (termed infilled stream here). Several residents in this row of erven complained of flooding. Interviews

Existing stormwater infrastructure in Glenwood includes: • Minor drainage, consisting of vitrified clay, brick barrel and reinforced concrete pipes as well as brick and concrete rectangular conduits; • Major drainage, formed by roadways (typically with pronounced

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with complainants provided anecdotal information to help corroborate the understanding of the situation.

Figure 3: Interception of Salberg kerb inlets compared with conventional kerb inlets (Pers Comm, Salberg Concrete Products)

Figure 2: Row of houses within the drainage line. Contour interval is 2 metres and descending from left to right The principle that was adopted was to intercept surface stormwater more completely, guiding flow away from the infilled stream. In Durban, typically, minor stormwater pipes are designed to 3 year storms, with critical points to 10 year recurrence interval. Surface stormwater is seldom completely intercepted, leaving a proportion to flow in roadways. This is termed the major stormwater system (Ethekwini Municipality, Coastal Stormwater and Catchment Management Department, 2008). Improved interception of stormwater would place additional demands on the existing reticulation. The existing drainage network was assessed by means of a detailed PCSWMM model, and found unable to cope with the potentially increased flow. The objective of a reduction in flood peak can be attained through retrofitting of existing stormwater management measures. Several aspects of retrofitting should be considered, such as safety, efficacy and manageability (Blick, et al., 2004). In this instance the focus was on stormwater quantity reduction, rather than improvement in quality. The concept that was proposed comprised of the following elements: • A new pipeline, built in parallel to the existing pipeline, to lead water down Helen Joseph Road towards a detention chamber in Bulwer Park, • Improved stormwater interception by means of installing new and retrofitting existing kerb inlets with Salberg-type units • A set of three detention chambers formed by large diameter (2.2metres) pipes, near the head of the catchment, 90m long in total. • A large (2000m³) underground detention chamber. • A diversion chamber, designed to separate low flows from high flows. The project is represented schematically in Figure 4. A number of theoretical principles were applied in the design of the works. The large underground detention chamber and outlet control were sized using the level-pool routing, (Fread & Hsu, 1993; Roberson, et al., 1997) and culvert and orifice flow (Sanral, 2006). The interception efficiency of kerb inlets was determined using the K-TRAN equations (McEnroe, et al., 1999) embedded in the Hydraulic Toolbox (FHWA, 2010). The inventors of Salberg inlets claim superior interception at high flow rates (Rooseboom & Salberg, 1989), shown in Figure 3.

Figure 4: Schematic representation of the Glenwood Area 4 concept By installing detention chambers near the source of the problem (source control), it is possible to ensure the problem is not merely transferred downstream (Tucci, 2003). In an urban retrofit such as this, there is very little space available for stormwater management measures. The only available space was park area, namely Meyrick Bennett and Bulwer Park. Both parks offer significant amenity to residents and disturbance needed to be limited. Following a public consultation process a compromise was reached whereby it was agreed that the stormwater measures were to be buried underground and the surface reinstated to its former condition. Due to gross pollutants in the stormwater, a retention system was not considered. The theoretical effect of the stormwater management measures, as extracted from the model, shown in Figure 5.

Figure 5: Inflow and Outflow Hydrographs at the Bulwer Park Detention Pond, indicating theoretical stormwater attenuation

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Steep terrain - Helen Joseph Road, formerly known as Davenport Road slopes at 11% - promotes high flow velocities on the surface and in the piped stormwater system. Energy was reduced by the introduction of a series of drop manholes. Urban litter, transported by stormwater is a major problem in South Africa (Marais, et al., 2004). One of the problems associated with detention ponds is that sequestrated water tends to allow sediment to settle, whilst litter may float on the water surface. There is a real risk of the detention pond outlet becoming blocked, compromising the infrastructure. The underground chamber (a 2.4m deep structure) will need to be cleaned manually, as often as necessary. Immediately upstream of the large detention chamber, a splitter or diversion manhole was designed. The intention of this manhole is that, along the first-flush principle, sediment laden water at the start of a storm is carried past the detention chamber, while larger flows overtop a weir and are led to the chamber. It is hoped that this arrangement will reduce the frequency with which the chamber will need to be cleaned.

IMPLEMENTATION The construction process is documented from Figure 6 to Figure 11. One of the greatest challenges in retrofitting stormwater infrastructure is the presence of existing services. Stormwater elements are often large, and must be laid to minimum fall to maintain capacity. Many undocumented services were encountered and the design had to be amended as construction proceeded to suit the conditions.

Figure 8: Walls and columns in place. Note the sluice in the foreground, to promote scour of silt transported by stormwater

Figure 9: The detention pond site after grass reinstatement. The manhole is the foreground in one of two access points to the chamber Figure 6: Excavation to final level

Figure 7: Walls and columns constructed with backfill around the chamber

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prior to this construction. The following lessons may be taken from this case study: • The retrofitting of existing stormwater networks in built-up areas is an ambitious undertaking and requires a great deal of foresight and planning. Alterations to design during construction phase may also be necessary, and good site supervision is considered critical. • The new detention chambers will trap sediment and litter, and will require regular cleaning. The maintenance burden of the new assets will need to be carefully managed. Ideally, sound town planning and infrastructure design would negate the need for retrofitting, but in certain situations, such as this, retrofits can be installed successfully.

REFERENCES Blick, S. A., Kelly, F. & Skupien, J. J., 2004. New Jersey Stormwater Management Best Practices Manual, Trenton: New Jersey Department of Environmental Protection. Computational Hydraulics International, 2010. PCSWMM 2010 Standard. Ontario: s.n. Douglas, Ian; Alam, Kurshid; Maghenda, MaryAnne, 2006. Climate Change, Urban Flooding and the Rights of the Urban Poor in Africa, Johannesburg: ActionAid International. Ethekwini Municipality, Coastal Stormwater and Catchment Management Department, 2008. Design Manual: Guidelines and Policy for the Design of Stormwater Drainage and Stormwater Management Systems, Durban: Ethekwini Municipality.

Figure 10: A high density of services and clashes required several design revisions, especially given the large diameter of stormwater pipes. This added substantially to the difficulty of the project from a construction perspective

FHWA, 2010. Hydraulic Toolbox Version 1.0, Lakewood: Federal Highways Administration. Fread, D. L. & Hsu, K. S., 1993. Applicability of Two Simplified Flood Routing Methods: Level-Pool and Muskingum-Cunge, San Francisco: ASCE National Hydraulic Engineering Conference. Hellberg, L. W., 2010. Glenwood Stormwater Modelling, Durban: SiVEST. Hellberg, L. W. & Barichievy, K. R., 2011. Durban Flood Risk Mapping, Durban: SiVEST. Marais, M., Armitage, N. & Wise, C., 2004. The measurement and reduction of urban litter entering stormwater drainage systems: Paper 1 Quantifying the problem using the City of Cape Town as a case strudy. Water SA, 30(4), pp. 469-482. McEnroe, B. M., Wade, R. P. & Smith, A. K., 1999. Hydraulic Performance of Curb and Gutter Inlets, Lawrence: Kansas Department of Transport; University of Kansas.

Figure 11: Installation of in-line storage units in Meyrick Bennett Park

Roberson, J. A., Cassidy, J. J. & Chaudhry, H. M., 1997. Hydraulic Engineering. 2nd ed. New York: John Wiley & Sons.

CONCLUSION Correcting problematic engineering services in established human settlements is without doubt challenging. Retrofits to existing stormwater networks are much more expensive than new, and require a great deal more expertise, in the planning, design and construction contexts. To meet the needs of its people, the eThekwini Municipality showed technical insight, a collective will to remedy a difficult situation, and the financial wherewithal to actualise its goals. Although the new infrastructure has only been operational for part of the wet season, some relatively intense storms have been successfully withstood. To date no flooding has been observed in the locations that had seen repeated flooding

Rooseboom, A. & Salberg, D. B., 1989. Roadway water drainage installation. United States of America, Patent No. US4986693 A. Sanral, 2006. Drainage Manual. 5th ed. Pretoria: The South African National Roads Agency Limited. Tucci, C. E. M., 2003. Flood Control and Urban Drainage Management, Porto Alegre: Institute of Hydraulic Research, Federal University of Rio Grande do Sul.

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THE USE OF GEOSYNTHETICS IN PAVEMENTS: NEW TECHNOLOGY FOR SUSTAINABLE ENVIRONMENT

Geosynthetics cover multiple functions (according to SANS ISO 10318-2013): • Drainage • Filtration • Separation • Protection • Barrier • Reinforcement • Surface erosion control Designers usually prefer using a function classification rather than the product classification because the geosynthetics industry groups more than 100 different products, which differ in raw materials, composition, assembly, varying the engineering properties such as mechanical, chemical and hydraulic behaviour, which is the main concern for designers. In a broad classification, still in accordance to the SANS ISO 10318:2013, geosynthetics are classifiable in the following groups: • Geotextiles • Geogrids • Geomembranes • Geonet • Geomat • Geocell • Geospacer • Geosynthetic Barrier • Geocomposite Some geosynthetics are able to cover one or multiple functions while others only one. Combining the aforementioned lists together a broad overview of geosynthetics versus function is represented in Table 1

Edoardo Zannoni Maccaferri Southern Africa Geosynthetics have grown in the civil industry in the past twenty years becoming key materials in the design of new roads and in maintenance programme. Geosynthetics are now widely used for strengthening of in situ soil, mechanical improvement of pavement layers from the subbase up to the asphalt wearing course using different type of geosynthetics, from geotextile to geogrids and geocomposite. Management of stormwater can be achieved using geocomposite for drainage instead of traditional gravel drainage. The paper will discuss the geosynthetic functions in pavements and their use in a pavement structure, highlighting advantages and disadvantages gained from literature and experience.

BACKGROUND Since the introduction of geosynthetics in the early 60’s in America to create a working platform for operating machineries and foundation strengthening for haul roads; the development of highly technical engineering materials combined with the research contributed to bring geosynthetics in a key-role position in projects, where the design is based on the benefit gained by the geosynthetics towards reduction of layer thickness, increment of traffic load or the use of lower quality materials.

Drainage Geotextiles

Filtration

Separation

Protection

√

Barrier

√

Geomembranes

√

Geonet

√

Geomat

√

Geocell

√

Geosynthetic Barrier Geocomposite

Surface erosion control

√

Geogrids

Geospacer

Reinforcement

√

Table 1: Geosynthetics type and functions

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INTRODUCTION TO GEOSYNTHETICS IN PAVEMENTS In pavements, 6 functions can apply: filtration, drainage, separation, barrier, reinforcement and surface erosion control as shown in Figure 1 below.

woven geotextile varies the hydraulic properties with the tension state applied, especially in pore size as shown in Figure 2.

Figure 1: Geosynthetics function in a pavement The following paragraphs will discuss each function in the pavement environment, highlighting the benefit compared to traditional solutions in order to create a general guideline on how to use geosynthetics in pavements.

Figure 2: Change in pore size with increase in load / strain

Filtration function Geotextiles are often used as a filter to restrict movement of soil particles as water flows into the drain structure. Mainly nonwoven geotextiles are used due to the high permeability (over 100 l/m2s) and high survivability in maintaining an opening size under loading which controls the retention criteria (capacity to retain the soil particles). In South Africa, geotextile specifications are still based on the unit weight while a more detailed specification should be used. Nonwoven geotextiles are made from staple fibres or continuous filament of polyester (PET) and polypropylene (PP) bonded together by a process of needle punching and in some instance, followed by thermal bonding. The main issue of just specifying the unit weight of the geotextiles is that the unit weight is not a characteristic directly related to the hydraulic or mechanical properties of the geotextile which are key parameters for a filtration design. In filtration function the principal properties needed for a geotextiles are: • Retention criteria – Apparent Opening Size • Hydraulic criteria – Permeability • Chemical criteria – Raw material • Installation criteria – CBR, Dynamic puncture resistance • Long term flow – soil / geotextile interaction The unit weight is not mentioned in the above requirements for filtration function. A guideline to correctly specify the geotextile should be to follow the retention and hydraulic criteria (AOS and permeability) followed by the chemical criteria based upon the chemical properties of the fluid (PET is sceptical to high values of PH) and lastly the installation criteria looking at the mechanical properties. The long term flow governs the clogging of the geotextile (the permeability of the geotextile reduces). This is a particular argument because it requires the assessment of the behaviour of the filter system soil-geotextiles altogether. There are available laboratory tests to perform such analysis but they are quite expensive and not easily available in South Africa. A more experienced approach based on assuring that clay or silt particles is not in direct contact with the geotextile is a good practice to avoid clogging phenomena in most cases. If the design is critical (filter for a dam wall or a landfill) further investigation is strongly recommended. Furthermore, due to the possibility of clogging by nonwoven geotextile when used in a clay environment, woven geotextiles are used sometimes due to the bigger opening size (200 μm and more) and the small thickness which avoid the soil particle to get trapped in the geotextile structure. However, woven geotextiles are characterised by a low permeability in order of 10 times less than a nonwoven geotextile, nevertheless

Nonwoven geotextiles are the preferred geosynthetics to perform a filtration function. Specifications should be more engineering based rather the cost based (the weight of a nonwoven geotextile is directly related to its cost). Woven geotextile might be used for filtration function but care to the hydraulic properties is paramount. Drainage function As per SANS ISO 10318:2013 drainage function is defined as “collecting and transporting of precipitation, ground water and/or other fluids in the plane of a geotextile or a geotextile-related product”. Management of water is paramount in a pavement structure because if not accurately managed, it can compromise the lifetime of the pavement affecting the pavement’s settlement as well as the quality of the pavement layer. Figure 3 represents the reduction in resilient modulus of a granular material in the 3rd phase when the pavement is considered to reach the end of its design life (asphalt cracking might allow water to seep into the pavement or the subsurface drains are blocked, not collecting the water from the surroundings).

Figure 3: TRH 12: Influence of water in a granular material Geosynthetics, especially geocomposite for drainage replace traditional drainage structure such as open graded sub-base or sub-surface interception drain. Laboratory tests undertaken in Brazil have shown that geocomposite for drainage compared to traditional gravel drainage are more effective because they are manufactured in a controlled environment and they undergo laboratory tests to assure the quality of the performance while traditional gravel drains are subjected to the quality of the gravel and the quality control on site to assure proper installation.

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Figure 5: Geocomposite for drainage as anti-capillary for a railway embankment

Figure 4: Geocomposite for drainage (Left) – Drainage test (Right)

Traditional gravel drain

Geocomposite for drainage

Qin (ℓ/s)

2.20 x 10-1

Qout (ℓ/s)

1.18 x 10-3

1.10 x 10-2

Separation function Separation is often used to avoid mixing of dissimilar materials such as good imported material with insitu material (usually very weak). Mostly geotextiles are suited for this function because they support the imported material to punch into the soft material (localised bearing failure). Furthermore, the separation function works closely with the filtration function because the water seeping into the road due to the dynamic loading is filtered by the geotextile avoiding contamination of the drainage base which reduces the mechanical properties of the base (pumping). Traditionally, excavation is often required to import rock pioneer layer to strengthen the subgrade, however this procedure is time consuming and expensive, nevertheless excavation disturb the weak soil, breaking the chemical bonding (apparent cohesion) of mainly clays, reducing the mechanical properties even further. The increment of bearing capacity generated by the geotextiles reduces the quantity of imported material (both rock and granular) because the CBR required is achieved with fewer thicknesses. Nonwoven geotextiles are often used in temporary roads such as access road to rural roads with a low volume of traffic; woven geotextiles, characterised by the high strength and installation survivability are used for industrial roads, haul roads and foundations.

Table 2: Control of water drained after 30 minutes After 30 minutes the geocomposite for drainage drained 10 times more water than the traditional drain. Furthermore the installation cost and time of using geosynthetics are about 48% cheaper than traditional drainage as shown in Table 3. Further advantages are the sourcing of material from a sole supplier instead of two (geotextile and crushed rock supplier are usually different) reducing the standing time of the contractor due to missing material on site.

Sub soil drainage BOQ/l.m Unit Cost Rand Total Cost Rand - Traditional Class I – Crushed rock stone aggregate with little or no fines (19mm) 0.33 m3 240/m3 79.20/mℓ GTX-N 300g/m2

2.13 m2

20/m2

42.60/mℓ

Perforated pipe Ø 110 mm

1.00 m

30/mℓ

30.00/mℓ

42.80/h

171.20/mℓ

Labour Cost per linear metre Sub soil drainage - GCO Geocomposite for drainage

R323.00/mℓ BOQ/l.m Unit Cost Rand Total Cost Rand 1 m2

70/m2

70 m2

Class I – Crushed rock stone aggregate with little or no fines (9-38mm) n.a.

n.a.

GTX-N 300g/m2

n.a.

Perforated pipe Ø 110 mm

1.00 m

30/mℓ

42.80/h

11.8/mℓ

Labour Cost per linear metre

Figure 6: Separation function Reinforcement function Reinforcement function is nowadays the most important function in pavements. Geosynthetics, mostly geogrids and some geotextiles are able to perform such function which requires high mechanical performance of the geosynthetics during the time. Three mechanisms occur when a geosynthetics is placed in a pavement structure to perform a reinforcement function: • Lateral restrain – a classical pavement failure is the excessive rutting cause by the lateral shoving of the aggregate over soft soil which provide very little lateral restrain. Only geogrids can perform this function because their open structure, allow the granular material to interlock, avoiding further lateral movement. • Bearing Capacity increase – Geosynthetics are strong in tension, therefore considering a classical failure in bearing capacity, when the

R 155.00/mℓ

Table 3: Bill of quantity for 1m deep and 1m length sub-surface drainage

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failure plane intercepts the geosynthetics, the displacement actives the reinforcement, increasing the allowable shear stress of the soil increasing the bearing capacity support by modified the slip failure plane • Membrane Support – Geosynthetics spread the load reducing the pressure on the insitu subgrade. In order to develop this benefit there shall be enough deformation in the geosynthetics to carry the withstanding load as well as a soft subgrade to allow the geo-synthetics to deform. Studies have been proven that a rutting of 100mm and a CBR<3 are condition for developing membrane support conditions.

• restoration of skid resistance, • increase of the structural capacity, and • improvement of the overall ride quality. The wearing course is designed to crack from the bottom to top (crack propagation bottom –top). Once cracks are developed in the wearing course moisture enters in the pavement degenerating the pavements. For many years and still today, nonwoven geotextiles have been used mainly as a moisture barrier with very small reinforcement contribution due to the very low tensile strength. Nowadays, geogrids reinforced with high elastic moduli such as glass or steel have been successfully used. Geocomposites as well geotextile and geogrids) are used in order to still obtain the moisture barrier as well as the reinforcement.

Figure 8: Geosynthetics typical stress-strain curve Barrier and erosion control functions Barrier and erosion control functions find place in a pavement in case specific applications. Barrier function is seen as the extreme of filtration because a geosynthetic barrier does not allow any gas or liquid to flow through. Geosynthetic barrier are usually used when no water is allowed in the pavement structure; however a barrier system is always combined with a drainage function in order to manage any excess of pore water pressure developed by restraining the water to flow under pressure. Geosynthetics barrier are often used in overlays in order to control the moisture entering in the pavement due to cracking phenomena. The erosion control function is often used to prevent erosion of slopes, by run-off water or to manage side water drains.

BENEFIT OF USING GEOSYNTHETICS IN PAVEMENTS The benefit of using geosynthetics in a pavement structure is measured by: • TBR – Traffic Benefit Ratio – ratio of the number of load cycles on a reinforced section to reach a defined failure state to the number of load cycles on an unreinforced section, with the same geometry and material constituents, to reach the same defined failure state • BCR – Base course reduction: The percent reduction in the reinforced base, or subbase, thickness from the unreinforced thickness, with the same material constituents, to reach the same defined failure state Furthermore (directly from GMA – White paper II): • Reducing the intensity of stress on the subgrade and preventing the base aggregate from penetrating into the subgrade (function: separation). • Preventing subgrade fines from pumping or otherwise migrating up into the base (function: separation and filtration). • Preventing contamination of the base materials which may allow more open-graded, free draining aggregates to be considered in the design (function: filtration).

Figure 7: Reinforcement function (Lateral restrain – Bearing capacity – membrane tension support) Reinforcement in wearing course The primary functions taken into account for the design and construction of the wearing course are: • protection of the existing surface against water intrusion, • reduction of roughness on the riding surface,

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• Reducing the depth of excavation required for the removal of unsuitable subgrade materials (function: separation and reinforcement). • Reducing the thickness of aggregate required to stabilise the subgrade (function: separation and reinforcement). • Reducing disturbance of the subgrade during construction (function: separation and reinforcement). • Allowing an increase in subgrade strength over time (function: filtration). Reducing the differential settlement of the roadway, which helps maintain pavement integrity and uniformity (function: reinforcement). Geosynthetics will also aid in reducing differential settlement in transition areas from cut to fill. {NOTE: Total and consolidation settlements are not reduced by the use of geosynthetic reinforcement.} • Reducing maintenance and extending the life of the pavement (functions: all).

GENERAL GUIDELINE ON THE USE OF GEOSYNTHETICS IN PAVEMENTS The following paragraphs aimed to propose a general guideline on the use of geosynthetics in pavements gained from literature, experience modified to suit South African and generally African conditions throughout a flexible pavement structure.

Figure 9: Basal reinforcement with geogrid (left) – Consolidation using PVD’s (right) Geosynthetics in the subgrade Subgrade characterized by a CBR less than 15 (G9 – G10 as per TRH 14) requires import of selected subgrade such as G7 or G9; if the CBR is less than 3, then chemical stabilisation or import of rock pioneer layer is common practice. Depending upon the CBR values the following functions can be considered:

Geosynthetics in the foundation Filtration, separation, drainage and reinforcement functions can be used to assure stability of the embankment foundations. Weak soil is characterised by a low shear stress, when the embankment is placed over, a failure in bearing capacity (undrain) might occur, as well as lateral spread of the embankment over the top soil. Mainly drainage and reinforcement are key function for foundation stabilisation: the use of vertical drain (known in the industry as prefabricated vertical drains - PVD’s) reduce consolidation time facilitating the drainage of water from the insitu soil. Reinforcement using high strength geogrids allow the construction of embankments in a shorter time taking care of short time failures (when the soil is saturated and acts in undrain shear stress). If settlements control is required a combination of piling and geogrids allow the reduction of the number of piles, having the reinforcement spanning across the pile holding the soil on top. The same concept can be applied for soil where subsidence might occur.

Undrained Shear

Subgrade

Strength (kPa)

CBR

Functions

60 – 90

2-3

Filtration and possibly separation

30 – 60

1-2

Filtration, separation and possibly reinforcement

< 30

All functions, including reinforcement

Table 4: Function of geosynthetics varying the subgrade CBR If groundwater management is necessary a geocomposite for drainage can be placed above the separation geotextile or actually work as a separation function itself (if it can cope with the mechanical properties required).

Figure 10: Woven geotextile place as a separator and reinforcement between subgrade and subbase

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Geosynthetics in the subbase and base Reinforcement function (aka ground stabilisation) can achieve either a reduction in the subbase and base thickness (BCR) or a increment of volume of traffic (TBR). Often BCR is preferred to TBR because usually the cost of the pavement structure is above budget or the volume of available material is not sufficient to withstand the demand. Depending on the type of the pavement, temporary or permanent, different designs methods are available. Design methods are based on empirical tests (sometimes backed up by mechanistic models) in order to evaluate what is the benefit of geosynthetics on a pavement structure. The inputs are the traffic volume, the category of the road and the mechanical properties of the layer works. The output is the thickness of the pavement structure with and without geosynthetics. Due to the different background of those methods, a checking procedure shall be in place to assure that the traditional design without geosynthetics matches in thickness any other design method (TRH 14, SAMPD, BISAR, etc…). For temporary roads, often geotextiles both nonwoven and woven are used while in permanent roads, geogrids (mainly extruded to enhance the lateral restrain) are preferred.

bonding between bottom layer – reinforcement and reinforcement – top layer. Geosynthetics are weak interfaces where shear can occur; if prime or tack coat is not installed correctly the pavement will fail. However the benefit in thickness reduction from 20 to 35% was recorded using the right geosynthetics and installation methodology. Geogrids made of glass or steel are preferred having a very high elastic moduli, developing tensile strength at very low deformations. In order to control the bonding of the reinforcement on the bottom and top layer, geocomposite geogrids have been developed where attached geotextiles assure the bonding of the geogrid not only on the rib but on the whole surface. Further steel geogrids made of double twisted mesh outperform due to the tri-dimensional structure which interlocks the top layer allowing a full bonding with the bottom layer. However a minimum thickness of 50mm is required while for geogrids made of glass, 35mm is acceptable.

Figure 13: Geogrid in steel (left) and a geocomposite (right) Geosynthetics used in wearing course as well as in overlay can create a significant contribution as shown in figure 13 for both steel and fibreglass reinforcement in an overlay. Figure 11: Lateral confinement (left) – Extruded geogrids installed between subbase and base (Right) Usually the BCR varies between 20% and 40% as shown in figure 11 where the design was based on a subgrade with a CBR of 0.5% with and 2 million ESAL. The reduction was respectively 30% for the base course and 39% for the subbase inserting n.2 extruded geogrids.

Figure 14: Crack propagation delay in an overlay using steel and fibreglass reinforcement

Unreinforced

SPECIFICATIONS OF GEOSYNTHETICS An important aspects of geosynthetics is the specification in tender documents and drawings. A good design can be undermined by incorrect products and installation specifications. South African designers have understood the outdated specifications available (ie. COLTO, SANS or TRH), however the knowledge on geosynthetics sometimes is scattered, resulting in incorrect specifications up to the stage that also the names are incorrect, generating confusion in the procurement stage or even in the construction stage. Literature is available through books, CPD lectures and courses run by manufacturer or independent organisations such as the Group of Interest of Geosynthetics in South Africa (GIGSA); who are striving to increase the knowledge of geosynthetics in all the civil engineering fields as well as in pavements.

Reinforced

Figure:12: Comparison of unreinforced and reinforced pavements using geogrids Geosynthetics in the wearing course and overlay Wearing courses are the most expensive materials in a pavement structures, but nevertheless are one of the most important. The use of geosynthetics has recorded good successes as well as terrible failures. Most failures occurred in shear at the bottom of the reinforcement level because inappropriate installation guideline were used. The use of geosynthetics in the wearing course or even in the overlay requires a perfect

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Common errors are: • Nonwoven geotextiles for filtration function using the mass (actually still called filter fabric which was withdrawn in 1977 to avoid misunderstanding with the textile industry) • Geogrids for ground stabilisation where installation damage and chemical reduction factors are not present • Geosynthetics for soil reinforcement specified only using the ultimate tensile strength instead of the design strength which account for creep, installation damage and chemical aggression. • Geocomposite for drainage where only the core specification were mentioned, missing influence of the geotextile intruding in the core reducing the drainage capacity of the core (up to 10 times).

CONCLUSION In the past 20 years geosynthetics have succeed in pavements, from rural roads to highways and airports and container yards reducing layer thicknesses, managing settlements and soils which was not developed due to the high costing of reclamations. Geosynthetics, such as geotextiles, geogrids and geocomposite for drainage are used for filtration, separation, reinforcement and drainage using local labour (intensive labour technology) in South Africa and abroad with success from subgrade reinforcement, sub base and base strengthening to asphalt and overlay reinforcement. Successful projects are attainable only if the design is based on correct assumption and used within the limits of its development (being most of them empirical); products shall comply with primary specifications managed by appropriate quality control procedures and supported by correct specifications. REFERENCES FHWA HI-95-038. Geosynthetic design and construction guidelines SANS ISO 10318:2013 – Geosynthetics: Terms and Definitions TRH 14 – Guidelines for road construction materials: 1985 TRH 12 – Practical approach to pavement rehabilitation investigations and design TG2 – Asphalt reinforcement for road construction. November 2008 Geosynthetics reinforcement of the aggregate base/subbase courses of pavement structures. Geosynthetics Material Association. June 2000 Reinforced asphalt – Final Report – University of Nottingham. October 1999

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ECONOMIC INVESTIGATION INTO LABOUR BASED SURFACING AND HOT MIX ASPHALT IN LOW VOLUME ROADS

Engineering properties were evaluated to get decisive evidence on which way to go forward in these rural areas for HMA or LBS CMA. HMA is proven conventional asphalt that is effective, but reduces the labour component by a huge margin. The equipment used for this asphalt is very expensive and needs to be carted with a low bed truck and for any given HMA at any given site or area, with at least two trips to cart the equipment, making this very expensive for smaller quantities. Experienced personnel are also needed for this asphalt.

John Godfrey Daniels PO Box 51, Bredasdorp 7280, Cape Agulhas Municipality, South Africa; Tel. +2728 4255500; E-mail JohnD@capeagulhas.gov.za

Research problem The transportation price of HMA plants to remote sites, reduction of quantity of surfaced roads in the remote areas. Maintenance problems arise as the small quantities are not cost effective. In the application of HMA mechanically where the labour component is significantly reduced.

ABSTRACT Smaller municipalities in rural towns have small budgets and it is difficult to tar the gravel roads due to budget constraints. It is however causing problems with gravel roads that need to be maintained on a regular basis, for dust control as in any other city. Hot Mix Asphalt plants are situated far from rural townships and transport costs are high to take this product to the rural townships. This requirement forms the basis of the research that was undertaken. The research problem was to test Labour Based Surfacing (LBS) against Hot Mix Asphalt (HMA) to see which one is more economically viable. With the overall objectives being to provide employment and to tar the rural roads without compromising the specification standards. Cold Mix Asphalt (CMA) should be of similar standard as HMA to comply with all the engineering properties to standard specification on low volume roads.

OBJECTIVES The objectives of this research are based on comparative analysis of costing and product performance, and are as follows: • To quantify the cost effectiveness of the LBS mix versus HMA • To measure the quality compliance of the mix versus HMA • To measure social contribution via employment creation during construction of the mix • To evaluate in service durability of the mix. In order to determine which material option is economically viable, taking into account the applicable standards, the following approach was followed: • Durability was compared through a comparative tests performed during the mix design phase by determination of binder content, binder film thickness, air voids, aggregate grading quality, etc. • LBS CMA application designed as labour intensive road surfacing concept. • Cost comparison and analysis of real life figures for direct and indirect costs as applicable to both products. This research can empower municipalities in rural areas to use LBS asphalt as a standard for their roads and pavements that will be more cost effective than HMA. The research will contribute towards the overall objective of the Expanded Public Works Programme which aims to alleviate poverty and create sustainable employment, which is legislation. There is no standard specification for CMA and engineers as well as clients are very sceptical of this Cold Mix. Economically it is also perceived that the costs of CMA are greater than HMA.

INTRODUCTION One of the greatest challenges for any rural municipality is poverty alleviation through job creation. The current unemployment rate in the Cape Agulhas area is 19.5% and increases annually. Thus, this burden falls on municipalities to think out of the box to create jobs through engineering innovation. We therefore have to explore every possibility and the various techniques to alleviate this problem, create sustainable jobs for economic viability, consequently decreasing indigents in the municipality. Hence we as engineers are compelled to meet the needs of the people and provide service delivery through the above. Roads are constructed annually due to backlogs, thus the opportunity was seen to do all the construction using labour intensive methods. Therefore the labour-based asphalt method would create more job opportunities. This product needed to be compared to HMA and all engineering properties had to be tested for our engineers to make educated decisions. This paper deals with the description of LBS. It deals with the significance and applications in the civil engineering industry of the product. It further deals with the cost factor of surfacing, guidelines and specification applicable toHMA. This project is in Napier, a rural town with 3 500 people, located approximately 180 km from Cape Town. The nearest HMA plant is about 150 km away and 300 km return. The high cost of bitumen and transport in South Africa as well as the unemployment factor paved the way for optimising employment opportunities through labour intensive construction. Earth and gravel roads are susceptible to environmental damage, therefore the need to tar these roads and create jobs at the same time was of importance. Working with LBS decreases the volume of unemployment because of its high labour requirement of 20 people per team. This can be realised through the adoptions where technically and economically visible of labour methods of construction, using light equipment, can be used. Labour based technologies that meet the requirements of conventional methods and products are a vital aspect.

METHODOLOGY This research mainly focused on the engineering properties of LBS CMA and HMA and their economically viability in rural townships. To achieve this both asphalts needed to be placed on one road 100 metres apart to have the same volume of traffic on both hot and cold mix. The cost of HMA and the labour component was measured and the Marshall Test was done in the laboratory. LBS CMA was mixed and placed on site with the labour content. The results of the test were plotted on graphs to show the most economical as well as the specification of both products The following comparative tests were done on HMA and CMA: • Binder content • Marshal Stability • I.T.S. (Indirect Tensile Strength) • Permeability Cost comparison of real life figures were also done for direct and indirect cost, to plot and analyse both products. The test was done in Roos Street, Napier for the Labour Based Asphalt (30mm layer) and HMA in Dirkie Uys Street, Bredasdorp (30mm layer).

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The laying procedure can be described as follows: • Thickness guides need to be placed (30mm loose placed material for a nominal 25mm compacted seal). • Lightly water the base and sweep off any standing water. • The mix need to be spread and levelled to the desired thickness and apply water lightly to the already levelled surface if so needed. • Screed the mix and level and compact with roller 2-4 passes using vibration. • Without vibration compact again 2-3 roller passes and the drums must be watered to prevent the material of sticking and picking up on the drums. • When the asphalt surface becomes saturated with a brownish liquid, this is an indication that enough water and compaction have been applied. • Now a visual inspection is done and if needed the surface is rolled again 2-4 times without vibration. The levelling procedure can be described as follows as shown in Figure 2 • When LBS are placed about 8mm higher than the required finish, 5mm for compaction and three mm for the levelling process. • A straight edge was used consists of 3.5 m in length because the road is done in half widths (2.5 m at a time). • Drag the straight edge on the kerb and on the thickness guide on the other side. • When done with this operation pour more LBS where needed and rake it close with a normal premix rake. • If required pour water on top for the compaction procedure.

Research Design The mix design and extensive testing of LBS were created by Road Materials Stabilisers to create employment. Real life examples of LBS asphalt and HMA are used to give an accurate indication of the most viable benefit of the products. Both products were done on the same road and visual testing was to establish the deformation of the road. The section was 100 m in length and 5 m in width for both the LBS and HMA. The laboratory tests were done by the laboratory in Brackenfell and permeability tests were also done for water resistance (TRH 8). Traffic counts were done for two weeks to determine if it conforms to low volume traffic. From this, a proper evaluation could be done and both products compared for economic viability. Research Methodology LBS and HMA were done by hand and machine irrespectively during the same week under similar weather conditions. Nuclear gauge on site-testing was done on the HMA to give an indication if the densities pass the test. Samples were taken to the lab and cores were drilled for Marshall engineering testing according to TRH 8. Permeability tests were done on both products on-site and sent to the laboratory for analyses. Cores were drilled on-site according to TMH1 standards and sent to the laboratory for analyses. The tests which were performed were binder content, BRD, rice test, voids in the mix, stability, flow, stability flow and indirect tensile stress. The tests were undertaken to evaluate the strength and durability of the material. Permeability tests were conducted on site by the TMH6 method for water resistance and sent to the laboratory. This data was presented in a graphical format. The mixing procedure for LBS cold mix (shown in figure 3.1) has been achieved using the following sequence of activities: • Load and place bags of LBS filler at regular intervals. • Then place the desired quantity of road stone and crusher sand next to each bag of LBS. • Mix the materials together with the LBS thoroughly and then add the required quantity of bitumen emulsion to each stockpile. • Mix again thoroughly and if necessary to improve workability add some water to the LBS asphalt mix until the required consistency is achieved. • Close the mix with empty bags if it is going to be placed at a later stage of the day. • Make sure no water can ingress the mix.

Figure 2: The in-situ levelling procedure The compaction procedure can be described as follows: • Once levelled the prepared LBS area can lightly watered and compacted with a Bomag 76 roller taking 2 to 3 passes with vibration. • Now again lightly water the compacted LBS and compact without vibration using 2 to four roller passes. • Do a visual check to monitor if the LBS surface becomes saturated with a brown liquid. • If this has occurred, then sufficient water and compaction has been applied. • The only mechanised equipment that is required is the vibratory pedestrian asphalt roller.

Figure1: The laying procedure.

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The end result looks like a HMA road, which was the reason for testing the product on the same basis as Hot Mix to prove that LBS Asphalt meets both the visual and the engineering requirements to make this the preferred product in rural townships. Research equipment Most of the equipment used for construction was labour based. A Bomag 76 roller was used for compaction purposes. The laboratory that was used was the Cet Lab in Brackenfell with a SANAS accreditation and calibration equipment. Tests were done in accordance with TRH8 and TMH6 method ST4. The list below shows the suggested plant and equipment requirements for the production and placing of approximately 350m2 to 500m2 of LBS Asphalt surfacing per day. Suggested plant and tools requirements for a team of 20 people are: • 5 x wheel barrows • 10 x shovels • 8 x (25l) containers • 2 x brooms • 2 x hammer (plus 10nails and gut line) • 4 x thickness guides (30 mm angle iron x 30 m long) • 4 x metal rakes • 4 x watering cans • 2 x 4 m level • 1 x pedestrian roller • 2 x 500 -1000ℓ water tank • 1 x drum stand • 1 x drum tap

Figure 3: The compaction procedure A gravel road with low volume traffic, experiences the same problems as gravel roads with medium volume traffic. These gravel roads need to be maintained every three months and dust is a problem especially during windy seasons. With kerbs and prime, the road already makes a huge difference to the community and also because the job creation poverty alleviation criteria was met. About 20 people were on site for six months with a total budget of R500 000. There is an edge strip on the one side and a concrete lined side drain on the lower side of the road. This is due to the fact that there are no storm water pipes and therefore storm water needs to run-off the road to the nearest storm water system.

Table 1: Shows the tasks of a mixing team required to perform each task.

Task

Figure 4: The Napier roads before LBS

Figure 5: Napier road primed and ready for LBS

During this procedure which was done by hand, from mixing to laying and compacting, the specifications were closely followed, making this a good cold mix product. Quality control needs to be very strict as this product is mixed by hand and the design mix must be exactly the same throughout. As can be seen the road was done in half widths for better control on the straight edge, workability and little to no sagging in the middle.

No of persons

Activity

Supervision

Check quality and maintain production rate

Materials supply and mixing

Mix the measured aggregate, LBS filler and bitumen emulsion

Thickness guides and setting out

Setting out of road and the thickness guides

Spreading and levelling of final mix

Place and roughly level LBS asphalt

Compact the asphalt road surface and water

Compaction

Figure 6: Napier road during LBS

RESULTS Material grading The LBS asphalt mixture utilises a combination of 9.5 mm and 6.7 mm road stone and crusher sand. The selection of an aggregate material for use in Asphalt depends on the availability, cost and quality of the material, as well as the type of construction for which it is intended. To determine if an aggregate material is suitable for use in asphalt construction, it needs to be evaluated in terms of size and grading. The maximum size

Figure 7: Napier road completed with LBS

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0.335

of an aggregate is the smallest sieve through which 100 percent of the material will pass. The grading of the material in Figure 8 shows that it conforms well according to the TRH8 specifications. Therefore the materials are continuously graded throughout the mixing process.

0.33 0.325 Ltr/h

0.32

Passing

SIEVE ANALYSIS 100 90 80 70 60 50 40 30 20 10 0 0.075 0.150 0.300 0.600 1.180

0.315 0.31 0.305 0.3 0.295 90 Roosstr

39 Roosstr

18 Leeubekkie

4 Leeubekkie

Chainage

Figure 9 : Illustration of LBS Permeability for the different test samples. 2.36

4.75

6.7

9.5

The most important factors adversely affecting durability (usually in combination) are high surface temperatures and the action of water, sunlight and traffic. Poor durability normally results in pitting, sanding or ravelling of the surface; brittleness and early cracking; loss or displacement of the binder film and potholes. The results shown prove that this product is durable with regards to all of the above criteria. Marshall engineering properties (Voids in the mix/Binder content) As LBS Asphalt is cold mixed by hand, the binder content needs to be optimum for workability of the mixture. The binder content that is more than 5.5% creates a durable asphalt layer. This will help to ensure that no bleeding is visible. Table 4.2 shows the voids in the mix and BRD, MTRD and the binder content. The bulk relative density is calculated from the mass and bulk volume of a briquette in saturated dry surface condition.

13.2

Sieve size

Figure 8: Shows graphically LBS asphalt Grading at Napier Permeability tests Permeability can be defined as the ability of a medium to allow the flow of liquid or gas through it. South African pavements usually have a 40 mm asphalt surfacing layer on top of a granular base layer. The performance of granular base layers are highly dependent on the moisture regime in these in these layers and granular layers tend to fail quickly when the moisture content of these layers become too high. An important feature of any thin asphalt surfacing layer would be to prevent the ingress of water into the granular base layers. That will cause granular base failure and fatigue cracking and deformation of the asphalt will come into existence.

Durability Table 2: Summary of Permeability Results for Napier Road research project

Testing results for LBS in Napier Sample1

NAPIER PERMEABILITY

Sample2

Sample3

5.1

5.5

4.6

B.R.D (C3) MARSHALL

2.511

2.455

2.483

2.629

2.634

2.641

BINDER CONTENT % (C7b)

Chainage km

Final Reading

Time min

Per Ltr/h

90 Roos Street

10.00

0.3

M.T.R.D. (C4)

39 Roos Street

10.00

0.31

MARSHALL VOIDS %

4.5

5.4

18 Leeubekkie Street

10.00

0.32

STABILITY kN

8.3

8.5

9.1

4 Leeubekkie Street

10.00

0.33

FLOW mm

2.7

3.2

2.8

STAB/FLOW RATIO

3.1

2.7

3.3

ITS (kPa)

756

1074

860

As per Figure 9 it has been demonstrated that LBS is very dense and the ingress of water is very low. Thus making it a good surface for a granular base design as no water can damage the base from the top of the surface. Low permeability of a surface promotes log-term durability and protects the supporting layers form the ingress of water. Low permeability also limits the rate of transfer of oxygen, micro-organisms and volatile constituents through the asphalt layer. Thus the LBS conforms to these specifications.

Table 3: Summary of test results for LBS Marshall Properties done in Napier The most important factors adversely affecting durability (usually in combination) are high surface temperatures and the action of water,

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CONCLUSIONS AND RECOMMENDATIONS Introduction This project focused on the evaluation of HMA and LBS CMA in smaller rural municipalities. Real life projects were done to create the best viable and economical recommendation of these products. Reducing of unemployment was the basis that LBS was used and the criteria had to meet the requirement of HMA on low volume roads for Cape Agulhas Municipality to meet the needs of their people through job creation. After 18 months the Cold Mix is still water tight and no sagging occurs. Visually the ride ability and overall quality is still very good.

sunlight and traffic. Poor durability normally results in pitting, sanding or ravelling of the surface; brittleness and early cracking; loss or displacement of the binder film and potholes. The LBS and HMA comply to all the required specifications and therefore the roads will be durable to all physical conditions. The results shown in this chapter prove that this product is durable in terms of the above criteria. Financial comparison This Cold Mix was only compared to HMA and not Double Seal and Cape Seal for the following reasons: • Double Seals are also done with machinery and the labour component is bit higher than HMA but lower than LBS. • For both seals machinery are required, i.e. sophisticated slurry truck and a team of six workers. • For the Double Seal you need a chip spreader and and at least 2 x10m3 trucks with a team of 10 workers.

Conclusions From the above this research has proven that the need to build low volume roads for maintenance purposes, dust control and an adequate transport medium for the community, is effective and a cost benefit in the long term. Residential roads with low volume traffic and in the rural parts of the country needed to be upgraded and by labour intensive basis to alleviate poverty as per government legislation. This product can only be done in dry weather conditions in order for the properties to remain the same and no extra water is added while mixing, placing or compacting. The permeability tests have shown that LBS Asphalt is dense and the ingress of water is merely impossible from above thus the granular base material will be durable. The capital layout for this product will be more cost effective in the longer term than gravel roads, i.e. gravel roads need to be maintained three times per year and re-gravelling to take place every seven to ten years. Because of the high labour involvement, LBS Asphalt will reduce unemployment and thus sustain the community and alleviate poverty. Hence the people’s needs were met by creating jobs.

LBS UNIT COSTS Table 4: Summary of Costs for LBS Construction

Project Costs Aggregate

R/kg

Cost

LBS

9.68

R3.10

29.99

SS60%

4.40

R7.80

34.32

C/Sand

24.43

R0.45

10.99

6.7 mm

3.45

R0.45

1.55

9.5 mm

8.05

R0.45

3.62

Labour

Recommendations Following the research and analysis, LBS Asphalt is recommended for the following projects: • Upgrading of low volume rural access roads, from gravel to surfacing standard. • Upgrading of low volume residential streets, gravel to surfacing standard. • Constructions of side walk surfacing in rural or urban environments. This product successful implementation will depend on rigorous pavement and materials investigations during the design of the project. Quality control and supervision during construction must be of a high standard because of the hand mixing of this product. It is also important to note that the long term performance of any bituminous surfacing is dependent on adequate drainage and the removal of moisture from the pavement. The installation of kerbs and storm water systems will be required in many instances, which will add to the labour intensive nature of the project. It is also recommended that riding quality will not be that good for high speed traffic because of the fact that surfacing is applied by hand generally has an inferior riding quality than surfacing done by a paver. The recommended speed is therefore below 60 km/h.

6.67 50.00 kg/m²

87.15 R/m²

If 10 000 square meter area is laid, the unit cost amounts to R95.21 per square. If a 1 000 square meter area is laid, the unit cost amounts to R140.21 per square. If no transport is considered, the unit cost amounts to R75.27 per square. Labour component for 10 000 squares of LBS amounts to 33 days for 20 people or 66 days for 10 people.

HMA UNIT COSTS Material R1 293.92 per ton Placing of Hot Mix per ton R185.00 per ton Establishment R50 000.00 For HMA 10 000 squares can be laid in 2 days with 10 people. It is clear from the above, that for HMA the labour component is a minute cost contributor, whereas for LBS job creation is evident.

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REFERENCES Anochie-Boateng, J. Denneman, E. Oâ€™Connes, J. Mutari, G. Ventura D. 2010. Hot-Mix Asphalt Testing For The South African Pavement Design Method. CSIR Pretoria: South Africa Brown, E.R., Kandhal, P.S., Zhang, J. 2001. Performance Testing For Hot Mix Asphalt. Alabama Committee of Land and Transport Officials. 1997. Technical Recommendations for Highways 12. Flexible Pavement Rehabilitation and Design. Pretoria: South Africa. Construction industry development board. 2005. Labour based methods and technologies for employment in tensive construction works. South Africa Freanchen, L. 2002. Properties and Performance Laws of Bituminous Materials. Belgium. Hongve, J. 2006. International Labour Organisation (ILO) Report. Bituminous Surfacing Options For Low Volume Roads Constructed By Labour Based Methods. Limpopo Province: South Africa Jenkins KJ. 2000. Mix Design Considerations for Cold and Half Warm Bituminous Mixes with Emphasis on Foam Bitumen. Stellenbosch: South Africa. Jooste, F. (n.d). Bituminous Cold-Mix Technology and Pavement Design. TRB Workshop 153. South Africa. Kanitpong. K., Benson, C. H,.Bahia, H.U. 2001. Hydraulic Conductivity and Permeability of Laboratory Compacted Asphalt Mixtures. Transp. Res. Rec. No. 1767. Paper No. 01-2997, pp 25-32. Kearney, E.J, and Blades, C. 2004. Asphalt Paving Principles.Cornell Roads Program. New York LTAP Center, 3, pp.34-42. Road Material Stabilisers, LBS Asphalt technical Data Sheet and Application Guide. Road Material Stabilisers, LBS Asphalt Training Manual. Transport and Roads Research. 1984. Technical Recommendations for Highways, Bituminous pavement rehabilitation design. Pretoria: South Africa.

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EMERGENCY STORMWATER UPGRADE FOR THE VIRGINIA AIRPORT AREA

Clint Chrystal(1), Godfrey Vella(1), Randeer Kasserchun(1) (1) eThekwini Municipality, Durban, Republic of South Africa; Tel +2731 3117312 E-mail clinton.chrystal@durban.gov.za

ABSTRACT The Virginia Airport is located at the bottom of a large urban catchment in Durban North, Durban. Sections of the catchment are characterised by steep slopes and high runoff coefficients due to the large percentage of impervious pavements. Subsequently, the resulting stormwater runoff during flooding events produces volumes that exceed the current stormwater infrastructure capacity, which is designed for a one in ten year storm return interval. This results in excess stormwater runoff becoming overland flow as it cannot enter the stormwater network. The overland flow accumulates at a critical point, where three sub catchments combine, at Virginia Airport. The overland flow floods the adjoining road infrastructure and enters the Virginia Airport premises, and flows into the airport buildings. The stormwater network infrastructure capacity is further hampered by the constriction of the culvert outlet, which provides the exit point for the stormwater runoff into the ocean. The culvert exit point is constricted by the ingress of marine sediment during tidal cycles. The marine sediment accumulates in the culvert, preventing the culvert from operating optimally. Although periodic flushing occurs during smaller rainfall events, the initial choking effect compounds large flooding events. This project involved detailed modelling of the catchment that assisted the design process to alter the storm discharge characteristics in order to mitigate flood inundation at the Virginia Airport. The project required a multilateral approach of solutions in order to mitigate future flooding events.

PROJECT BACKGROUND The Virginia Airport is located at the bottom of a large urban catchment. Sections of the catchment are characterised by steep slopes and high runoff coefficients due to the large percentage of impervious pavements (see Figure 1). Subsequently, the resulting stormwater runoff during flooding events produces volumes that exceed the current stormwater infrastructure capacity, which is designed for a one in ten year storm return interval. This results in excess stormwater runoff becoming overland flow as it cannot enter the stormwater network. The overland flow accumulates at a critical point, where three sub-catchments combine at Virginia Airport. The overland flow floods the adjoining road infrastructure and enters the Virginia Airport premises into the airport buildings. The stormwater network infrastructure capacity is further hampered by the constriction of the culvert outlet, which provides the exit point for the stormwater runoff into the ocean. The culvert exit point is constricted by the ingress of marine sediment during tidal cycles. The marine sediment accumulates in the culvert, preventing the culvert from operating optimally (see Figure 2). Although periodic flushing occurs during smaller rainfall events, the initial choking effect compounds large flooding events.

INTRODUCTION Anthropogenic impacts on stormwater runoff are generally well understood to result in increased runoff and changes in flow characteristics. With ever increasing development resulting in higher runoff volumes and less natural depression storage in catchment the need to manage existing stormwater infrastructure and improve current design techniques is often challenging for most municipalities. Whereas new developments are faced with the question of ‘climate change’ effect on the precipitation characterisation and consequential runoff, current infrastructure is often limited by acceptable mitigation options. These options are generally constrained due to the budget required to work in existing developed areas, or the implications on current users of the area to be disrupted. Although some may argue the cause of climate change, scientists generally agree that there will be an increase in the frequency of high intensity storms. In order to provide managers with mitigation outcome options, the use of models are generally utilised. These provide insight into how old infrastructure can function with new design options, and thus help reduce unforeseeable engineering ‘mishaps’. Such events often occur when dealing with stormwater runoff due to rapid changes in flow and high velocities that may occur. With an increase in flooding events at the Virginia Airport and surrounding area in Durban, the Municipality although not liable, opted to be pro-active and meet the community needs in implementing an innovative, cost effective storm management alleviation design.

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investigation and setting up a Storm Water Management Model (SWMM) model. Validation of GIS data can prove time consuming. Two surveys were commissioned in addition to a desktop study approach that was used to fill in missing data. Catchment modeling Field data highlighted two main flooding patterns. One governed by the ingress of marine sediment, and the second by overland flow. In order to understand whether the blocked outfall caused the overland flow, or whether the infrastructure capacity was exceeded first, a model was set up. The Environmental Protection Agencyâ€™s (EPA) SWMM model was selected and setup for the entire catchment. Sub-catchments of approximately ten houses per group were identified. GIS tools were used to generate Rasta layers from 2m contour data and then to infer zonal statistics for sub-catchment properties required for the model. A multitude of dual drainage systems were created in order to replicate field observation data obtained for flooding events from the community. This allowed for all surcharging manhole water volumes to be accounted for and improve accuracy of the model outputs. Calibration and validation of the model was done with the use of a water level and rainfall data. An acoustic doppler water surface height measuring instrument was installed early on in the project in a manhole located at the airport. Measurements of 5 to 15 minute intervals provided a large data set with which to calibrate the model using rainfall data from a gauge within the catchment. Validation was done in a similar manner routing subsequent rainfall data and comparing simulated runoff against measured stormwater runoff values. Validation was also done by comparing model simulation estimated overland flood volumes to water level depth reported in and around the airport building. Here, actual hind cast rainfall data for large storm events were simulated. Figure 4 presents the lower catchment system.

Figure 1: Virginia airport catchment

Figure 2: Stormwater culvert blocked by the ingress of marine sediment The stormwater system functions satisfactory for most precipitation events with continual maintenance to clear out the marine sediment. However, when a large storm event occurs preceded by light rains to saturate the catchment depression storage, and the culvert is marginally blocked, causing flood damage to the lower catchment. Figure 3 illustrates recent storm flood inundation at the airport.

Figure 4: Stormwater network in the lower lying section of the flooding section in SWMM. Modeling results The modeling results indicated that a two pronged approach to mitigate flooding was required: (1) the extension of the culvert to prevent marine ingress blockages occurring and (2) the altering of runoff flow time characteristics. Initially it was thought that just extending the culvert would prevent flooding. The analysis showed however that the change in grade from steep to flat in the lower lying section of the catchment induced a hydraulic jump essentially in the three main 1200mm stormwater pipes before the airport. This change in grade resulted in a backup of water in the system that surcharged several manholes in the lower lying areas (see Figure 5). Even with an unblocked outfall, the system would flood the lower catchment. In a specific storm event the box culvert roof slab was lifted up by the pressure build up in the system, resulting in two

Figure 3: Flood inundation in the parking lot, and flood water f lowing through the airport building.

METHODOLOGY Site investigations Preliminary site investigations focussed on gathering field data, liaison with the community and affected businesses within the airport region, compiling rainfall statistics and a flood event history timeline. This provided the basic analysis to better understand catchment development, increased flooding occurrence and problem areas to be focus on. The site investigations indicated that flooding patterns varied, which underlined a better understanding of how the system responded to flood events. This entailed an extensive Geographic Information System (GIS)

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strips of approximately 30m in length before and after the runway being lifted. This was purely due to a blocked outfall and did not significantly flood the lower catchment. The use of a quasi inundation model was also used to check the overland flow results from the original model. Figure 6 illustrates the overland flow flooding event model. The models setup was based on a digital elevation model that incorporated 2m contour data and surveyed spot heights.

DESIGN APPROACH Multi-lateral approach The convergence of three 1200mm stormwater pipes draining the south, central and northern regions was primarily responsible for surcharging the system. The three converge into a manhole just landward of the airport, and just seaward of the Virginia turning circle. The initial design approach was to re-route all three stormwater pipes into a large dry detention pond in the circle. The hydraulic modeling indicated that the pond size possible, limited by the circumference of the road network and the very high ground water table in the region, would not reduce the flooding potential. A second design approach used the hydraulic model to investigate mitigation scenario permutations to find an optimum flow pattern incorporating new stormwater sections and various attenuation options. Figure 7 presents the multi-lateral design approach adopted to mitigate the flood of the lower section of the catchment.

Figure 7: Multi-lateral approach to mitigate flooding Part (a & b) involved the lowering of the ground level by approximately 1.5 to 2.5m and constructing 10Â 000 m3 and 2 000 m3 dry detention ponds. Limited by a high ground water table in depth, bank slopes were increased and a multi-cell embankment stabilised with grass used. An active sewer system was diverted around the new pond edge (e). Part (c) required some ingenuity as the pond was to remain dry and only function during high rainfall events. The new stormwater 1200mm stormwater pipe system placed in (d) flowed into a dual manhole chamber. During low flows, the stormwater would be re-directed in the chamber via a constriction point into the old existing stormwater system. The constriction was designed so that when flow rates exceeded a threshold, the excess flow would be diverted into the pond. Alterations were also made to the overland flow (f ) so as to divert the surface flow on the street to a small stormwater system that fed into (b). A new development of a shopping centre (g) required restrictions in the stormwater run-off and onsite storage to reduce additional stress on theÂ system. The combination of all these parts provided the optimum flood mitigation for the lower catchment. However, the key finding was that if the timing of the flows of the three main stormwater pipes could be changed, the surcharging manholes would be significantly reduced. In other words, the main objective of the detention pond is to retain the central stormwater pipe discharge in the detention pond, whilst the northern and southern runoff volumes pass through. The stored volume then enters the existing system after their peaks have passed through. The design of the culvert extension highlighted the success of an extensive monitoring program implemented by the local authorities. Figure 8 presents surveys measured of the beach profile over several years. If one only had a snap shot of the beach width and profile in 2012, a culvert extension of approximately 20m seawards would appear satisfactory. Fortunately, profiles for several years back were recorded that indicated the necessity of a 48m extension to exceed the 90th percentile of maintaining an open culvert. If the beach profile survey had been done after the project had commenced, the culvert would have been designed too short, and once the beach profiles returned to normal, the culvert would have been blocked again.

Figure 5: Flooding at several nodes due to gradient changes and not marine sand ingress

Figure 6: Flooding simulation results from a quasi 2D model

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Figure 9: Construction around several old fig trees resulted in the successful replanting of them to the communities delight.

Figure 8: Culvert extension length determination â€“ looking at a snap shot in 2012 and then looking at a combination of data sets collated from 1993 to 2009.

CONSTRUCTION PHASE Detention Pond The construction phase of the detention pond and surrounding upgrades was awarded with a six month contract. The bulk of the costing involved the excavation and removal of sediment to an approved landfill site. The sediment characterisation indicated the sediment to be of good quality, and it was eventually utilised in the lining and subsoil layers of the landfill site. This was deemed a success in terms of bi-lateral usage of the material removed from site. Due to the limitations of sizing the pond, between the road circle and high water table, berms were created on the lower end of the pond. The ground level has a natural slope towards the east, and so a semi-circle berm was built on the lower end top embankment to increase the capacity of the pond. Figure 10 illustrates the use of a multi cell that was planted with grass to increase side slopes for an increased capacity, while maintaining a natural appearance as oppose to the use of retaining blocks. The berms were however limited in height so as to allow the public to see into the pond, whether in a vehicle or walking past. This was a safety concern that was incorporated into the design. The community also played a large role in the construction approach of the detention pond. Initially the design incorporated an open air theatre that could accommodate small events such as Christmas Carols. This was turned down by the community, but a request was made to save some of the old fig trees and maintain a green park appearance. In order to achieve this, the design team worked with the contractor and horticulturist to â€˜saveâ€™ the fig trees. By lifting the trees up with an excavator and lowering the ground level below them, before replanting, the fig trees were kept in place, at 3m below original level. The trees took several weeks to respond, but have successfully grown again (see Figure 9 to see the 2 largest ones in the middle of the construction site).

Figure 10: The use of multi-cell planted with grass allowed steeper gradients to increase capacity and the natural appearance of the pond. The multi-cell was also used with concrete to build open channels, linking low flows through the pond from adjacent stormwater manholes to the outlet of the pond. Control Point The construction of the control point for the detention pond required the construction of a large chamber to incorporate the control constriction opening and link into the existing stormwater system. The high ground water table and higher than average rainfall made construction troublesome. The chamber needed to withstand large flows and high velocities impacting on the wall. Normal dry flows were redirected through the constriction opening, but once flow exceeded a threshold value of approximately 1m3/s, the chamber is forced to surcharge out an opening to the detention pond. Due to the high velocities exiting the chamber into the detention pond, an extensive break down system was built (see Figure 11).

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Figure 12: Post construction of the Virginia dry detention pond and the control chamber in action.

CONCLUSIONS The project, although simple from a construction point of view, required an in-depth modeling program to understand how the system was functioning and what mitigation options would actually work. In many projects the modeling only assists in the design phase, but this one certainly highlighted the need for a modeling approach pre-design. Some suggestions of just expanding or extending the culvert under the airport may well have helped, but in all probability would not have prevented future flooding. The project highlighted the importance of on-going collection of data. Be it survey, rainfall, flow or beach slope measurements, the collection and generation of historical datasets is often overlooked in municipal budgets, until the importance of this data is realised in hindsight. Had the project only extended the culvert by 20 to 30m as indicated in a limited data set, and the sand levels returned to that of a year ago, the money spend would have been wasted to the rates payers. The control chamber has functioned well, although we are still waiting for a very large storm event to fully test the dry detention pond. The velocities and flow rates due to the steep catchment have created problems entering the pond, but with minor augmentations post construction, the scouring of the grass is now expected to be insignificant. It highlights that at the end of the day, the modelling has assisted greatly, but we will need to continually monitor and record observations as storms occur to see if improvements are required.

Figure 11: Construction of the control point diverting flows above 1m3/s threshold from the chamber into the detention pond. In order for the detention pond project to be aesthetically pleasing to the community and enhance the â€˜green zoneâ€™ of the area, the contract included planting of grass and approximately 20 new fig trees along the streets. Figure 12 presents the project just after competition with the control chamber in action.

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HARARE WATER CHALLENGES A STRATEGIC ISSUE

(2012) projected growth rates for 2010 to 2015, 2015 to 2020, 2020 to 2025 and 2025 to 2030 are 3.40, 3.35, 2.65 and 2.36 respectively. Medium and long term investment in the water sector should carefully assess the population growth nodes for Harare and properly factor in appropriate population growth projections. The city has a potential for a significant population growth if the required infrastructure is put in place, given that 220 000 undeveloped stands were allocated within the existing Harare boundaries, these include (i) 60 000 undeveloped stands in the Southern Incorporated Areas, (ii) 10 000 stands waiting for relocation of Donnybrook ponds to Lyndhurst farm, (iii) 20 000 stands in Whitecliffe development , a potential additional 20 000 stands in Gwebi area which can be available if Marlborough sewage ponds are relocated, incorporation of several farms in the north by the Government, and other several privately owned land waiting for provision of off-site infrastructure by Harare Water. The critical point to note is that Harare expansion is no longer driven by provision of off-site and basic onsite water and wastewater infrastructure as was the case before, rather it is now driven by availability of land. Harare Water has to weigh options of providing first class services against transitional technologies that will accommodate these developments within the current capacity. The projected population growth for Harare, given the land availabilitywas estimated at 4% by a group of professionals who met in a recent workshop held at Bronte hotel by the African Development Bank (AfDB), at this growth rate the population for 2020 was projected at 2.1 million and 3 million by 2030. The workshop noted that the mean for population growth rates for cities with population greater than 1 million in the SADC region is 4.36 %, which means the 4 % growth rate projection for Harare will be within expected range for a city of that size. The population growth rate decline for Harare in the past 10 years is therefore artificial. Historically, Harare’s development of the infrastructure facilities has not kept pace with the growth pattern of the city and to make matters worse control of expansion in satellite towns of Chitungwiza, Norton, Ruwa and Epworth is out of its control, yet these towns depend on Harare Waterbulk water supply service. The most affected facilities which are key to development are the water supply system and wastewater disposal infrastructure, the development of which commenced in 1915 with the commissioning of the Cleveland Dam. The Harare Water Distribution System currently abstracts water from two lakes and two dams on the Manyame River, namely Harava and Seke Dams, and lakes Chivero and Manyame. In addition to the yield from these sources, the water supply to Harare is supplemented by the recycling of wastewater effluent into the water courses. At design and town planning stages it was assumed that the projected water demand in the city area will not exceed the yield of the water sources from Manyame catchment area, including an additional amount of 126 000 m3/day of recycled effluent. The network consists mainly of Asbestos Cement Pipes and steel with the total length of the network being approximately 6 500 km with diameters ranging from ND 50 mm to ND 1500 mm. This infrastructure is now beyond economic lifespan with some pipes more than 50 years old. The water operator has not been able to recapitalise and has a weak asset management record. Most of the existing 16 treated water pump stations need overhaul, or replacement. Spare parts that are essential to maintain functional continuity of water pump systems are not readily available. The present water supply system includes 28 treated water reservoirs which are lacking proper control system such as automatic treated water reservoir control to equitably supply water to all customers. In an effort to improve the Harare water supply system, City of Harare, in 1988, launched the project called Harare Water Supply Phase 1 Upgrading of Morton Jaffray Water Treatment. This project aimed, at among other issues, to increase the production capacity of Morton Jaffray Water Treatment works by 227 000 m3/day, and increasing the pumping capacity of the associated treated water pumping stations

Simon Takawira Muserere(1), Z Hoko(2), I Nhapi(2) (1)

Water Department, City of Harare, 2nd Floor Old Mutual House Corner Sam Nujoma and Speke Avenue, Harare, Zimbabwe, Cell +263773142217 ; e-mail smuserere@hararewater.co.zw (2) Civil Engineering Department/ University of Zimbabwe1(b) ABSTRACT This paper assesses Harare Water strategy and suggests recommendations necessary to the strategy as well as to its partnerships with other municipalities, eThekwini Municipality of South Africa and Munich of Germany. The assessment was carried out in 2012 to2013 as the three municipalities exchanged ideas, interacted with municipalities’ workers, held informative interviews, group discussions and literature reviews. The assessment was based on seven dimensions that are governance, globalisation, environment, economic, financial, technical and consumer psyche. Comparison of Harare Water with its partner eThekwini and other municipalities in the SADC region seems to suggest that the volume of water treated by Harare Water can adequately supply water to more than 70 % of its 1.4 million customers as well as a regulated supply to the satellite towns on a seven days a week basis, provided appropriate adjustments are instituted to the water operator’s current strategy augmented by aligning the strategy to broader sector policies that were put in place. The water operator’s non-revenue water is increasing each month and it is believed to be more than 60 % as of June 2013. In the SADC region most of the utilities’ non-revenue water ranges from 30 to 40 %. Thus Harare Water’s 60 % non-revenue water is on the worst extreme. Revenue collection efficiency for Harare Water dropped from 60% to 43 % over a period of 1 year, necessitating a detailed assessment of the strategy. The assessment has shown that adjustments made to the broader sector policies will require proper policy implementation coupled with knowledge transfer from the water operator’s partners to resolve socio-cultural and political complexities that are hindering Harare Water from addressing the current water challenges in the city. To its disadvantage, the water operator is currently viewed as a poor water steward by its stakeholders due to poor water and wastewater services; therefore, there is an urgent need to turn around the situation. It is against this background that this paper examines Harare Water’s current strategy with a view of ascertaining challenges and achievements achieved thus far and then suggest recommendations to be adopted to achieve an acceptable service level. BACKGROUND Fort Salisbury was established in 1890, with erection of Union Jack by the British South Africa Company at the Africa Unity Square. Salisbury was proclaimed a municipality in 1897 and became a capital in 1923, then declared city status in 1935. When Zimbabwe attained independence in 1980 Salisburywas then named Harare. Since 1980 Harare’s population dynamics have been changing, with the rural to urban migration increasing given the economic opportunities available in urban set ups. The Zimbabwe to diaspora migration has even made the population dynamics of Harare more complex. According to 2012 population census by Zimstats, Harare’s population is approximately 1.4 million with a growth rate of 0.23%. Due to Harare population dynamics the 2012 Zimstats population statistics should be well interpreted, according to Zimstats (2012), the Zimbabwe annual growth rates for 1969 to 1982, 1982 to 1992, 1992 to 2002, and 2002 to 2012 are 4.66, 6.09, 1.90 and 0.23 respectively, whereas United Nations

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from Morton Jaffray Water Works to Warren Control Pump Station, this included a 1 300 mm diameter steel pumping mains from Morton Jaffray Water Works to Warren Control Pump Station. The steel pipeline was not protected from corrosion yet cathodic protection was suggested, today the steel pipe is constantly bursting with major leaks at valves which is increasing non-revenue water. In October 1991 another project the Harare Water Supply Phase 11 project commenced with the project consultant, putting to tender, adjudicating tenders and awarding projects for 1 500mm diameter steel pipe Warren to Letombo and Warren control pump station. In the same year another consultant an association of local and international consulting firms prepared a Master Plan for the water distribution requirements of Harare. In 1992, City Council approached the AfDB for assistance in solving the City’s water problem, by identifying suitable additional water sources to augment the potable water supply to Harare. The projects targeted were the Kunzwi and Musami water schemes for future water expansion and to-date none of the projects have been implemented.

and organisations to collaborate towards achieving a complex set of objectives, through accepting new ways of doing things. To sum it up, success depends on managing organisational reform process skilfully. Against this school of thought and in an effort to address Harare Water challenges the World Bank in 2012 facilitated a partnership for Harare Water with eThekwini Water and Sanitation (EWS) to form a tripartite arrangement with Munich Municipality. This is a noble idea provided Harare Water is receptive to this arrangement; adequate measures are put in place and adhered to. According to Hashimoto Action Plan 2006, “Cooperation based on knowledge transfer between water operators is a useful support mechanism that can be used to strengthen capacity of public water operators”. The World Bank as the facilitator and the three water operators have not yet anchored this strategy with internal micro-strategies that include addressing basic issues such as providing continuous dialogue platforms, coupled with dynamic internal and external conflicts management which is weakening the partnership. There is need to set up an integral monitoring and evaluation framework fully supported financially. The water operator partnership from inception should have strengthened building blocks that include a clear and well resourced budget; performance based key indicators both at organisational and individual level. There was need to cultivate institutional momentum which is not simply a response to government regulations and pressure from public outcry by imparting real authority to drivers of the reform as a result of partial authority cracks developed due to vested interests at top management level. Key pathways for transformation such as capacity development, informal leadership skills and conflicts resolution need urgent attention with key objectives being team building and motivational strategies. Human resources policies should be put in place to avoid obstructive speculations that are blocking free implementation of strategic issues. Good governance to address basic issues of transparency, accountability and competitiveness which should then drive the whole transformation. Dealing with corruption which is a major threat to transformation if not adequately addressed and may reverse gains achieved thus far. The organisation should be refocused from input driven to results based; teams must be able to achieve set realistic goals with given resources. The questions that remain to be answered are “Why is Harare lagging behind in attaining the set down MDGs in the water and sanitation field?” Suggestions were that there is a lack of sustainable technologies in the whole system, and others suggested Harare Water has a poor institutional set up, it lacks funding and poor legal framework, and some suggested a combination of all these are contributing. But does Harare Water have the right expertise to understand the needs, diagnose the problems and come up with the correct sustainable solutions for the current water challenges? According to a research by UNESCO, (2009) the right expertise is there in Africa, however the UN study indicates there is an alarming deficiency in the numbers of expertise, the fact is that Africa and Harare included do not have enough water managers. The complexity of the issues hindering provision of sustainable water services calls for exchanging of ideas both good and bad as a way of increasing capacity in the wider sector of water management. According to UN research, on average, every US dollar invested in water and sanitation provides an economic return of eight US dollars.

INTRODUCTION Harare residents on several occasions since 2008 have protested due to poor service delivery including uncollected refuse and water supply problems amid fears of new outbreaks of diseases such as cholera and typhoid. The local authority seems to take long to learn from its mistakes and shortcomings of the 2008 cholera outbreak that killed nearly 4 000 people, and 98,000 cases reported showing an absence of short, medium and long term plans in place to address the water crisis gripping the once “Sunshine City”. The state of the water and sanitation system in Harare is generally in a deplorable state. At least half the public toilets within the City of Harare are dysfunctional, despite evident increase in the outbreaks of typhoid and cholera. The above is going on in Harare despite the growing awareness of policymakers, in both the developing and industrialised worlds, that improving water and sanitation services is key to achieving broader poverty reduction goals has been accompanied by calls for more concerted efforts and additional resources from all stakeholders, including the World Bank Group (WSSB, 2003). The United Nations (UN) estimates that the population of cities in developing countries will increase by 2.4 billion between 1995 and 2025. This impressive scale of urbanisation, UN argues, is such that it will have a significant impact on the already taxed urban infrastructure of cities and towns and further strain efforts of local governments to address present and future demands for local services. According to Schouten and Yillia, (2009) the urban population in Africa is growing at an increasing rate with estimates indicating that population in urban areas will more than double from the current 300 million to over 700 million by 2025. In Sub-Saharan Africa, urban population is growing at 6% per annum and is expected to double in the next ten years. About 250 million urbanites have no access to safe, piped water and about 400 million have no adequate sanitation (Mulindwa, 2003). According to Nhapi, (2009) Harare, the capital city of Zimbabwe, is facing water quantity and quality problems, with serious pollution of the downstream Lake Chivero. Nhapi claims that these problems are attributed to rapid population growth, inadequate maintenance of wastewater treatment plants, expensive technologies and a poor institutional framework. According to leadership experts, a conclusion was reached that organisations normally focus on technical solutions to problems and then transform them to good practice. Research has indicated that this approach leads to uneven results suggesting that addressing developmental problems includes, and goes beyond, deploying technical solutions (Mead, 2013). Mead claims that to successfully implement transformational programs an organisation requires getting different people, teams

INSTITUTIONAL AND STRATEGIC ISSUES To its advantage Harare Water is not operating in a vacuum with world standards to learn from at no cost. Worldwide there are many drivers behind the ongoing developments and changes in water resources; however the economic viability of the water utilities is a prerequisite particularly as private investors have shown their interest in the industry (Malmstena and Lekkasb, 2007). According to Thomassonet al., (2003), the level of investors’ involvement differs between countries since it

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governance processes which were presenting transformational challenges, yet a comprehensive response was still expected from the water operator. The policy making process together with the institutional arrangements in which Harare Water should operate as an autonomous entity should be free from defects to avoid constraints in achieving the strategic objectives. To facilitate this all interested parties should not be the drivers of changeover process so as to manage conflict of interest and ensure accountability during implementation. This transformation will see light if there is passing on of real degree of autonomy, responsibilities to control revenue collection and credit control management, promotional and dismissal authority. A key instrument of this is to strengthen the water operator’s ability to manage and increase revenue base, expand and maintain infrastructure and pay for these costs over time through correct tariff models (Baietti et al., 2009).The water utility should be given targets with timelines to hold it accountable. Performance agreement entered into between the utility as an entity and the board as the performance monitoring unit with clear actions to be taken either on good performance or poor performance. Key revenue sources such as metering services that include new connections, meter replacement, water leaks after the meter are revenue bases and should be properly guarded (Krynauw, 2011). Regrettably, the water operator currently requests beneficiaries to provide own meter and only provide connection services resulting in limited control on the type of meters being installed which then translate to poor meter management and increased commercial losses as a result the system is porous and unmanageable. Thus the metering system needs urgent attention. According to a recent survey by Harare Water more than 60% of the meters in the Central Business District and Industrial areas are not functioning with a significant number not located, as a result water consumption in these highly sensitive areas is being estimated yet these areas are receiving water continuously. There is massive corruption in the metering system with some senior officials benefiting from the defective metering system which has prompted most residents to lose confidence in the entire water billing system. The water operator managers have blamed the consolidated billing system and poor economic situation in the country. Revenue collection efficiency dropped from 60 % to less than 45% and continues to drop as more residents become aware of the weak credit control system and capitalise on the weakness. Resident associations have mobilised residents against settlement of water bills citing irregularities in the billing system. The movement of tenants in some areas especially avenues areas is subjecting revenue collection to aggressive conditions and dictate that prepaid and other such smart meters under strict water operator’s control be used. eThekwini has outsourced their meter reading service and installed common meters in the system which enables them to monitor consumption to the last cubic meter. They use flow limiters and restrictors for their credit control system. They formed a revenue protection unit which monitors these gadgets and other revenue protection strategies such as enforcement of the law to defaulters. The water operator needs to adopt an approach for monitoring and evaluation criteria to track progress and should consider investing in capacity building to progressively bring the situation under control. The two categories for monitoring and evaluation approaches normally used are the results based management and the evaluation based on complex system theory and a participatory approach. According to researchers of the evidence oriented method there is a linear causal relation from input to impact, which is simple and convenient when working with short term project goals and time slots. Another approach is the realistic evaluation which believes the relation between input, output, outcome and impact is non-linear. The argument is that what happens between input and impact are black boxes which must be investigated, the process is to map the dynamics in a program, institutional influences

involves complex dynamics of societies. For example when you go to UK, the water and wastewater systems are operated privately and are mainly regulated by the Office of Water Services, when you go to France, the local communities become responsible for managing the facilities and most of the communities, in the region of 75 percent have preferred to allow private actors operate the systems. Variably in Greece, most of the facilities approximately 60 to75 percent are municipally owned and controlled. On the other hand in Sweden, few are privately owned facilities with most of the organisations being operated by regional municipalities. eThekwini amalgamated 38 local authorities to form one Metropolitan Municipality, Johannesburg has private entities wholly owned by the local authority, and Zambia has private companies, Harare Water was transferred to Zimbabwe National Water Authority from 2005 to 2008 and then back to City of Harare and currently transforming into a utility. The Zimbabwean constitution allows for formation of metropolitan water authorities and the Water Act has added support to formation of self supporting utilities. The research noted that Harare Water has a weak capacity which can be defined as “Limited knowledge bases, small numbers of professionals with right education and skills, and, in general administrative and managerial arrangements, laws and regulations that eventually fail to facilitate the swift and effective actions that in their aggregate can deliver the desired outcomes and results on the ground (UNESCO, 2009). Institutional issues that encompass policy strategy, aligning organisational goals, legal and regulatory framework to create an enabling environment are imperative for the water operator’s strategy yet they are not adequately and to be specific not appropriately addressed. Development of integrated management systems, implementing incentive based systems, striving to change workers attitudes; improving skills, utilising existing knowledge and experience as well as injecting new ideas to propel the strategy forward need to be in the main stream strategic framework. Surprisingly, attitude problems stern from top management with partnership strategies ignored and yet all this is condoned. Furthermore, there is need to encourage and support leadership within teams, delegation of management roles, clear promotion and appointment policies have to be addressed. The water operator should have a clear set of actions to achieve transformation which should include identifying the needs and sources, pulling resources together, defining roles and implementation plan, implementing and integration of knowledge gained from partners. It is important that Harare Water as the recipient in the eThekwini and Munich partnerships be willing to learn from its partners with strict measures put in place for information transfer, tangible goals set for early celebration and momentum building, creating platform for continued communication. Executive may have to assess the level of knowledge, skills and capacity in Harare Water and devise means and ways of building knowledge and capacity. According to Alaerts, (2009), knowledge and capacity is the generation and dissemination of knowledge, that take place through formal education, training and institutional development. Alaerts argues that knowledge and capacity development activities always implies a status change, and indeed, the capacity development in organisations and in the administrative and regulatory frameworks are irrevocably linked to change process and reform. The broader policy changes that Harare Water should enjoy are the autonomy granted through the July 2013 council resolution, which authorised formation of a water utility named “Harare Water” and authority to form a metropolitan water authority, recently adopted National Water Policy and the parliament enacted National Constitution that consented to formation of a metropolitan water authority. Harare Water should be empowered to appoint and fire for poor performance at all levels and all processes should be divorced from government control except for policy monitoring and regulation. Of major concern in the previous setup was that Harare Water’s responsibilities were enmeshed in complex

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be contributing to consumer reluctance to settle bills as they now view Harare Water as a bad water steward. BiWater an international water consulting company undertook a study in Harare and recommended cathodic protection on all steel pipes in 1998 which was not implemented resulting in pipe corrosion (Fig 2)

together with social interactions that then determine the relation between input and impact (Hospes, 2008). Hospes goes on to argue that for the evaluation, complex systems different approaches need to be brought together, based on adaptive systems, institutional dynamics and assigning meanings. Adaptive management approach was developed from principles of complex evaluation and institutional dynamics in complex systems. Adaptive management is defined as â€œintegration of design, management and monitoring to systematically test assumptions in order to adapt and learnâ€? (Salafsky et al., 2002). An important component of this approach, which is useful to Harare Water is the involvement of stakeholders in the whole process, capturing their knowledge and using it to draw up management options. The meter reading and billing system should be subjected to adaptive management approach. The Municipalityâ€™s records show a total of 400,000 stands were subdivided and allocated yet only 174,000 consumers are reflected on water bills. The number of illegal connections continues to increase (Fig 1) since there is no water balancing possible in the absence of bulk water meters, including lack of knowledge on raw water abstracted and treated water pumped into the system.

Figure 2: Corroded 1300 mm Steel Water pipeline Warren Control Pump Station to Letombo Reservoirs 2012 in Harare The water operator has no capacity to regularly monitor compliance to wastewater discharge limits and most industries have violated regulations going unpunished and uncorrected, disappointingly Harare Water is the chief polluting culprit. The Environmental Management Agency has tried to sanction the water operator with little success due to complex legal framework that let the offender off the hook on technicalities when facts on the ground prove otherwise. The industrialists are also offloading production costs to the common man in the street, with the water operator bearing the brunt in this set-up. Due to the on-going pollution Harare Water is using a combination of eight water treatment chemicals; however there is an opportunity from new technologies to reduce the number of water treatment chemicals from eight to three chemicals. Similarly a pollutant load tariff approach which incorporates efficiency pricing system will be beneficial for effective environmental protection. The water operator may need to consider managing pollution control more efficiently through outsourcing and then takeover a well established pollution control regulatory system. Alternatively, Harare Water may need to consider funding implementation of green drop and blue drop systems which will address the problem in a holistic manner, taking all stakeholders onboard. Sewage pump stations such as Budiriro (Fig. 2), Borrowdale Brooke, Chisipite, and Northestern are discharging raw sewage into the environment with residents complaining of obnoxious smells and sewage backflows.

Figure 1: Illegal water connection in Mabvuku, Harare 2013 The water operator managers, political leaders, citizens and other stakeholders should come together and talk to facilitate better understanding of the quality of service offered by Harare Water against service level expectations by the stakeholders. Through this targeted interaction an agreement should be reached on the key issues required to bridge any gaps. The water operator, Harare Water, should assess opportunities of allowing entry of substitute providers with alternative sources of funding as part of reform design because they play a pivotal role in alleviating urban water insecurity. To make this process lucrative and palatable to investors there is need to improve on urban planning; draw up and enforce legislation to minimise negatives such as water pollution. The city may then need to incentivise the private sector and even consider partnering with them in order to increase their involvement in water management issues. The water operator needs to take a cue from its partner eThekwini for partnering with private sector when internal inefficiencies compromise viability. Good examples are in reduction of non-revenue water with private players coming in to draw-up strategies and partnering through such arrangements as management contracts or direct partnering. As a result of private sector participation, eThekwini like other regional water operators managed to reduce non-revenue water to ranges of 30 to 40%. In contrast, Harare Water has been trying to tackle the issue of non-revenue water internally with little success, as lack of capacity to tackle such complex issues has been an impediment to success causing viability problems to the water operator. Heavy financial knocks have not spared the water operator as NRW stands at 60 % which may

Figure 3: 10ML Budiriro Sewage Pump Station located 10 km upstream of Lake Chivero discharging 10 ML per day of raw sewage into the environment since 2002

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CONCLUSIONS AND RECOMMENDATIONS It was can be concluded that Harare Water is now operating in an enabling environment given the policy changes brought by formation of Harare Water utility, national water policy and enactment of the national constitution. However, the following are recommendations to the Harare Water strategy to achive its objectives. Firstly, strong leadership is required in Harare Water to tackle the three fundamental tasks, the first being to create a holding environment, which in the early stages of corporate change is a space where the leader creates conditions conducive for diverse groups to talk to each other, with more demanding issues phased in as they become manageable. Secondly, the leader is needed for direction, protection, managing conflict, orientation and shaping organisational values and norms. The leader needs to take on the adaptive approach and protecting the organisation by managing the rate of change, exposing conflict and helping to view it as the force for creativity and learning. The leader needs to also orient people to new roles and responsibilities through setting realistic business targets and key values. Finally, the leader has to regulate stress, as the pressure to restore equilibrium will be enormous, people bang up against leaders as they try to sustain pressure of conflict filled work. Secondly, the water operator should focus on formulating key performance areas which include (i) risk management, (ii) process management and control, (ii) drinking water quality compliance, (iv) management, accountability and local regulations and (v) asset management. Most of the suggestions have been submitted by Munich Municipality which Harare needs to implement. Financing implementation of blue and green drop will assist in bringing in more players into water management by creating an open field to share ideas in a regulated framework which opens up opportunities for new ideas. The implementation will target low hanging fruits such as water safety plans, coming up with water safety planning processes, risk assessment and review of control measures, risk based monitoring programmes, credible and commitment in submission and publishing drinking water quality data and incident management, management accountability and commitment, publication of performance, service level agreements and performance agreements, comprehensive asset management systems, deploying such strategies as installation of similar pumps at all stations for easy of spare parts procurement. Key performance indicators that include availability and competence of maintenance teams, operations and maintenance manuals, maintenance and operations budgets and expenditure, design capacities versus operational capacities, management commitment, publication of performance, service level agreements, performance agreements, annual process audits, asset register, ttechnical and managerial skill, classification of treatment works and staff, laboratory information and credibility, incident management protocol, waste water risk abatement plan, medium â€“ long term planning of treatment and collector system, operational Efficiency Index, compliance with regulations and works classification, and process controller registration. Availability of signed water treatment plants logbooks, risk assessment and review of control measures, risk based monitoring programs. The water operator strategy should be focused on revenue base issues such as non-revenue water reduction, including other players, widening revenue base and cost reduction measures such as water treatment chemicals usage, optimisation on energy usage, and labour costs. Thirdly, the water operator should seek to strengthen public private partnerships as a sustainable investment opportunity and in some cases seek outright outsourcing to private companies in return for efficiencies. Other utilities have outsourced meter reading, pollution monitoring, non-revenue water reduction. There is a need to weigh opportunities between maintaining a huge workforce on a regular salary bill against engaging contractors as and when required. Overall financial benefit assessment is paramount in mitigating against currently practised urban

Harare Water by following good examples from its partners needs to recognise the advantages to changeover its operational strategic approach through investing in automation and on-line monitoring in an effort to improve on transparency and accountability. System automation will eventually translate to efficiency and cost saving over time. Maintaining the current manual based system will not help Harare in any way given the prevailing inefficiencies which are triggered by poor performance due to worker perceived low remuneration, resulting in the system being prone to acts of sabotage. Automation is expected to break the vicious cycle that is threatening viability of the water operator, given the efficiency levels shown by such systems in most of the water operators who have implemented it within the SADC region. Information management technology through such systems as GIS and remote monitoring in this modern world is indispensable; considering the complexity of the Harare water supply system, the justification to implement it outweigh the current status. In addition, the missing links in the current data bases on infrastructure are due to lack of process mapping and internal controls; information is currently held in various formats, as a result the water operator relies on staff memory to make critical decisions and in many times resort to tracking information to outsiders compromising on privacy and decision making. Munich Municipality is assisting with the use of specialised technologies such as GIS, process mapping as internal control measures.

THE HARARE WATER MODELS The water operator should consider connecting itself to the international community to tap from a vital pool of knowledge to address complex water risks that include water pollution, inadequate water sources, finite quantity, poor quality, and competition over use. The current lack of knowledge within the water operator on how to address such complexities should be challenged to trigger motion towards change. The operatorâ€™s major challenge is how to mitigate on the risks given its current circumstance of unpredictable water regulation and poor resource governance, there is need for more players to come on board especially the Universities and private sector. There is need to build adequate knowledge and come up with accurate problem identification and develop sustainable solutions. The two models given these complexities which Harare Water has attempted to adopt are: (i) The micro-economic model which was first proposed, with guidance from an AfDB engaged consultant. This model projects future water demand and supply of water with the primary target of reducing the gap between demand and supply. The model prompted Harare Water to move towards economic and technological management changes, proposals to change the institutional set-up for Harare Water were made together with tariff reforms. It can be concluded that the set-up in which these transformational strategies were being proposed was unsustainable since the proposals collapsed as soon as AfDB withdrew. (ii) The second modelwas developed by Harare Water management when they facedchallenges in securing funding for Kunzwi water treatment scheme. This model regards the water problem as a context-related, political (structures of power, procedures, institutions etc) and socioeconomic problem, rather than a problem of economics and technology. From this point of view, Harare Water has realised there is enough water for an acceptable service level, but the prevailing socio-economic, cultural and political structures are causing adverse effects on the allocation and management of water resulting in the current poor service delivery which is unacceptable to its customers. Harare Water, therefore, strongly believes the context-related, political, cultural and socio-economic issues must be addressed first. It is against this realisation that Harare Water has partnered with major water operators such as eThekwini and Munich in an effort to solicit assistance to tackle these complex issues.

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REFERENCES ALAERTS, G. J. (Ed.) (2009) Knowledge and capacity development as a tool for institutional strengthening and change, London, Taylor and Francis.

agriculture; the water operator is incurring huge costs in frequently unblocking sewers as residents irrigate their crops, siltation of Lake Chivero from these cultivation practices, eutrophication from use of chemical fertilisers resulting in high water treatment costs, as an alternative the water operator has to weigh the opportunities of sub-contracting farmers in nearby farms to supply subsidised crops. The water operator will then minimise urban agriculture along the rivers by planting trees and constructing artificial wetlands. Similarly attention needs to be focused on repair of water bursts, together with taking up water insurances, subsidised and reduced water pressure to high density areas, unsubsidised high pressure to low density areas, industry and commerce coming up with an effective and sustainable credit control system, Harare Water, the water operator, should consider entering into bulk water supply contracts with satellite towns and assisting them in managing their wastewater treatment plants to reduce pollution of raw water sources. As an alternative Harare Water can build up costs in water tariffs and operate the wastewater plants for them, as well as assisting with revenue collection strategies and customer care. Harare Water should then open a platform for partnering with the satellite towns in the same way it partnered with eThekwini and Munich to facilitate sustainable knowledge transfer. Finally the water operator needs to consider engaging an economic resource planner who, through interaction with its stakeholders, will build a relationship based on a consensus around key driving factors that include (i) setting out and agreeing on baseline situation, (ii) estimating the short to long term financing gaps;(iii) putting in place policies that will assist in closing any financing gaps; (iv) development of alternative future water supply scenarios based on agreed projections; (v) production of a financing strategy that is realistic and affordable with all stakeholders committed to it. The water operator will then facilitate its transformation into a bankable document used for attracting investment and future financial plans for the water operator. In conclusion, the water crisis currently faced by the greater Harare residents cannot be viewed in any other way but as a reflection of skewed strategies to tackle the water issues by the Municipality of Harare. The situation gets bad every day yet residents continue to pay for services which are seldom provided with suburbs like Glen Lorne, Borrowdale, Balantyne Park, Grendale, Highlands, Budiriro and Dzivarasekwa portraying the extent of negligence which the local authority is subjecting the residents to. Residents of these suburbs have gone for years without receiving constant water supplies yet they pay for the services, with extreme cases in Balantyne Park where no drop of water has been received.

BAIETTI, A., KINGDOM, B. & VAN GINNEKEN, M. (2009) Characteristics of well performing public water utilities., Water Supply & Sanitation Working Notes, Note No. 9. Washington D.C., World Bank. HOSPES, O. (2008) Evaluation evolution. Leiden, The Broker IDP. KRYNAUW, J. (2011) Introduction to integrated water meter management. IN 1 (Ed. Gezina, Water Research Commission. MALMSTENA, M. & LEKKASB, D. F. (2007) An econometric cost analysis of urban water supply and waste water treatment processes. Application to a number of Swedish communities. MEAD, M. (2013) WBILG Introductory leadership workshop. IN NARASIMHAN, A. J. & S., L. (Eds.) Harare water leadership. Wildgeese, World Bank. MULINDWA, S. K. (2003) City/municipal development strategy: The case of Jinja municipal council - Uganda NHAPI, I. (2009) The water situation in Harare, Zimbabwe: a policy and management problem. SALAFSKY, N., MARGOLUIS, R., REDFORD, K. H. & ROBINSON, J. G. (2002) Improving the practice of conservation: a conceptual framework and research agenda for conservation science. Conservation Biology, 16, 1469-1479. SCHOUTEN, M. & YILLIA, P. (2009) Conclusion. IN SCHOUTEN, M., HES, E. & HOKO, Z. (Eds.) Innovative practices in the African Water Supply and Sanitation Sector. Stellenbosch, SUN McDIA Stellenbosch. UNESCO (2009) Capacity development for improved water management. IN BLOKLAND, M. W., ALAERTS, G. J., KASPERSMA, J. M. & HARE, M. (Eds.). New York, CRC Press. WSSB (2003) Water Supply and Sanitation Sector Business Strategy.

The presentation in this paper is from personal research and does not necessarily represent the views of the employer.

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NELSON MANDELA BAY MUNICIPALITY NON REVǧ ENUE WATER PROGRAMME ȃ “PROVIDING SUSǧ TAINABLE WATER SUPPLY SERVICES TO NELSON MANDELA BAY”

Customer meter inaccuracies – factors contributing to meter inaccuracy include age, consumption, water quality and correct installation. Quality control for new installations, meter audits and meter replacement programmes can significantly reduce apparent losses attributed to meter inaccuracies.

Authors: David Raymer(1), Dugald Ross(2), Guy Price(2) Uhambiso Consult (Pty) Ltd, PO Box 5632, Walmer 6065, Republic of South Africa Tel: +27-41-373-0180, Fax: +27-41-373-0102, E-mail: draymer@uhambiso.co.za (2) Re-Solve Consulting (Pty) Ltd, Postnet Suite 810, Private Bag X9, Benmore, 2010, Republic of South Africa Tel: +27-11-766-2355, Fax: +27-11-766-2356, E-mail: Dugald@re-solve.co.za

Real Losses Leakage on transmission and distribution mains, overflows at storage tanks and on service connections up to point of the customer meter – establishing and monitoring water supply zones within the supply network, active leak detection, customers reporting leaks through a call centre combined with repairs being carried out timeously will minimise real losses.

(1)

Unbilled Authorised Consumption Unbilled metered consumption and unbilled unmetered consumption – a customer meter audit and subsequent update of the billing system should ensure that all customers are being metered, the meters are being read and that meter readings are being correctly captured and consumption accurately billed.

ABSTRACT Five years ago, Nelson Mandela Bay Municipality (NMBM) was faced with the dual challenge of Non-Revenue Water (NRW) levels of over 40% and the onset of a severe drought. After receiving an ultimatum from the Department of Water Affairs (DWA) to significantly reduce NRW levels, the Municipality embarked on a programme that would radically change the way in which its water supply system was managed. From the outset, the need for a water management system was identified and a suitable system implemented which integrates the GIS, billing and customer information, infrastructure development and asset management as well as operations and maintenance. A Master Plan for the provision of water services in the short, medium and long term was then developed. Following this, and as a result of a Water Research Commission Study on water loss in municipalities (commissioned by DWA), an Integrated Water Resource Management Strategy was developed. This strategy provided the necessary impetus for the Municipality to begin implementing a comprehensive water demand management and water conservation initiative. In order to significantly reduce the NRW, the Municipality then embarked upon various internal programmes (including a comprehensive meter replacement and infrastructure upgrade programme) and appointed professional service providers to implement the following: Education and Awareness Campaign; Assistance to the Poor Programme (ATTP); School Leak Repair, Asset Management Database and Infrastructure Backlog and Water Loss Programmes. Through targeted interventions, the NRW program is reducing non-revenue water, thereby increasing the profitability of the water service provider. The utility is as a consequence been able to improve allocation of resources to the upgrade and extension of the water supply system The NRW programme interventions have also had direct impact on service delivery by improving the reliability of supply and level of service to customers.

DEVELOPING A WATER MANAGEMENT “ROAD MAP” Providing sustainable water supply services to Nelson Mandela Bay requires an integrated management approach that takes the various elements including source, supply and demand into consideration. A dynamic strategic approach is required as these elements are subject to change. The following key components provide direction in terms of the water management road map for Nelson Mandela Bay. Water Management System The Engineering Design and Management System for the water and sanitation services of the municipality has been in operation for a number of years. This system has successfully integrated many of the management components including, GIS, complaints database, flow networks, billing information, asset management and operations and maintenance. The system also provides management information and reports that monitor water demand trends. Water Master Plan To analyse and evaluate historical, present and estimated future water usage by the NMBM for the period 2010 to 2030, taking into account the water needs and the impacts on water supply that may follow from various reports and planning documents. The Water Master Plan was compiled for the complete water service operating system with the following key outcomes: • Supply Side Analysis and Implementation Plan –A detailed evaluation of water supply system long term yield and peak supply capacities versus future demand. This included the treatment, transfer and pump station boosting capacities. • Demand Side Analysis and Implementation Plan – An evaluation at a planning level of present and future reservoir supply zones based on economic growth points and housing demands identified by NMBM 10Year Housing Plan. New reservoir zones and proposed infra-structure were identified, sized and located to economize on present infra-structure capacities. This was performed with additional input from a team of 9 other consulting firms, appointed for the planning and design of specific supply zones identified by the municipality as immediate growth points within its area of supply.

BACKGROUND TO NON-REVENUE WATER The IWA water balance and its various elements provide standard, internationally accepted terminology for water loss. By adopting a comprehensive auditing procedure to regularly update the water balance for NMBM, progress in reducing non-revenue water can be monitored and priority areas for intervention can be identified. The three components of Non-Revenue Water are apparent losses, real losses and unbilled authorised consumption. Apparent Losses Unauthorised consumption – illegal or unauthorised connections to the water supply network results in water theft. Early identification, removal and prosecution, through the application of the bylaw, should be prioritised to minimise apparent losses.

Algoa Reconciliation Study The Algoa Reconciliation Study developed operating rules for the NMBM in 2008 to assist in decision making. The operating rules examine water availability, current water use and trends, projected use and a water

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balance. Different scenarios are presented. The operating rules were used as a guideline to NMBM, Gamtoos Irrigation Board (GIB) and DWA to make important decisions and the model was revised every three months or when there was a change in water availability. Regular meetings and consultation take place between the three institutions. The study set a target for a reduction of consumption of 37.5 Mℓ/day by implementing WC/WDM strategies over five years.

• Schools Water Loss Programme; • Low Income Housing Water Loss Programme; • Water loss detection; • Fast track of the Nooitgedagt/Coega Low Level Scheme; • Accessing low level storage in Impofu Dam; • Promoting the use of rainwater tanks. The main schemes are the Nooitgedagt/Coega Low Level Scheme and the Swartkops Desalination Scheme. Government funding was required prior to contracts being awarded. Although the NMBM prepared a business plan and made presentation to National Treasury for R1.6 billion, only R450 million was approved. It was decided to spend all of these funds on the Nooitgedagt/Coega Low Level Scheme pipeline, with phasing of certain elements. Two pipeline contracts were awarded in April 2011 and construction commenced in July 2011 and completed in early 2013. The NMBM have been liaising with the National Treasury for further funding to complete the scheme.

Integrated Water Resource Management An Integrated Water Resource Management Strategy was prepared for the municipality in 2009 followed by a business plan. This document became the guideline for all the interventions that followed. The strategy was developed into the following categories: • Technical interventions; • Financial measures; • Legislative/regulatory measures; • Social interventions; • Institutional interventions.

Water Conservation and Water Demand Management To implement WC/WDM interventions requires participation of many role-players such as different municipal directorates and sub-directorates, certain state departments, service providers and professional service providers which all needs to be managed collectively. The Non-Revenue Regular meetings are held to coordinate activities, monitor progress and deal with issues that hinder progress.

Drought Strategy Owing to the declining levels in the water storage dams in 2009 and the subsequent two year severe drought (see Fig 1 below), a drought strategy was included in the IWRM Strategy. The strategy included: • Establishment of a Water Monitoring Committee; • Regular meetings with DWA, Lower Sundays River Water User Association and GIB to consider the operating rules of the Algoa Water Supply System; • Vigorous awareness campaign through publicity and marketing, including media and print; • Applying three sets of stepped tariffs for different phases of the drought; • Engaging industry, such as wet industries, nurseries, swimming pool and hotel industries; • Engaging the Department of Education on water wastage at schools; •Preparation of an Emergency Plan; • Implementation of Water Services Bylaws.

THE NON-REVENUE WATER PROGRAMME Identifying and prioritising interventions The priority areas identified for intervention as part of the Non-Revenue Water Programme (previously known as the Water Loss Programme) are as follows: • Marketing and Publicity; • Assistance to the poor programme; • Water complaints and leaks; • Zoning; • Water loss services; • Water meter management; • Pressure management. The prolonged drought and subsequent constraint on the water supply system (2009 to 2011) provided the impetus for the Municipality to implement these interventions. Marketing and Publicity The most important strategy in WC/WDM is the awareness through publicity. The publicity campaign has two components, namely publicity through the media and radio, erection of display boards, preparation and distribution of leaflets, brochures, decals and posters. This campaign was initiated in September 2009 by the Executive Mayor with a media launch. The focal point of the campaign was the development of water drop mascot named Thontsi, that appeared in most advertisements, display boards and literature, and the theme for the campaign, “Play your part, be water smart”.

Figure 1: Graph of NMBM storage capacity (July 2009 – July 2012) Emergency Plan

Community Outreach Under the lead consultant, a social consultant was appointed for each zone cluster. Ward Councillors nominated fieldworkers to be trained and to do door to door campaign in all the residential areas throughout the Municipality. The fieldworkers were provided with branded clothing, cap and slingbag. The fieldworkers educated residents about water conservation, explained the workings of the municipal account and meter readings and noted any leaks and complaints. Training of the fieldworkers commenced in November 2009 and the door to door campaign started thereafter. By February 2010 approximately

The Emergency Plan was prepared by the municipality in conjunction with DWA and included: • Drought Campaign for the reduction of water consumption; • Maximisation of supply of water from Gariep Dam (Orange Fish Transfer Scheme); • Desalination of Sea Water from the Swartkops River; • Investigating local groundwater schemes; • Water Conservation and Water Demand Management;

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an audit of the zone valves and meter/s) and report on any remedial action that needs to be undertaken (including installation/ replacement of zone meter/s and installation/ repair of zone valves). It was important to isolate zone boundary valves and complete zero pressure tests for each area. This helped if there were any cross connections with neighbouring zones and also assisted in identifying and rectifying low pressure problems within the supply zones. At the end of each zoning exercise, up-to date as-built drawings of the established management zone were provided to the Metro and the Water Management System updated with the changes. By analysing the water distribution system, 203 water districts were identified within the reticulation network of which 116 have district meters. The districts are essential to manage water losses in the reticulation system. A new database was created of existing meters and new meters including bulk meters are being installed. Thirty new district meter stations have recently been installed. District metering will result in water balances being undertaken per district and assist in prioritising areas for intervention.

211 400 households had been visited which represents 95% of the total. The campaign provided temporary employment to 510 persons. Schools Campaign The schools campaign commenced in February 2010. The social consultants and their facilitators were trained over three days by an NGO. It was decided to undertake the campaign in phases of 54 schools (9 per cluster). A programme, lesson plans, water material kit, competitions were included in this intervention. The programme needs to continue until all 362 schools within the NMBM area are covered. Awareness must go hand in hand with the school leak repair programme. This is an important intervention as learners can influence the behaviour of their parents and they themselves become future water wise consumers. Assistance to the Poor Programme Internal leaks of ATTP houses are passed to a team of consultants who arranges training of unemployed persons to undertake the repairs and the Municipality to supply the material. These repairs are only undertaken at households registered as ATTP (Assistance to the Poor programme). This programme commenced in 2005 but was accelerated in 2009. Material is supplied via the municipal stores. This is most cost effective and ensures the correct standard being applied. Leak repair projects in houses are deceptively difficult to implement in that they typically entail: • repairing leaks in several thousand houses and properties all over the municipal area; • managing the procurement and supply of tools, equipment, transport and thousands of material parts; • planning and managing the daily execution of works in densely populated and often high risk areas; • ensuring that technical quality and specifications are adhered to through conducting extensive inspections of the work; • ensuring that stakeholder and community involvement and dynamics are properly dealt with; • managing the recruitment, training and engagement of a typically unskilled workforce; • monitoring and evaluating the impact of the project often with limited resources (eg water meters); • ensuring sustainability after completion of the project through continued leak repairs and sound water demand management. Leak repair projects require that they be tackled with a degree of trepidation, careful planning and stringent management and supervision.

Water Loss Services Water loss services assist the municipality by systematically identifying high physical and commercial losses within the water distribution system. Typical scope for water loss services has included the following in domestic areas: • Determine zone discreteness; • Undertake step-testing when required; • Data logging of pressures and flows (assess minimum night flow/ consumption profile); • Valve and fire hydrant audit; • Meter audit; • Meter Flow Test for on-site leakage; • Leak detection (visual and sounding); - Mains - Valves & fire hydrants - House connections - Meters - On properties plumbing infrastructure • Complete water balance/ NRW assessment per district or reservoir zone.

Water Complaints and Leaks The campaign has resulted in thousands of water complaints being lodged through the water complaints call-free number and the water leaks e-mail address. These complaints are addressed by the Municipal artisans and inspectors, municipal contractors and through the Assistance to the Poor programme (ATTP). The municipality have enlarged and improved their call free number at a new operations centre at the Linton Water Treatment Works. The centre is staffed 24 hours per day through an agency. The centre was being managed by a consultant during the drought with four telecallers to phone consumers with high water accounts. The operation call centre became so successful that it became the official call centre for all municipal complaints.

Figure 2: Large leak entering storm water in Khayamnandi located through leak detection A similar approach to undertaking water loss services in Non-domestic areas has been undertaken with the exception of the meter flow test and on property leak detection. A shutdown of the know supply/s is however completed to verify that all water is metered. The results are submitted in the form of a report per supply zone to the lead consultant. Work instructions are then issued to various contractors appointed by NMBM to undertake remedial action/ repairs as required. The billing system and GIS/ plans are also updated accordingly.

Zoning The Waterloss Programme focussed on zoning as an important part of the water system management, Drawings from the Water Management System had to be obtained of the planned water management zones. Continual meetings with the Metro staff were to establish current status and viability of the proposed zone plan and to verify zone status on-site (including

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Data Logging Data logging was carried out throughout the programme for the following initiatives: • Monitoring of district/ zone inlet meters for: - zoning exercises/ drop tests - Leakage monitoring/ step testing/ MNF Analysis • Pressure investigations (zoning, low/ high pressure complaints and pressure management investigations, PRV sizing and condition assessments); • Consumption profile monitoring of industrial, commercial and institutional consumers (including meter sizing verification); • Sewer flow monitoring (outfall sewers for zones). A very important part of the Waterloss Services was data logging in order to establish pre- and post-intervention flows/pressures. Data logging was usually carried out for a minimum of seven days. This was done to ensure that a representative sample of data is obtained (including pressure or flows over weekends) for analysis purposes. Water Meter Management The water service keeps its own database of over 217 000 water meters and the Water Management System is used to manage the meter information, meter maintenance and meter replacement programme. A realistic period to replace water meters is between 7 and 10 years. The accuracy and quality of water meters has improved due to advancements in technology. Planned meter replacement is however normally recommended every 10 years. Regular meter audits and sample testing to determine accuracy compliance in terms of legislation is however the preferable method of informing the meter replacement programme. Due to the negative impact on revenue and high nonrevenue water the replacement of old meters became urgent and resources were provided to eradicate the backlog. The Municipality has employed a number of contractors to replace water meters. This has resulted in a huge decrease in the backlog of maintenance and reduced billing volume losses from meter slippage.

Figure 3: New pressure management installation for Bluewater Bay able to adjust pressure smoothly in response to real-time changes in network conditions whilst always maintaining the minimum level of service required at the critical point (usually the consumer at the highest elevation). By reducing peak pressures, and ensuring slow and smooth changes in pressure, the burst rate on pipes can be reduced and the operating life significantly extended. Leakage due to excess pressure is also greatly reduced resulting in further savings.

Pressure Management Pressure management as a means of managing real losses forms a critical component of the NRW programme. There are currently approximately 80 pressure reducing valves in the water network. The benefits of optimising the pressure within the water supply system through pressure management include: • Reduce excess pressure/ pressure surges; • A reduction in existing water loss/leakage rates (and the natural rise of leakage); • A reduction in pipe failures/ bursts; • Extending the lifespan of existing infrastructure. An assessment of the potential for pressure management in domestic supply zones is carried out based on the following criteria: • Areas were discrete supply zones could be established (supplied by one or two metered inlets) and that have excess pressure during part or all of the measured daily pressure profile; • Discrete supply zones where the inlets to the area are/can be metered and have excess pressure during part of or all of the measured daily pressure profile; • Discrete supply zones that have existing pressure reducing valves and inlet meters with potential to further reduce excess pressure during part or all of the daily supply regime. NMBM implemented a pilot project to test various pressure management control technologies for supply zones with different pressure management requirements. Subsequent to this 14 zones have been targeted for pressure management. This includes the use of advanced pressure management control in Wells Estate. Advanced pressure management provides significant benefits over traditional fixed outlet, timed (two point) and even flow modulated control. Advanced pressure management is

CASE STUDIES Awareness and Education Programme – “Changing the Communities’ Attitude towards Water” Awareness and Education requires good communication with stakeholders which includes consumers who are the municipality’s customers. A campaign needs a theme and clear messages. Initially consumers were distrustful of the municipality when the drought campaign started but changed once the media became involved. Consumers have become more aware of usage and the value of water as a resource.

School Leaks Repairs Programme The Municipality have been aware of high leakages at schools for a long time. Inspections of all the listed schools within the NMBM boundaries were conducted and assessments completed. Tenders were advertised for the initial 35 schools. To date 17 of these have been completed with a large reduction in water consumption.

School Leak Repair Programme For the 17 schools where the leak repairs have been completed, prerepairs average metered consumptions was 114.4 kl/hour. Since the repairs have been completed, the post-repair average metered consumptions for 14 of the 17 schools (3 schools consumption data was not available at time of writing) was 46.3 kl/hour. This is a saving of 68.1 kl/hr to the Department of Education or over R4.4 million in savings/annum. The cost of repairs for these 17 schools was R2.64 million. This is an indication the importance of this intervention with a return on investment of 8 months. Table 1 below provides a summary of the impact of the leak repair programme in the 17 schools.

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Table 1: School Leak Repair Project – Savings (Pre- and Post Intervention Comparison)

Data Logging Oversized meters – flow logging of meters suspected of being oversized was carried out where the meters where loggable. In many of these cases, a combination meter would have been a better meter option. Results from such an exercise are shown in Figure 4:

Pressure Management Table 2 below provides a summary of the impact of pressure management on the night flows in seven zones. Table 2: Pressure Management Zones – Night Flow Measured Pre- and Post Intervention No

Zone/ Area

Type of Control

MNF Before (kl/hr)

MNF After (kl/hr)

Reduction in MNF (kl/hr)

Estimated Savings Per Annum (@ R4.50/kl)

Bluewater Bay Time (2 point)

57.6

14.1

43.5

R 1 714 770

New Brighton - Kwaford*

Fixed outlet

14.84

10.01

4.8

R 190 399

Blikkiesdorp

Time (2 point)

21.43

17.99

3.4

R 135 605

Swartkops

Fixed outlet

6.5

4.65

1.9

R 72 927

Aspen Heights

Fixed outlet

14.46

12.58

1.9

R 74 110

Wells Estate

Advanced (algorithm)

63.14**

26.4

36.7

Scheepershoogte

Time (2 point)

6.95

2.09

4.9

Totals 97.1 Note: * Potential savings based on simulated pressure reduction **The MNF for Wells Estate has been adjusted to account for the 966 connections within the zone that are not currently under pressure management.

Figure 4: Example of flow logging results indicating that an ICI meter is oversized

Domestic, Industrial, Commercial and Institutional Consumer Meter Audits A summary of results from all the domestic meter audits is shown in Table 3: A summary of results from all the industrial meter audits is shown in Table 4:

Valve and Hydrant Audits The replacement of broken and leaking valves and hydrants, recording the correct position, finding of buried valves, the R 191 581 replacement of many concrete markers and manhole covers all contribute to important maintenance and improving the R 3 827 682 sustainability of the service. A repair and maintenance service provider was issued with work per specific area following on from the audits of the water loss service provider. Over the three years 6 634 valves and hydrants were audited and 3 283 needed interventions. The service provider completed 886 of these and municipal staff the remainder. R 1 448 291

Assistance to the Poor Programme To date, 43 240 repairs have been carried out over four years and the monthly rate is approximately 400 households per month. It has been determined by the water management system, that water savings according to this programme is 22.6 Ml/day or 678 Ml/month. Over the three years billed volumes per consumer for ATTP consumers reduced by 33% from 453 to 315 litres per day. Increase in Billing for Nelson Mandela Bay Each area where domestic meter and industrial meter audits were carried out were monitored after the intervention to establish the effectiveness of the programme in terms of increased billing. An example of this is shown in Figure 5 below:

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Table 3: Summary of Findings: Domestic Meter Audit

Table 4: Summary of Findings: Industrial Meter Audit

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Figure 5: Example of increased billing in area where domestic meter audit has taken place PROVIDING A SUSTAINABLE WATER SUPPLY SERVICE TO NELSON MANDELA BAY From analysing the historical consumption of 145 632 domestic consumers in 69 different areas for 12 months prior to interventions to consumption after interventions, the billed volume has increased from an average 1.890 million kl/month to 3.065 million kl/month. Billing in the industrial areas increased from an average of 0.446 million kl/month to 1.003 million kl/month over the same period. The increase in billed volume is partially influenced by the lifting of water restrictions after the drought which resulted in a slight increase in consumption by consumers. The success of the water loss programme is that the municipality reduced its real losses from 27 560 Ml in 2009/10 to 19 270 Ml in 2011/12. The reduction of Non Revenue Water over the same period is from 37.8% to 36.0%. Increased metered billed consumptions as a result of all the interventions undertaken and over the next three years is calculated to be over R500 million. Overall water consumption has however increased over the last four months where demand is matching the available water resources highlighting the need for sustained intervention aimed at managing water demand.

At an average of R7.46 / kl, this is an increase in billed consumption of over R212 000 per month for this area alone (3455 properties). Meter Replacement Programme Good progress has been made with this intervention as reflected in Table 5 below. Based on these figures, an average of 21 650 meters per year over the last five financial years has been replaced. This is an average of 10% per year (of a total 218 000 connections) which is in line with best practice and Table 5: Replacement of Domestic Meters

Financial Year

No of Meters Changed

Total Cost (R)

2008/09

35 015

14 611 332

2009/10

16 291

9 361 226

2010/11

11 274

7 675 551

2011/12

16 197

13 428 784

2012/13

29 474

30 351 959

Total

108 251

75 428 852

INCREASED BILLING FOR NELSON MANDELA BAY AS A RESULT OF THE WATERLOSS PROGRAMME The total impact of the domestic meter and industrial meter audits carried in terms of increased billing is shown in Figure 6 and Figure 7 below:

the target of replacing meters every 7 – 10 years.

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Figure 6: Total increased billing from domestic meter audits

Figure 7: Total increased billing from industrial meter audits

specification and site supervision in these cases needs to be considered, such as installing road crossings in pipe ducts and increased pipe cover; • Experience indicates that water districts need to be investigated at least three times for leak detection. As leaks are repaired pressure increases and new leaks develop, hence the necessity of a 2nd sweep of the area for leaks. Should that leakage still be unacceptably high, a 3rd sweep of the area for leaks is recommended; • Proper awareness and education on services must be provided to recipients prior to houses being handed over and to the public as a whole. Consumers are the municipality’s customers and good communication

LESSONS LEARNT Through the ongoing implementation of the NRW programme, valuable lessons learnt include: • Ensure approved high standards in material, workmanship and quality control in new housing developments. Experience has shown that most internal leaks occur on RDP housing projects, and in particular, on toilet cisterns; • Where roads are constructed as a later phase to services and houses, there is a big risk that services will be damaged or affected. Higher

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with your customer is essential for the success of any business; • Pressure management must go hand in hand with leak repair infrastructure replacement programmes. • Significant effort and resources are required to establish water supply zones which form the foundation of managing NRW within the context of the water supply system. A formal procedure for the operation of zone boundary valves must be established and adopted by relevant stakeholders in the municipality in order to maintain zone integrity; • An effective water loss programme provides an excellent return on investment.

WAY FORWARD – “MAINTAINING THE MOMENTUM” NMBM has successfully implemented various initiatives including a Water Management System, development of the Water Master Plan and a multi-faceted Non-Revenue Water Programme. The significant improvement in the management of the water supply system cannot be attributed to one initiative alone but the comprehensive strategic approach taken by the utility. It must be emphasised that undertaking WC/WDM is not a once off project but rather a continuous programme. The programme needs to be funded through adequate budgets and requires a water management section, dedicated to best practice, maintaining momentum and moving towards attaining and ultimately overtaking benchmark standards. While real losses has decreased appreciably over the last three years (by at least 8.3%), a number of initiatives are still in progress for which the full impact has not yet been achieved. Other initiatives (including those targeting apparent losses), through continued effort, will see on-going benefit to both NMBM and its consumers. Existing initiatives to be prioritised going forward include: • Education and awareness relating to water conservation and water use efficiency • An accelerated roll-out of the zoning programme (to establish discrete district metered areas for the entire water supply system) • Water loss surveys for all supply areas (including auditing of consumer meters and active leak detection) in conjunction with continuation of the meter and network replacement programmes • Pressure Management programme (to include a control valve maintenance programme and review of minimum pressure service standards) • Optimising the current meter reading and billing system (to reduce reading errors, estimates and zero consumptions) New initiatives include: • Implementation of flow limiters for ATTP consumers who use excessive volumes without payment. Prior to introducing this measure Council needs to approve and awareness undertaken to gain acceptance. • Consideration of installation of rainwater tanks for new dwellings and households that have swimming pools • An on-going maintenance programme for Schools to be established in partnership with the Department of Education Availability of funds to maintain and operate the system while providing new services to a growing constituent is fundamental to the success of the utility in terms of service delivery. The benefit of reducing Non-Revenue Water and thereby increasing revenue remains critical to the success of the utility in providing a sustainable water supply service to Nelson Mandela Bay.

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FACTORS AFFECTING LIFETIME COSTS OF WATER SUPPLY PIPELINES

Raw and clear water pipelines are often laid in servitudes which could be constrained by unplanned development particularly in the vicinity of urban areas. As encroachment into pipeline servitudes seems to be an increasing problem in South Africa, this should be taken into account when installing a new pipeline. Therefore if it is planned that a pipeline should be duplicated in the future, then serious consideration should be given to initially installing two pipelines over the affected portion of the route. In open country, construction servitude widths for pipelines with diameters larger than about 1.4 m are typically 40 m and the corresponding permanent servitudes typically 25 m. Servitudes widths are usually constrained in urban areas by existing development. Other important factors to consider are the consequences of a failure such as the loss of water, the strategic importance of the supply, options for maintaining the supply to the majority of users in an urban area via other pipes of the reticulation, potential damage to properties and other infrastructure and the disruption of traffic as is evident in Figure 1. Integration of pipeline replacement with the reconstruction of roads is also a very important consideration, particularly in confined areas such as the City Centre and the Muizenberg to Fish Hoek Main Road where the main pipeline is currently being relayed, although the existing pipeline is still in relatively good condition with a history of only a few bursts (M Shand 2012).

Mike Shand Aurecon SA, P.O. Box 494, Cape Town 8000; Tel.+2721 5265790; E-mail HYPERLINK “mailto:mike.shand@aurecongroup.co.za” mike.shand@aurecongroup.co.za ABSTRACT The assurance of supply of water to municipalities for domestic and industrial use depends on the reliability of the water supply infrastructure usually comprising dams, bulk supply pipelines, water treatment plants, reservoirs and reticulation pipelines. This paper examines the following factors that may affect the desirable 50 year design service delivery lifetime of municipal pipelines: • Operating conditions and route selection • Pipe materials (uPVC, HDPE, Ductile Iron, GRP and Steel) and design • Pipe supply and installation • Pipeline maintenance 1. INTRODUCTION The assurance of supply of water to municipalities for domestic and industrial use depends on the reliability of the water supply infrastructure usually comprising dams, bulk supply pipelines, water treatment plants, reservoirs and reticulation pipelines. Typically dams have a design service delivery life of 100 years or more and are subject to regular inspections and maintenance in accordance with Dam Safety requirements, whereas the design service delivery life of a pipeline is usually about 50 years depending on the pipe materials, the degree of care taken in laying the pipes, the operating conditions and the maintenance provided. This paper examines the following factors that affect the service delivery lifetime of a pipeline: • Operating conditions and route selection • Pipe materials and design • Pipe supply and installation • Pipeline maintenance 2. OPERATING CONDITIONS AND ROUTE SELECTION 2.1 Introduction The purpose of the pipeline and its operating conditions, the capacity and the route are some of the aspects that may influence the choice of pipeline material.

Figure 1: Pipeline Failure in City of Cape Town (Robertson F 2012) 2.4 Selection of Pipeline Capacity and Diameter The pipeline diameter may be determined by the following: • The ultimate demand to be conveyed, the available head and whether pumping or booster pumping is required. • Economic analyses to determine the optimum diameter or whether phased construction of two pipelines rather than the construction of a single pipeline may be preferable, which in turn may depend on: - Whether the route would allow the provision of two pipelines - The rate of increase in the demands - The capital costs of pumps and of the pipeline, and - The costs of electricity for pumping.

2.2 Pipeline Operating Conditions Municipal water pipelines are utilised for the following: • To supply raw water from a dam or river to a water treatment works, either by gravity or by pumping. • To supply treated water to clear water distribution reservoirs by gravity or by pumping. • To distribute clear water from the reservoirs to urban and industrial consumers via the reticulation system, usually comprising pipelines laid in urban streets and in most cases by gravity.

2.5 Cost of Electricity The cost of pumping depends on the static head, the water demands to be pumped, the friction losses which depend on the diameter and the friction factors discussed in Section 2.6.1, and the possible future cost of electricity. On 25 March 2011 the South African Department of Energy published its Final Report (Revision 2) of its Integrated Resource Plan (IRP) for Electricity 2010-2030. This report followed two rounds of public participation and was promulgated in the Government Gazette of 6 May 2011. The IRP includes for 10 GW of committed coal power stations (mainly Kusile and Medupi)), 9.6 GW of nuclear, 6.3 GW of coal, 17.8 GW of renewables and

2.3 Pipeline Route Selection Pipeline routes frequently follow roads and are often located in the vicinity of power lines and electric railways, which can have a significant impact on the lifetime of steel and ductile iron pipelines unless adequate provision is made for corrosion protection measures including the installation and maintenance of cathodic protection systems. Steel and ductile iron pipelines constructed parallel to power lines may require ground mats to be installed during construction to prevent the development of dangerously high voltages and currents.

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8.9 GW of other generation sources. The breakdown of the anticipated average future electricity price path based on 2010 prices and a discount rate of 8% per annum is shown in Figure 2, which indicates that the future price of electricity from about 2010 onwards will need to increase to be about R0.98/kWh based on 2010 prices in order to cover the capital and operating costs of the existing and future generation facilities. Figure 2: Price Path for Department of Energy’s Policy Adjusted Integrated Resource Plan 2010

After the Draft Integrated Resource Plan was published in 2010, NERSA granted Eskom average tariff increases of 24.8% for 2010-2011, 25.8% for 2011-2012 and 16% for 2012-2013. In November 2012 Eskom requested NERSA to approve further tariff increases of 16% per annum for the next 5 years up to 2017, however NERSA only granted increases of 8% per annum. A very approximate estimate of the possible future price of electricity based on 2013 prices has been determined to be about R1.10/kWh as follows: • The average price of electricity in 2013 was assumed to be R0.70/kWh based on the current price of electricity for large power users in a large metropolitan area. • Thereafter the price of electricity was assumed to increase for five years at 10% per annum (16% per annum less inflation of 6% per annum). An alternative approach to determining the future cost of electricity in 2020 based 2013 prices and on the scenario shown in Figure 1 might be to inflate the long term future cost scenario of about R0.98/kWh by the

inflation rate of say 6% per annum from 2010 to 2013 which would provide a corresponding long term electricity cost of R1.17/kWh.

3. PIPE MATERIALS AND DESIGN 3.1 Selection of Pipe Materials The main types of pipes that are available in South Africa and their physical characteristics which influence the design and the selection of pipe material are summarised in Table 1 below. It is should be noted that the roughness factors shown in Table 1 are not applicable in cases where the growth of biofilm reduces the pipeline diameter and increases the roughness. Professor Fanie van Vuuren is currently undertaking research on this phenomenon for the Water Research Commission. 3.2 Effective Pipe Diameter and Pipeline Roughness The internal roughness of the pipeline is very important for the following reasons: • The roughness is a key determinant of the design diameter of a gravity main. • For rising mains roughness affects the selection of diameter and the pumping costs which together should be optimised to provide the lowest economic or financial cost for the lifetime of the pipeline. The lining of steel pipes with cement mortar reduces the effective diameter of a steel pipe and increases the roughness. Ductile Pipes are usually also lined with cement mortar and have slightly higher roughnesses as indicated in Table 1.

Type

Typical Diameters mm

Typical Operating Pressures m

Typical Average Roughness: Colebrook White k mm

mPVC

50-500

60-250

0.03

3.3 Design Stress and Pipeline Lifetime 3.3.1 uPVC, HDPE and GRP Pipes The strength of uPVC, HDPE and GRP under constant stress declines with time, and in order to ensure that the lifetimes of such pipes are considerably more than 50 years, the factors of safety for the maximum constant operating stresses are specified as indicated in Table 1. It should be noted that external loads must also be taken into account when determining operation stresses. The water hammer pressures in uPVC, HDPE and GRP pipes are lower than in steel and ductile iron pipes on account of the lower wave speed. On the other hand lower factors of safety are permitted for the short term stresses that arise from water hammer pressures: • uPVC Factor of Safety: 1.6 – 1.25 • GRP Factor of Safety: 1.4 The factors of safety and corresponding design stresses for uPVC Typical Water Typical Safety and HDPE pipes are specified for Hammer Wave Factors for Velocity m/s Constant 50 Year water at 200°C and design presDesign Stress sures must be down rated for higher temperatures. 350

oPVC

110-250

90-160

0.03

300

uPVC

50-400

40-160

0.03

500

HDPE

50-1000

60-200

0.03

500

1.3

GRP (Flowtite)

300-1800

1-320

0.03

350-600

1.8

GRP (Vectus)

300-2200

Table: Types of Pipe Materials and Typical Characteristics

4-320

0.03

Ductile Iron 40-2000 (Cement Mortar Lined)

100-400

0.10

1200

1.8

Steel (Cement Mortar Lined)

400-2200

Up to 600

0.15

1100

Steel (Epoxy Lined)

400-2200

Up to 600

0.03

1100

122

3.3.2 Steel and Ductile Iron The strength of steel and ductile iron under constant stress does not decline with time, however if corrosion occurs this will reduce the thickness of the pipe wall and lead to a decline in the pressure rating of the pipeline (however this is not usually a problem as corrosion is usually localised where damage to the coating has occurred). Factors of safety for the yield stresses of these pipes are 2.0 for normal operating pressures and external loads and 1.5 for dynamic loads.

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It can be concluded that provided pipelines are designed to operate within their design stress limitations then the lifetime of pipes manufactured from currently available materials will be at least 50 years and probably considerably longer.

Pipeline Fittings for most pipelines are manufactured from steel which corrodes rapidly unless adequate internal and external protection is provided usually comprising epoxy coatings of adequate thickness.

4. PIPE SUPPLY AND INSTALLATION 4.1 Introduction The manufacture of pipes, the provision of corrosion protection measures and the laying of the pipes in accordance with the specifications is essential to ensure that a pipeline provides uninterrupted service for its design lifetime, which should usually be about 50 years as indicated above.

3.4 Above Ground Pipelines Most pipelines in South Africa are laid underground as pipelines laid above ground are vulnerable to potential damage and deterioration. Therefore if possible it is preferable to bury pipelines for the following reasons: • All pipelines could be damaged to a lesser or greater extent by fire and are vulnerable to damage by vandalism. Therefore it is preferably that pipelines should be buried unless the additional cost of burying the pipe would be very high such as at river crossings. • uPVC pipes are very vulnerable to damage by Ultra Violet light and must be buried. • HDPE pipes should also be buried on account of their high coefficient of thermal expansion. • GRP pipes are protected against Ultra Violet light but could easily be damaged by vandalism. On the other hand the typical Rika flexible couplings eliminate the need for special expansion joints for above ground installations. • Ductile Iron pipe coatings are not subject to Ultra Violet light deterioration and the couplings can accommodate expansion and contraction. These pipes are manufactured in 6 m lengths and may require more plinths than for a steel pipe. • Steel Pipes laid above ground should either be provided with Viking Johnson type couplings or be welded and provided with bellows and bearings to accommodate considerable movement that can arise in long exposed lengths of pipe.

4.2 Inspection of Pipe Manufacture and Pipe Laying The specifications for the manufacture, transport, storage on site and the laying, backfilling and testing of pipelines should be enforced to ensure the long term integrity and trouble free operation of a pipeline. The appointment of independent inspectorates with specialist expertise is essential for checking compliance with the particular aspects of the manufacture and laying specifications. Some of the supply and installation aspects of the different pipeline materials that require particular attention to ensure that a pipeline performs satisfactorily for its planned lifetime are discussed below. 4.2.1 Steel Fittings The manufacture of steel fittings, as well as the preparation for and application of the coatings and linings, their thickness and integrity should be inspected and subjected to the specified checking procedures required to confirm compliance with the specifications. 4.2.2 uPVC Pipes Manufacture SANS 966 recommends a number of tests that should be performed on each lot of uPVC pipes manufactured. The two most important tests are probably the hydrostatic tests of the pipes and the joints and the resistance to vacuum of the pipes and joints. It is recommended that at least some of these tests are witnessed by an independent inspectorate and that all the test records are reviewed by the inspectorate.

3.5 Buried Pipelines Buried pipelines are preferred to above ground pipelines for the reasons described above. However buried pipelines also have particular design challenges as follows: Structural Design The structural design of pipelines for both the internal pressure loads and soil loads is very important to ensure the long term lifetime of pipelines and particularly the lifetimes of thin uPVC, HDPE, GRP and Steel pipelines. The external loading of ductile pipelines is usually less critical as the ratios of wall thickness to diameter are usually much lower than for steel pipes.

Installation The storage of uPVC pipes should be such that while in storage the pipes are well protected from damage and foreign matter entering the pipes and the rubber rings for joints should be stored in a cool place and not be subject to deformation. Inspection on site should ensure that the bedding, laying, hydrostatic testing comply with the specifications.

Corrosion uPVC, HDPE and GRP pipes are not subject to corrosion however these pipes utilise steel fittings at valve and air vale chambers which require excellent corrosion protection so as not to compromise the lifetime of the pipeline. Ductile Iron pipes are normally protected externally with a metallic zinc coating covered by a finished layer of a bituminous product or synthetic resin compatible with the zinc. An additional external polyethelene coating can be provided where soils are aggressive and where soils are very aggressive or the pipeline follows a power line of more than 22 kV. Internal protection is usually provided by a cement mortar lining. The manufacturers do not recommend the use of cathodic protection however this is favoured by the Department of Water Affairs and by others particularly in the vicinity of power lines and electrified railways. Steel pipelines can corrode rapidly where there are small defects in the coating unless cathodic protection is provided. The size of any defect in the coating must be limited as otherwise the cathodic protection measures cannot counteract the current drain. Particular measures are required in the vicinity of power lines and electrified railways.

4.2.3 HDPE Pipes Manufacture The hydrostatic factory tests specified in SANS 4427 should be witnessed by an independent inspectorate and all test records should be reviewed. Installation Inspection on site should ensure that the storage, handling, all aspects of the welding of butt joints on site, and the hydrostatic pressure test are complied with in accordance with the specification. 4.2.3 Ductile Iron Pipes Manufacture BS EN 545 recommends various tests for the manufacture of ductile iron pipes. An independent inspectorate should witness checks on quality, packing and marking, pipe dimensions, zinc coating and cement mortar lining qualities and thicknesses, hydrostatic testing of pipes, and mechanical property tests.

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Installation The inspection should include inspection of the jointing, the alignment and the angles of deflection and of the bedding, selected backfill and cover to the pipe. 4.2.4 GRP Pipes (Flowtite) Manufacture An independent inspectorate should be appointed to undertake the following inspections in the GRP pipe factory: • Inspect the materials for the manufacture of the pipes and review the test results for conformity with the design requirements, prior to the manufacture of the pipe. The inspectorate should also witness the manufacture and review the records. • Witness the testing of samples of the pipes and review the results for compliance with the barcol hardness, pipe stiffness, deflection without failure, axial and circumferential tensile load capacity and overall laminate composition. It is also very important that all dimensions are checked, particularly the pipe ends and those of the couplings, and that the pressure tests of all pipes to twice the pipe design pressure are witnessed. Installation At the time of delivery to site the pipes should be carefully inspected for damage, particularly to the pipe ends, as well as to the couplings together with the gaskets and centre registers. The dimensions should be rechecked and appropriate provision should be made for the storage of the pipes along the pipeline route including sealing of the pipe ends. Immediately prior to installation the pipes should again be checked for damage and particularly the pipe ends. The alignment of the pipe should be in accordance with the drawings and with the allowable angular deviations. The correct positioning of each coupling on the pipes is particularly important as indicated in Figure 3. The bedding and its compaction, including compaction beneath the pipe is particularly important. Backfilling should be completed as early as possible to prevent flotation of the pipe. The first 1 000 m of pipe laid should be pressure tested to confirm that the laying procedures are satisfactory. Longer sections can be tested thereafter.

Figure 3: Positioning of GRP Pipe Coupling of the pipes on site including sealing of the pipe ends. The alignment of pipes laid should be checked and 100% of all welds should be radio graphically inspected as well any repairs. The independent inspectorate should particularly inspect the integrity of the coatings and linings provided on site at the welds between pipes,

4.2.5 Steel Pipes Manufacture An independent inspectorate should be appointed to undertake the following inspections in the pipe factory: Check the records of the steel plate manufacturer and witness physical property tests on samples. Check the qualifications of coded welders. Visually inspect all pipe welds and witness the ultrasonic inspection of 100% of welds. Alternatively witness the radiographic inspection of 100% of the first 10% of welds passing without defects if the first 10% did not pass then extend the radiographic inspection to 20% with 100% passing with further extensions until 100% of welds pass. 100% of the welds of specials should be radio graphically inspected. The diameters of the ends and other sections of each pipe should be measured as well as the pipe straightness. An independent inspectorate should also inspect the surface preparation for the coating and lining systems, the application of the coatings and linings and the layer thicknesses. Holiday detection of defects to the coatings and linings should be undertaken and all defects repaired.

Figure 4: Flotation of Steel Pipe including surface preparation, the product application, and the layer thicknesses and should check the integrity using holiday detection. Defects that have been repaired should be carefully rechecked. The bedding and its compaction, including compaction beneath the pipe is particularly important for steel pipes with thin walls and particularly large steel pipes. Backfilling should be completed as early as possible to prevent flotation of the pipe as shown in Figure 4 and also the considerable expansion and contraction that can occur where the daily variation in temperature is considerable and the maximum temperature of empty steel pipes is significantly higher than the air temperature.

Installation At the time of delivery to site the coatings and linings of all pipes should be checked for damage, particularly the pipe ends and also the storage

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The hydrostatic pressures for the testing of various sections of pipe are often specified.

5. PIPELINE MAINTENANCE Maintenance of isolation, scour and air valves is very important for the satisfactory operation of a pipeline. All valves should be fully opened and closed at least once per annum. The cathodic protection system for steel pipelines and if provided for ductile iron pipes should be monitored, probably at least monthly to ensure that this is functioning correctly and that current drains are not excessive. The ground mats and cathodic protection ground mats must also be checked and replaced from time to time. 6. CONCLUSIONS All types of materials commonly used for water pipelines could provide a service delivery design life of 50Â years provided that the pipelines are correctly designed, the materials and construction of the pipeline are in accordance with the specifications and the pipelines are maintained. GRP and steel pipelines probably require the most careful installation and steel pipelines also require frequent ongoing monitoring to ensure that the cathodic protection system is providing the necessary protection of the pipeline. REFERENCES South African Department of Energy: Final Report (Revision 2) Integrated Resource Plan (IRP) for Electricity 2010-2030 25 March 2011. Robertson F: Photograph of Pipeline Failure in City of Cape Town. SANS 966-1: Components of Pressure Pipe Systems: Part 1: Unplasticized Poly(vinyl chloride) (PVC-U) Pressure Pipe Systems 2013. SANS-1: Plastics piping systems - Polyethylene (PE) Pipes and Fittings for Water Supply Part 1 2008 Shand MJ, 2012. Chapter 10: Ageing Infrastructure: The Sustainable Water Resources Handbook, Volume 3, The Essential Guide, South Africa (www.alive2green.com/water).

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CENTRE OF EXPERTISE ǧ WATER UNLOCKED?

2. CENTRE OF EXPERTISE CONCEPT The Centre of Expertise wants to improve the South African water supply and sanitation sector by introducing technology that is new and innovative, yet absent, for the South African water utilities. This might be well-proven technology that has not been presented in South-Africa as well as completely new technology. New technologies and best practices will be tested at a ‘Host utility’ to see if they match the water supply and sanitation needs of Southern Africa. These tests will be called showcases. The Centre of Expertise will guide these showcases. In a showcase innovative technology will be demonstrated by a (Dutch, private sector) company at a South African utility. The results of a showcase can be a guideline and/or tendering specifications and/or a decision support model that will be offered to the peer utilities. The results of a showcase will be offered to the peer utilities in small training courses or mini conferences, although this might differ per showcase. This mechanism is needed to make the Centre of Expertise self-supporting. These showcases (and the resulting trainings or mini conferences) can be executed at any utility. The Metro’s are, however, likely to take the lead in this. eThekwini Water and Sanitation has already committed itself to host the Centre of Expertise. EWS wants to host showcases that fit the focus areas of energy, asset management, non-revenue water, sludge processing and reuse. The Centre of Expertise is an open platform for collaboration amongst utilities. All the water utilities are invited to join in and (co-)host showcases. The Centre of Expertise has a business plan in which the legal, organizational and financial structures are explained.

Leo Meijer(1) and Dhevan Govender(2) (1)

Vitens Evides International, E-mail Leo.Meijer@Durban.gov.za; (2) eThekwini Municipality (Water and Sanitation) ABSTRACT During the last WISA Conference in May 2012 the Centre of Expertise was launched by the Dutch ambassador to South Africa, Mr. Andre Haspels and the head of eThekwini Water and Sanitation, Mr. Neil Macleod. This was done by symbolically unlocking the Centre of Expertise logo and signing it. The South African Water and Sanitation utilities face many challenges and the Centre of Expertise wants to assist the utilities in addressing the needs. In order to meet these challenges we have to change our ways and adopt new methods and technologies. Above all, we need to assist each other to move forward. The Centre of Expertise is one of the initiatives to help the utilities to try-out new, innovative technology to change our shared challenges in new opportunities with a collaborative approach. The Centre of Expertise does this by matching the needs of the utilities with new technology in a so called showcase. The results of these showcases are made available for the peer utilities. 1. INTRODUCTION South Africa has many challenges in the water supply and sanitation sector. Scarcity of water resources, insufficient treatment of water, pollution, non-revenue water, and aging infrastructure are only a few of the technical problems. The lack of sufficient staff with sufficient skills has been recognized as one of the underlying problems. The theme of this conference is on how to turn these things around. How can we increase service delivery and meet the (basic) needs of all South Africans? How can we change our current ways to tackle these challenges? Innovation and peer to peer collaboration are the answers that the Centre of Expertise wants to offer. eThekwini Water and Sanitation (EWS) has been recognized as an innovator in the sector and has executed a number of pilot and demonstration projects to test out new methods and technologies to deal with these challenges. EWS has partnered with a number of Dutch partners and set-up the Centre of Expertise to funnel new technology and methods (from the Netherlands) to meet the demand for new technology of the South African (and Southern African) water utilities. The Royal Dutch Embassy to South Africa has given grant funding to Vitens Evides International (VEI) to set-up the Centre of Expertise with eThekwini Water and Sanitation and for the entire Southern African water sector. Vitens Evides International (VEI) is a joint venture of two major Dutch water supply companies for international, non-profit, activities. VEI runs utility assistance programs in (amongst others) Mozambique, Kenya, Ghana, Bangladesh and Vietnam. The other partners in the Centre of Expertise are: • World Waternet is the international, non for profit, subsidiary of Waternet (water supply and Sanitation unit for the City of Amsterdam and its neighbouring municipalities. • World Water Academy is a dedicated training instituted for the Dutch Water sector. World Water Academy offers courses that are being given by professionals from the sector and to people working in the sector. • Your Man on Site offers business development on location in Europe and Southern Africa and acts as a facilitator in the Centre of Expertise.

3. EXECUTED SHOWCASES The showcases that will be executed in the Centre of Expertise are divided in 4 categories. A single showcase has been executed in each category while setting-up the Centre of Expertise. These showcases are: 3.1. Trenchless pilot program (category: product specification) When a piped network ages more leakages occur in this network. Replacing piped networks is traditionally done by removing the ground cover, removing the old pipe and reconnecting the new pipe. This causes nuisance to the local community. An alternative for this is a trenchless pipe replacement by inserting a new, flexible, pipe in the old pipe. This technology was new for South Africa and has been demonstrated in the trenchless pilot program (within the AC pipe replacement program of EWS). This program has already proven successful with other utilities (Port Elizabeth and Pietermaritzburg) adopting the technology and additional works in Durban. The Dutch innovators have trained and licenced local contractors for the works. The result of this showcase are specifications for utility tenders. 3.2. Carbon footprint assessment (category: exploration) EWS wanted to calculate their Carbon footprint in order to be able to actively reduce their environmental impact. A carbon footprint assessment had not been done before. This showcase has produced a huideline on how to do the carbon footprint assessment as a utility and a simple calculation model. EWS is now actively executing projects to reduce the environmental impact with a focus on energy reduction. 3.3. Comparative study for the use of PVC and PE water mains (category: decision support) An integral part of asset management is to get the most value for money. For tangible assets this often results in the comparison of investment costs and maintenance costs over the live time of an asset. The selection of the right material for the installation (or replacement) of

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water mains is dependent on many factors (purchasing of the pipes, installation costs, number of bursts et cetera). This showcase has produced two decision models (and accompanying documentation) assisting water utilities in selecting the right pipeline.

4.5. Asset Management game (category: organisation and training) This board game assists in introducing asset management (PAS 55) to a utility. It works on setting the stage for needed improvements and understanding the various needs of the departments. In this showcase the game is adjusted to the South African circumstances.

3.4. Module 1 of the basics of waste water treatment course (category: organization and training). On many of the waste water treatment plants in South Africa (additional) staff training is needed. A basic training about waste water treatment is designed in 4 modules (10 days total). The first, 2 day, module has been executed as a showcase. This training familiarized EWS with the training of trainers concept of World Water Academy. The results of this showcase are a number of experienced EWS trainers, a training programme and training materials. The training can be offered to peer utilities. More information on these showcases is available on the Centre of Expertise website (http://www.coe.org.za)

4.6. UV on waste water Disinfecting of waste water with UV instead of chlorine has become the international standard. In South Africa, however, UV has had a premature introduction in open channels and poor design. The technology has evolved and is now available in compact, closed vessel units that can be installed in a pipeline. In this showcase an integral comparison on costs over the life span between chlorine and UV will be documented. Ideas for showcases are floating continuously and new ones that are proposed include killing algae with sound waves, developing of water apps and flowers from waste water amongst many others.

5. WATER UNLOCKED? It has been quite difficult to introduce new technology into the South African market. Supply chain management limitations, a lack of capacity and skill as well as unfamiliarity with (and sometimes even a genuine disbelief ) in new technology has put a brake on innovation. On the other side, innovations like granular activate sludge treatment are entering the market. To really unlock the market a lot needs to be done and the Centre of Expertise can only do its part. To tackle the challenges in skills development a collaboration with training provides is needed. Training at the vocational level is often absent or poorly executed. The Centre of Expertise workshops (â€˜learning exchangesâ€™) will focus on specialist topics for experts within the water utilities. To get any new technology fully accepted staff training on all levels is needed. Parallel initiatives on increasing the quantity and quality of (vocational) training will therefore be supported or facilitated within the Centre of Expertise. The key to unlocking the market? Collaboration! There are simply to many challenges ahead and to little capacity and skill to tackle them as individual utilities. By combining our efforts and sharing our expertise we can increase and improve our service delivery and implement the needed turn around strategies. Letâ€™s innovate and collaborate towards impeccable water supply and sanitation services for all our customers.

4. NEW SHOWCASES New showcases are developed by the Centre of Expertise with innovators putting forward their ideas. The decision to execute a showcase is being made by the host utility: 4.1. More information from your data (category: exploration) All utilities have data on the performance of their treatment works or networks. In two pilot projects the current, existing information from various data resources will be collected and combined to make an integral report and to advice on additional sensors and optimization software. The two pilot projects are for a specific water supply area (information from GIS, Flow and pressure measurements, call centre and job card system) and a treatment works (information from SCADA, lab and work orders). This showcase follows the principles of joint solution finding: A number of details will be decided on along the way as well as advice on additional sensors and optimization software. The product of this showcase will be the tendering specifications for the chosen solution. 4.2. Thermophilic sludge digestion (category: product specification) By operating the sludge digesters at a higher temperature the current mesophilic sludge process can be shifted to thermophilic. The result: decreased sludge volumes and increased biogas yields. This showcase is a starting point in making more use of the sludge and opens the doors for additional pilot projects. The result of this showcase will be tendering specifications. This showcase will be executed in a two-step approach. The first step is an in depth feasibility study and the second step is a (full scale) pilot at Phoenix waste water treatment works. 4.3. Waste water design strategy (category: decision support) This showcase without an innovator focusses on developing a decision support model choosing the right waste water treatment method (activated Sludge, MBR et cetera) for a specific site. The product of this showcase will be a decision model assisting (young) engineers. 4.4. Various applications of ultrafiltration (category: product specification) In this showcase a number of applications of membrane technology will be tried out in pilot projects. The first project is an upgrade (capacity increase) of a small potable water treatment works. At this site a containerized ultrafiltration unit will be used as an integral alternative for traditional treatment of surface water. This pilot will be evaluated on integral costs over its total life span as well as treatment results. A number of additional pilots with other water sources and other applications of the technology will be executed at a later stage.

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REFURBISHMENT OF LARGE DIAMETER PREǧ STRESSED CONCRETE PIPELINES ȍPCPȎ: B7 PIPELINE, A CASE IN POINT

have benefited the company for many years. Raw water is abstracted from the Vaal Dam and then purified and disinfected in Vereeniging and Zuikerbosch Purification and Pump Stations. The water is then pumped to Zwartkopjes (our main booster pumping station) and to our other booster pumping stations situated at Palmiet, Eikenhof and Mapleton. From here, the water is pumped again to our 58 large reservoirs located at strategic points within our area of supply. It is from these reservoirs that we deliver the water to our customers. Our customer base includes metropolitan municipalities, local municipalities, mines and industries and, as such, Rand Water provides clean potable water to 12 million people across the area of supply. Rand Water has an internationally acknowledged reputation for supplying quality water that ranks among the best in the world and on the back of this, we continue to be trusted by various government departments as an implementing agent in various community projects that are aimed at improving the lives of the people of South Africa. South Africa’s map below shows Rand Water’s area of supply, with Gauteng being the economic heartland of the country.

Khathutshelo Godfrey Maumela Pr. Cert. Eng.(1); Kirk Canary(2); Ms Nozibele Masondo(3) (1)

Rand Water, Bulk Water Distribution, Executive Manager; E-mail kgmaumela@randwater.co.za (2) Rand Water, Strategic Asset Management, Project Manager, B7 Phase 1 (3) Rand Water, Strategic Asset Management, Project Manager, B7 Phase 2 ABSTRACT Rand Water was established in 1903 as a Bulk Water Supplier. Rand Water is a State Owned Enterprise based in South Africa. It provides bulk potable water to more than 12 million people in Gauteng, parts of Mpumalanga, Free State and North West Provinces. The area of supply is 18 000 km². This area has been extended by another 13 000 km² by Act of Parliament. Rand Water’s distribution network consists of over 3 300 kilometers of large diameter pipes (ranging from 450mm diameter to 3 500mm diameter). About 10% of Rand Water’s pipelines are pre-stressed concrete pipelines and the rest are steel pipelines. Water is supplied to 58 strategically located service reservoirs, the largest of which is the Klipriviersberg reservoir with a capacity of 650 megalitres. Its customers include metropolitan municipalities, local municipalities, mines and industries. Although Rand Water is a State Owned Enterprise, it has remained financially self-sustaining throughout its existence. Rand Water supplies all its potable water from two water treatment plants, namely Zuikerbosch and Vereeniging. These water treatment plants are situated approximately 70 km away from the secondary booster pump stations. B7 pipeline supplies potable water to the western suburbs of Johannesburg from engine room 3 of Zuikerbosch Water Treatment Plant to Eikenhof Booster Pump Station. Given the condition of this pipeline, a number of technologies needed to be employed to refurbish it. These technologies will be explained later in the paper. Since this pipeline could not be taken out of service for a long time due to operational requirements, the refurbishment work was done in two phases. The paper will address both phase one as well as phase two. The scope of work for both phases included: • Eddy Current Scanning • Carbon fibre repairs. • Slip lining of portions of the pipeline • Installation of seals at pipe joints. • Chambers rehabilitation.

Figure 1: South African Map and Provinces Rand Water supplies on average 4 000 megalitres of water on a daily basis. Its major customers are Johannesburg, Tshwane and Ekurhuleni Metropolitan Municipalities. These top three customers consume about 75% of the total supply.

B7 PIPELINE IN THE CONTEXT OF THE OVERALL BULK WATER DISTRIBUTION NETWORK B7 pipeline is made up of a 25 000 meter pre-stressed concrete section as well as 20 000 meter steel section with an internal diameter of 2100mm. This pipeline was laid in 1972/3 and supplies 400 mega litres per day at a nominal pressure of 12 to 15 bars. The B7 pipeline can deliver a maximum of 600 mega litres per day. This is further illustrated in figure 2 below, which shows an oversimplified diagram of the bulk water distribution network.

ORGANISATIONAL BACKGROUND Established in 1903, Rand Water has a proud 107 year history of supplying bulk potable water to its customers. The organisational success is based on sharing in the pioneering spirit that led to the growth of the City of Johannesburg. It is the same spirit that has driven growth in terms of our infrastructure and the quality of our product. Johannesburg is one of the few cities in the world that was established far away from a water source during the gold rush back in the late19th century. Large amounts of water are pumped to relatively high altitudes in Johannesburg, and that, in ensuring a successful operation, specialised skills have been acquired and maintained in Rand Water, which

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• •

10 Carbon Fibre repairs for wire breaks Valve replacements and Chamber rehabilitation

BRIEF EXPLANATION OF EMPLOYED METHODS AND TECHNOLOGIES EDDY CURRENT SCANNING Modulated electromagnetic waves are sent into the pre-stressed concrete pipe and High precision detectors register the reflection of these signals. The electronic software visualises these results and a verification technique enables us to identify both the area of the wire break(s) as well as to quantify the number of wire breaks. Pre-stressed concrete pipelines in the range of 600mm to 4 000 mm can be scanned. The analysing tool enables Rand Water to obtain results of the number of wire breaks as well as the position of the wire break along the length of the pipeline (Figure 3).

Figure 3: Schematic depicting wire break in PCP Figure 2: Rand Water Bulk Water Distribution Network Depending on pipe diameter, two to ten kilometres can be scanned per day. However the application of these technologies requires that pipelines must be greater than 600mm in diameter and that the pipeline is taken out of commission and dewatered. While non-destructive technologies e.g. Eddy Current Scanning represents the most accurate means of determining the integrity of the pipeline, operational challenges prevent a more regular means of assessing its integrity. As such, there is a need for the use of non-interruptive technologies to assess the risk of the probability of failure.

TECHNOLOGIES AND METHODOLOGY The objective of this paper is to share experiences regarding rehabilitation of aging large diameter pre-stressed concrete pipelines, under the most challenging circumstances, as well as combining different technologies in order to derive the best solution. Pre-stressed concrete pipelines have a life expectancy ranging anywhere between 50 to 70 years depending on the quality of pipe, the quality of works at installation and quality of operation. On an on-going basis, Rand Water conducts integrity assessments to its pipelines and infrastructure. In 2007 Eddy Current Scanning was conducted on the PCP section of the B7 pipeline in order to determine the condition of the pre-stressed wire bindings. The results indicated that in certain pipe sections, there were wire breaks ranging from 1 to 6 wire breaks. Due to the criticality of this pipeline it became necessary to only target the winter months for rehabilitation, as the demand is slightly lower during those months.

CARBON FIBRE (STRUCTURAL REPAIR OF CONCRETE PIPES) Depending on the pressures of the pipe, a carbon fibre design consisting of variable layers of specific fabric, specific resins and infusion methods are utilised. The repair is finished off with a flow coat, and the complete repair gives rise to a wholly protected defective pipe section returning the pipe to fit for purpose. The repair method is conducted in a fast and cost effective manner. The versatility of the method ensures the remediation on broken prestressed wires. Carbon Fibre repair can be applied for all structural repairs, (internal as well as external). High pressure pipelines (greater than 60 bar) can also be repaired with this technique. Internal repairs are possible in pipes that range from diameters at 800 mm to 4 000 mm. The actual application is a result of calculations based on a number of factors including, maximum pressure and pipe diameters. A sequence of installations procedures follow from cleaning to initial drying and sealing methods, before the first ply is applied. The number of ply’s is predetermined and a final vacuum infusion of resin takes place under ideal conditions to ensure a quality, long lasting, indestructible installation. The carbon fibre product complies with all the requirements for use in the potable water industry. Safety standards from the oil industry and applied. Every repair comes with its specific material data sheet. All quality control procedures are documented and reported. Figure 4 below shows the completed carbon fibre repair in the pipe.

Phase 1 project was thus carried out during June to August of 2011. The phase 1 scope of work included: • Eddy Current Scanning of 25 000m of pipeline. • 20 Carbon fibre repairs. • Slip lining of a total 3500m stretch of pipeline at three different areas. • Installation of 2 400 Ethylene Propylene Diene Monomer (EPDM) rubber seals at pipe joints. • Chamber rehabilitation. Phase 2 was carried out during April to July of 2012 The phase 2 scope of work included: • Slip lining 1050m of 2025mm OD steel pipe • Slip lining 5805m of 1950mm OD steel pipe at different areas • Installation of 91 EPDM rubber seals on joints that will not be affected by slip lining

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The ends of the first pipe launched and placed either side of the launch pit is fixed to the host concrete pipe with a steel to concrete conversion kit that is suitable to withstand the operating pressure of the pipeline. There are major cost savings to be realised when opting to slip line rather than replace pipe or lay a new pipe. No need for land acquisition or property right issues etc. Shorter shut down periods are required, leaving the pipeline productive with integrity intact sooner. The life expectancy of the newly slip lined concrete section will have been extended to another possible 50 to 70 years at the reduced cost.

REPLACING EPDM SEALS AT JOINTS A general internal inspection shall be performed to ascertain the correct diameter of the various pipes. This detail is of paramount importance to the correct manufacture of the seals. It will also assist in determining the correct quantity of seals required” EPDM rubber seals are used to seal pipe joints of aging pipes where the original fish tail seals begin to fail, preventing leaks when the pipe is under pressure. The design of the seals enables joint movement if warranted and are robust and non-abrasive. Stainless steel straps are pressured against the rubber at a predetermined pressure ensuring an even distribution of pressure throughout the circumference of the seal. A defective seal is one of the primary reasons for the corrosion of the steel coils that surround prestressed concrete pipes. Long term leakage can create large voids under the pipeline, resulting in pipe movement which in turn leads to catastrophic failures at the joints of this type of pipe. Properly installed seals will prevent all leaks at the pipe joints. Most pipelines cannot be taken out of service for extended periods of time due to operational constraint of water supply. As such a rapid and reliable repair method is required. The movement of pipes due to earth movement or water hammer can result in pipe pinch which could lead to exposure of the original fish tail seal and failure. Joint gaps should be within a certain tolerance beyond which an internal seal is recommended. Rand Water uses an internal seal made of a high performance EPDM rubber. The profile of the rubber seal is designed in such a way that internal pressure of the stainless steel rims would result in a perfect seal. These rubber seals are fixed with pacified stainless steel rims. Integrity of the pipe is restored with the added benefit of flexibility at the joints. Installation procedure • Wire brush joint area to remove loose surface material • Apply an epoxy coating which is approved for the potable water industry (See figure 6) • Install rubber seal with two stainless steel rings • Jack to designed pressure – weld stainless steel straps into position • Passivate welds to prevent oxidation.

Figure 4: Carbon Fibre Repair

SLIP LINING OF PRE-STRESSED CONCRETE PIPELINES In this case, w a steel section is inserted within the defective prestressed concrete pipe leaving an annulus of approximately 75mm between steel and host pipe. This annulus is grouted with a cementicious grout of suitable ph that protects the steel pipe. The spigot and socket pipes are joined together and are ended with either steel to concrete conversion joints or welded to existing steel sections. Based on the location of the defective pipes, several launch pit locations were identified, taking into account location of bends, inline valves together with their respective steel sections and reducers. This is to enable the installation and fixing of steel pipe within the concrete pipe. With an internal diameter of 2 100mm, the best solution was to use high grade steel pipe sections of 5.1m length with spigot and socket joints as the slip liners. The length of 5.1m was based on the slight vertical and horizontal bends to be encountered; minimising the risk of steel pipe not passing bends. The plan is to cut into the existing concrete pipe to create a launch pit through which the steel pipe sections will be inserted into the host pipe. (See Figure 5).

Figure 5: A typical Launch pit The steel pipes are transported to the furthest points either side of the launch pit, where they are centralised. The remaining pipes are launched and fitted to one another through spigot and socket joints that are fillet welded together. Grout nipples are installed to enable grouting of the annulus between the steel pipe and the host concrete pipe. Air/breather holes are established at predetermined locations to ensure the complete grouting of the annulus with a cementicious grout.

Figure 6: Installation of EPDM Rubber seal

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B7 PROJECT RESULTS PHASE 1 When multiple consecutive pipe segments are defective and the external environment does not allow for concrete pipe replacement, one of the few solutions is to slip line the existing concrete pipe. In the case of the B7 project, 3.5km of 2 100mm ID pre-stressed concrete pipe was slip lined at various locations along the 23km concrete section of the pipeline. The award of the contract was finalized on the 13th May 2011 with the pipeline due to be handed back on the 29th July 2011 with proofing/charging of the line to be completed by the 5th August 2011. During the project execution stage, pipe supply was interrupted by a strike from National Union of Metals Workers of South Africa (NUMSA). The contractors had built up a pipe float of 2 weeks by the 4th July 2011, the same day the strike action commenced. The strike action ended on the 18th July 2011. The float had been eroded, and on site production fell behind almost three weeks. The net effect was that actual works on the pipeline would complete on the 7th August and proofing and charging finalised on 14Th August. The schedule for pipe launching, welding and grouting not only show the effect of the strike in week seven but also illustrate that these three activities were so closely harmonised to ensure that all three major activities completed within a couple of days of one another. The slip lining work was completed after 14 weeks as compared to the initial contractual duration of 12 weeks. The timeframe for carbon fibre repairs was eight weeks after the results of the eddy current scanning were accepted. This also allowed for the importing of the carbon fibre fabric. The timeframe for installation of seals at joints was 11 weeks which also allowed for the manufacture of the seals after determining the exact internal diameters of all joints along the full length of pipeline. Safety and quality are of utmost importance, with safety files containing risk assessments for all activities being approved before the site can be handed over to contractors. A dedicated Health and safety officer was assigned to the project to ensure that the contractors worked in accordance to the approved regulation within the safety file. A dedicated quality inspection officer was assigned to the project to ensure that all methods and quality plans were followed strictly ensuring an acceptable product on completion.

welding and grouting were left for a later execution period.The industry was also generally experiencing a shortage of skilled welders. Welding activities commenced almost two months after the pipe launching activities. The impact of this was a delay in the following: • Grouting of pipes • Epoxy joint repairs • Valve installation • Overall programme of works The welding thus had to be done round the clock so as to catch up on the programme. To ensure safety of the workers, extractor fans were acquired to alleviate the fumes in the work areas. When pumping the grout, the pipes were not adequately propped, and the mix was pumped at a higher pressure, in an effort to fill the annulus. This resulted in buckling of sections of the steel pipe as can be seen if figure 7 below.

Figure 7: Buckling of slip-lined pipe These sections were repaired by: • Cutting out and removal of the buckled pipes • chipping out the grout • new sections of steel pipes were then launched to replace the damaged pipes • adequate propping was employed This caused further delays to the project. The delays in the grouting exercise extended the commissioning date to 10 August. The pipeline was charged with water on 10 August 2012, two weeks behind schedule. During the pipe charging process, leaks were detected at three different positions along the pipeline, i.e. Leaking area at Pit no. 1F, Pit 2 and leaking scour valve as shown in figure 8 below.

B7 PROJECT RESULTS PHASE 2 The pipeline was drained and taken out of commission on the 28 March 2012, preparatory work for the assessment commenced the day after. A visual inspection checking for longitudinal and circumferential cracks, joint gaps, root intrusions etc. was then conducted. To detect further deterioration of the wire breaks, a condition assessment was conducted using a non-destructive electromagnetic technology. Slip line locations were prioritised allowing for the sections with the most concentration of defects being earmarked for repair. Sixteen (16) Launch pits were identified for insertion of the steel pipes into the pre-stressed concrete pipe. The steel pipes were supplied in 5.1m lengths with a spigot and socket. The project scope of work stipulated that pipes will need to be welded instead of the spigot and socket ends which were supplied. This was a deviation from the scope of work.Two different contractors were appointed for phase 1 and phase 2 projects as per the outcome of the internal tendering processes. As the contractors were relatively inexperienced in this type of work, the Rand Water project team gave advice based on their previous experiences of similar work. During the execution of works, the contractors deviated from the approved method statement for launching the pipes, welding and grouting, this impacted the progress of the works. To ensure successful pipe launching, the steel pipes were to be launched and welded in reasonable increments per sections. Upon launching and welding, grouting will have to immediately follow to ensure stability of the launched pipes. Pipes were launched for longer lengths than specified on the method statement;

Figure 8: Leaking Scour Valve The pipeline had to be drained so as to allow repairs to be conducted on the leaking areas. The welds were dye penned and showed no anomalies, and mass concrete was placed around leaking joints. New

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adapter flanges were also installed. The work was successful, but upon commissioning of the pipeline leaks resurfaced. The Pipeline Asset Manager then requested for a non-destructive leak detection and CCTV survey to be conducted along the sections of the leaks. The acoustic leak detection and CCTV survey method posed to be the best way of assessing the pipe as it reduces the impact of the day to day operation of the system, as well as loss of revenue and risk associated with draining and subsequently refilling the pipeline. The method is able to pinpoint the location of the leaks, while at the same time inspecting the internal condition of the pipeline using a combined acoustic hydrophone with integrated CCTV camera. This system uses the Sahara insertion platform and is capable of being inserted into live pipelines. An operator controls camera deployment and views the video output in real time. A second operator uses a tracking tool to mark the surface locations of items of interest, in a similar manner to leak location. The CCTV operating specifications are as follows: • Maximum operating pressure: = 12 bar • Flow velocity required is: >0.6m/s • Pipe Diameter for Standard Insertion: 400mm and bigger • Minimum Entry Point: 50mm diameter (80mm preferred) The quality of the CCTV footage is adversely affected by the turbidity of the water. The efficiency of the live CCTV inspections will always be assessed first before making a collective decision to proceed. The results from the leak detection and CCTV survey showed no anomalies. The pipeline was then left in operation. Further assessments and repairs will be conducted when the next shutdown is offered during off peak season. The contractor was requested to do some external repairs on the three leaking areas. The leaks have since subsided.

The following were the key baseline milestone dates: • Start of pipeline isolation – 29 March 2012 • Commencement of construction- 31 March 2012 • Completion of construction activities – 21 July 2012 • Commissioning of pipeline – 28 July 2012 Slow Pipe Delivery. The steel pipes are the most crucial component for the construction of such a project, and thus require outmost adherence to delivery time frames. The pipe supplier had a contractual obligation of delivering +/- 700m of pipes on a weekly basis starting from April 2012. The delivery process commenced in time, but quality problems were soon encountered. The challenges included pinholes in the steel pipe lining, difficulties in the fitment of the spigot & sockets and cracks on some collars. Due to these quality problems, pipe deliveries were less than 100m per week in some instances. That in turn hindered the rate of production on the construction site. Slow Construction Progress. To ensure success completion and delivery of the project, the contractor was handed the site earlier to ensure adequate planning. As the project was based on a tight construction schedule, the project activities had to be sequenced to allow day and night shift in order to meet the commissioning target date. Buckling of the pipeline. Grouting of the pipes also commenced at a late stage of the construction period. The activity was delayed by two months due to the delay of acquiring welders. At that point an average of 94m³ of grouting was required to be pumped in order to reach the target hand over date of the 28 July. The contractor tried to source the grout mix from different suppliers, with an effort of trying to reach the daily supply of 94m³. Suppliers were not able to assist with the required demand, and as a second try, the contractors deviated from the approved grout mix. They used a grout mix with an accelerator. Leaking sections of the pipeline. The leaks at Pit no 1F & 2 were believed to be caused by welds which could have cracked when the pipeline was being filled with water. The scour valve leak was believed to have been because of the stolen adapter flanges which then created the leak problem.

CHALLENGES FACED DURING B7 PROJECT PHASE 1 It is important to note that for any project to be deemed successful, it has to be delivered on time, within budget and with all quality expectations reached. The following challenges were encountered during this project: • Late adjudication and awarding of work. The B7 project was delayed by two weeks during these processes. • Delay of the procurement of coil by pipe manufacturer. The knock on effect of a late adjudication was that the contractor delayed his order to the pipe manufacturer, who in turn delayed his order for steel coil, resulting in the first pipes been delivered to site two week later than anticipated. • Isolation and draining of the pipeline. The isolation and scouring of the pipeline commenced 2 weeks before the final approval from the Tender Committee. It is a worthy note to confirm that the pipeline does not drain totally and that it took another week to open the access manholes and dewater using submersible pumps, impacting on the ability to Eddy Current scan the entire line in one continuous effort. Furthermore, the opening of manholes and dewatering as early as possible is crucial for ventilation and drying of the walls to assist with the Carbon Fibre application process. • Supply interruption of slip lining steel pipes due to industrial action. All the planning to ensure that the pipe manufacturer would have suitable steel coil from Accelor Mittal and ensuring that the manufacturer would have a confirmed slot to roll 3.5km of pipe did not prepare us for the unexpected industrial action called by the National Union of Metalworkers South Africa (NUMSA) on the 4 July 2011. This strike went on for 2 weeks with a further 4 days for workers to get up to speed with the production of pipe. Without saying, this activity was on the critical path.

CONCLUSION Owing to the challenges which were faced in this project, it became apparent that not only do we need to consider just engineering solutions to our problems. Socio-economic challenges such as strike actions that face our country continue to impact projects of this nature, and it requires seasoned professionals to be able to come up with alternative solutions in order to achieve success. It is apparent that phase 1 project had its own challenges which are not necessarily similar to those of phase 2. Amidst all these challenges, both phase 1 and 2 of the B7 pipeline rehabilitation project were successful. The refurbishing methods used by Rand Water have proven to be a cost effective manner to extend the effective life of ageing pipelines larger than 600mm. All Water Services Authorities (WSA) in South Africa need to provide sustainable water services solutions to municipalities in order for them to be able to meet the communities’ needs. In order to achieve this service provision mandate, WSAs must constantly look for innovative ways of refurbishing aging infrastructure. ACKNOWLEDGEMENTS Edwin Varkevisser Pr. Eng. (Pipelines Asset Manager - Rand Water) Rodger Barry (Regional Operational Manager – Rand Water) Fred Wernich and Raymond Mashaba(Clerks of Works – Rand Water) Thabo Mahlaku, (Health and Safety officer – Rand Water) Jacob Lekgwathi, Seletje Construction Gareth Neil and Robert Neil, Cornet and Kinsbergen Jeremiah Katuta, (Quality Inspector concrete works – TIS) Ron Preston, (Quality Inspector steel works – QPI)

CHALLENGES FACED DURING B7 PROJECT PHASE 2 Time was a major constraint in the project, as the work can only be executed during winter periods when the water demand is generally low.

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THE STRUCTURAL REHABILITATION OF THE FISH WATER FLATS WASTEWATER TREATMENT WORKS IN NELSON MANDELA BAY MUNICIPALITY Venancio Andrade da Silva1 and Ignatius Du Preez van Renen1 1Afri-Coast Engineers, Port Elizabeth, Republic of South Africa; Tel: +2741 5058000; Fax: +2741 5853437; e-mail: venanceda@africoast.com ABSTRACT Service providers often operate facilities to provide water and sanitation services without an understanding for the need to perform integrity evaluations. Service providers can only achieve maximum service life from its assets, if proper maintenance rehabilitation strategies are followed. The Fish Water Flats Waste Water Treatment Works (WWTW) situated in the Nelson Mandela Bay Municipality treats in excess of 100 Ml/d of domestic and industrial wastewater. The facility is subject to a severely corrosive environment and the reinforced concrete structures have deteriorated significantly. This paper provides an overview of the condition assessment, rehabilitation strategy for the structures and a case study of the rehabilitation works undertaken.

Figure 2: Locality and layout of Fish Water Flats WWTW. The works are located within 350m of the Indian Ocean. 90 reinforced concrete structures currently provided for at the works: The plant is a strategic facility for the Nelson Mandela Bay Municipality as it treats 70% of its waste water and will be a future strategic Table 1: Summary of Processes and Structures at Fish Water Flats WWTW

INTRODUCTION The Fish Water Flats WWTW, situated in the Nelson Mandela Bay Municipality is a conventional activated sludge treatment works originally commissioned in 1976 to treat 80 Ml/day of domestic sewage and 32 Ml/day of industrial wastewater. In 1997 extensions were constructed to increase the capacity of the industrial stream to 52 Ml/day. The original activated sludge reactors were upgraded to include biological nitrate removal in 2001-2002. Concrete deterioration was noted to the aerator platform bridges in 1998 and the first extensive concrete rehabilitation works was undertaken simultaneously with the upgrade of the activated sludge reactors in 2002.

Structure

Figure 1: Typical severe concrete deterioration to an aerator platform recorded in 1998. Rehabilitation works to the structures were undertaken in 2001.

No. of Structures

Structure

No. of Structures

Industrial Contact Tank

Thickener Pump House

Chlorination Control Room

Mixing Tower

Digester Pump Station

Heat Treatment & Pump House

Industrial Secondary Clarifiers

Oil Storage

Domestic Secondary Clarifiers

Consolidation Tanks

Sludge Return Pump House

FS Building

Storm Tank

Chemical Storage

Effluent Reservoir

Filtrate Tank (external)

Sub Station

Concentrated Sludge

Reticulation Pump House

Toilet Block

Admin Building

Filter Building

Change Rooms

Hypochlorite Tank & Chlorination Building

Workshop and

The plant will undergo future extensions to increase its capacity to 170 Ml/day. The scale and complexity of the works is demonstrated in Table 1 which summarises the principal process units and the total number of

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resource Domestic for water re-use to supply the adjacent DomesticCoega Industrial Development Zone er with industrial quality Contact water. The preservation of Primary Clarifi 4 Tank 1 this asset is therefore vital for the economic sustainability of the Municipality andIndustrial its industrial income base. Chlorination

Primary Clarifier

Sample Room

and oxygen (both required to promulgate local corrosion cells on steel reinforcement). Permeability of concrete should not be confused with porosity. Both these measures are expressed as in terms of the hydrated cement paste (HCP). Porosity of HCP = Voids / Solids Ratio 28% voids in HCP equates to Porosity = 28 / 72 = 0.4 = 40% Whereas, Permeability is the degree of interconnectivity between capillary pores (not gel pores) within the HCP. When the cement hydration process is supported to completion with sufficient water curing, a discontinuous pore system is formed. Durability Index Tests (28 days age) were developed in 1999 for South African construction industry by researchers Alexander, Mackechnie & Ballim: • Oxygen permeability test – for permeation (Correlates to rate of carbonation) • Water sorptivity test – for absorption (Correlates to rate of Chloride ingress) • Chloride conductivity test – for diffusion (Correlates to rate of Chloride ingress) Typically, concrete specifications for durable design will focus on the following aspects – • Minimising water/cement ratios • Moist curing for minimum 5 days (eliminating the use of curing compounds) • Cement replacement by fly ash (70% Cement/ 30% fly ash ratios is common) • Minimum cover to reinforcing steel 40mm (50mm for aggressive environments)

UNDERSTANDING THE CAUSES FOR CONCRETE DETERIORATION FacilityIndustrial operating authorities often determine that process structures and equipment in WWTW to severely corrosive environments. Distribution Bell are subject 1 Pump Station 4 However, the need for the protection of the structures is in most cases identifiDomestic ed only after significant deterioration Raw has occurred. Sludge & The key areasBell contributing status of Stations deteriorated assets Distribution 1 to theRAS Pump 2 are the following: • a Primary lack of understanding of the corrosive environments impacting on Sludge thePump structures during its operative life; Clarifiers House 1 3 • failure to specify and construct durable concrete at construction phase; • delayed and rehabilitationTransfer strategies Valvemaintenance & Gas & not understanding the cost implications meter Stations of such 2 an approach. Digester Pump Stations 3 Corrosive environments Distribution Gas Holder Wastewater structures are exposed to extensive corrosive environments Channels 1 (external) 1 for both concrete and reinforcing steel, occurring in the effluents being treated, atmospheric methods and chemicals Sewerage Inlet elements, the treatment Boiler House usedPump in theStation treatment processes. 1 & New Structure 2 Hydrogen Sulphides Screens, Stone and Sulphuric Acid Common Trapsnaturally and occurring corrosives in wastewater include acidic wastewater, hydrogen sulphides and sulphuric Coneyors 3 Well acid. The most severe 1 deterioration from these elements occurs on exposed walls and slab underside surfaces. Dissolved are released Detritors 1 sulphides Aeration Basins form turbulent 7 wastewater as hydrogen sulphide. The hydrogen sulphide is converted to sulphuric DAF Unitsacid andby aerobic microbial oxidation. Sulphuric acid aggressively attacks both concrete and ferrous metals.

Pump Station

Grit Hopper

Time to Repair The time to repair a structure is related to the time for corrosion initiation and the time for corrosion damage to reach a point at which the concrete becomes deteriorated where repairs are needed. This is indicated schematically in Figure 3 based on a conceptual model by Weyers and Tuuti (from Bentur et al.) There is initial damage during construction which is repaired. Later on, corrosive elements migrate into the concrete for several years. When the corrosive element reaches a critical level for depassivation of the steel to occur, pitting corrosion is initiated. It takes several more years for corrosion damage to cause further concrete distress.

Carbon Dioxide Another Sludgenaturally Thickeneroccurring 4 corrosive is carbon dioxide and can degrade concrete creating carbonation. Carbonation has the effect of lowering the alkalinity of the concrete surrounding TOTALthe reinforcing steel, 90 thereby reducing the ability of the steel to form and maintain a passive insoluble oxide layer resistant to corrosion. Combined with moisture, carbon dioxide can produce carbonic acid which causes aggressive corrosion of metallic equipment and piping. Chlorides The Fish Water Flats WWTW is also situated along the coast line where salt laden sea spray results in concentration of chloride salts within the cover concrete to the reinforcing steel, thereby increasing the corrosive aggressiveness of the environment. Depending on the localised concentration, treatment chemicals such as ferric chloride, sodium/calcium hypochlorite, aluminium sulphate, ferrous sulphate and sulphuric acid can cause further corrosion of concrete or ferrous metals. Durable Concrete Design and Specification The importance of low permeability concrete in combination with sufficient cover to reinforcing steel for a durable concrete, has become more evident during research performed during the period 1970 to 1990. Before this period, the focus for concrete quality control was more towards achieving strength combined with additional cover for aggressive environments. Low permeability is an essential requirement to reduce ingress of aggressive substances (chlorides and carbonation), as well as moisture

Figure 3: Schematic description of the corrosion process after Weyers and Tuuti. The above concept illustrates that corrosion is not a linear progression but will dramatically accelerate once it is visually detected. It has been shown through case studies that the most economical strategy is to

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Table 2: Durability Indexing as developed by Alexander et al.1999.

Durability Class (28 days)

O2 Permeability Index (log scale)

Sorptivity (mm/ hr0.5)

Conductivity (mS/cm)

Excellent

> 10

< 0,75

Good

9,5 – 10

6 – 10

0,75 – 1,50

Poor

9,0 – 9,5

10 – 15

1,50 – 2,50

Very Poor

< 9,0

> 15

> 2,50

Table 3: Example of a record sheet for visual inspection conducted in 2008

prevent corrosion from occurring through adequate maintenance, timely detection and application of protection systems before major damage occurs.

REHABILITATION STRATEGY The primary goals of rehabilitation are returning the structure or equipment to its original; degree of integrity and installing a durable form of protective lining or coating system requiring minimal maintenance. In 1998, when severe concrete spalling and corrosion was first noted to the bridge structures supporting the aerators to the aerator basins, a report of the findings was compiled and the rehabilitation strategy adopted the following steps: • Condition Assessment • Design and Implementation After the first concrete rehabilitation works was completed in 2002, the Municipality compiled a detailed condition assessment in 2008 for the planning of further rehabilitation works to the entire plant. Further rehabilitation works were implemented in 2011 and 2013.

Figure 4: Illustration of corrosion damage to roof parapet walls to Heat Treatment Building (2009).

Figure 4 illustrates the extent to which corrosion of reinforcing, once it has been allowed to promulgate far enough, will cause concrete structural damage. Condition Assessment Concrete rehabilitation is a labour intensive process which, in combiThe condition assessment is a “health report” of the concrete infrastrucnation with the costs for access onto structures and the application of ture and determines the severity of any deterioration. Delaying or igwell researched proprietary materials, results in expensive repair pronoring deterioration can have serious financial and operational impacts jects. Figure 5 shows that the longer a structure is allowed to degrade, for the wastewater treatment works. the repair costs escalates exponentially in terms of total rehabilitation The condition assessment comprised of three main activities namely: costs per square meter of surface to be treated. • Visual Assessment Figure 5: Graphic illustration of increasing costs associated with structural dete• Diagnostic Testing rioration (2012). • Detailed Assessment Visual Assessment Visual inspections were carried out and all defects are recorded against photographic records. An example of such a visual inspection record for the sludge thickener no.2 is presented in Table 3.

Diagnostic Testing Detailed diagnostic testing to the reinforced concrete structures was undertaken to determine the cause and extent of the concrete spalling and to quantify the risk of corrosion to the various structural elements. The diagnostic testing included the following: • More detailed visual inspections to the structural elements (including construction and expansion joints) and hammer sounding. • Photographic records of those aspects considered necessary for comment.

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• Diamond core sample extraction and determination of the carbonation level to the structural elements (where considered appropriate) • Diamond core sample extraction and determination of the chloride concentration profile of the concrete. • Cover meter surveys to the reinforcement to structural elements in limited areas randomly selected Detailed Assessment The detailed assessment report included the following: • The annotation of the diagnostic test results to determine the cause of the concrete spalling, the levels of contamination and risk to the structures. • Recommending the appropriate remedial strategy for the rehabilitation of each structure.

Figure 7: Left: Rehabilitation underway in 2002. Right: Completed rehabilitation. Phase 1 Works Following the condition assessment completed in 2008, a contract for phase 1 rehabilitation works was awarded and completed in 2011 at a cost of ZAR 4.5 million. The contract comprised of repairs and maintenance work to: • Heat Treatment Building • Inlet Building • Hypochlorite Tank (demolished) • Thickener Pump House • Substation No. 5 • Storm Tank The works primarily comprised of: • Surface Preparation (concrete surfaces) – high pressure water jet cleaning • Spall Repairs – cutting and removal of delaminated reinforced concrete areas, preparing steel surfaces, application of repair mortars and crack injection chemicals,

Figure 6: Typical statistical presentation of reinforcing steel cover survey overlaid with carbonation and chloride risk of corrosion. A prioritised phased rehabilitation work programme totalling ZAR 29 500 000 was prepared in 2008 as outlined in Table 4.

Phase 1: 2008-2009

ZAR 9 000 000

Phase 2: 2009-2010

ZAR 7 000 000

Phase 3: 2010-2011

ZAR 7 500 000

Phase 4: 2011-2012

ZAR 6 000 000

Figure 8: Cutting, breaking and preparing reinforcing steel for repair mortar application

Total

ZAR 29 500 000

•

Table 4: Proposed phased rehabilitation capital programme

•

Design and Implementation Initial works After the first structural assessment carried out in 1998, a rehabilitation contract was awarded by the Municipality in 2002 to implement urgent repairs to the aerator platforms. The cost of these works was ZAR 7.0 million and the scope of work included: • Extensive cutting and breaking out of spalled and contaminated concrete • Spall repairs with proprietary repair mortars • Local thickening of the support columns in the aeration zone offering additional protection • Installation of sacrificial zinc anodes • Cementitious protective coating to the concrete surface.

• •

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Apply migrating corrosion inhibitor which adsorbs onto reinforcing steel to protect against corrosion All concrete tiles and vertical concrete surfaces to receive a penetrating water repellent impregnation Apply protective coatings and decorative coatings both to external and internal walls. Sealing of floor and wall joints on storm tank using a flexible bandage joint sealing system.

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Figure 9: Substation No. 5 building before and after rehabilitation

Figure 10: Thickener Pump House before and after rehabilitation

Figure 11: FS building before and after rehabilitation Phase 2 Works Phase 2 works were completed in February 2013 at a total cost of ZAR 6.5 million to the following structures • Chlorination Sample Room • Sludge Thickeners 1 to 4 • No 7 sub-station • DAF pump station • Primary sludge pump house • Various other buildings

CONCLUSIONS A wastewater treatment works is exposed to an aggressive corrosive environment from naturally occurring corrosive elements in the effluent and atmospheric environment. The corrosive environment leads to extensive degradation of its concrete and steel structures. Timely condition assessments and maintenance are essential to intervene against future major structural damage and costly rehabilitation works. The Fish Water Flats WWTW constructed in 1976, requires in excess of ZAR 40 million structural repair works which started in 2002 and resumed in 2011 to 2013. The works are not complete due to budget constraints preventing the maintenance backlog from being completed. Plant owners need to recognise the need for asset management of structures to ensure that timely assessment, maintenance and rehabilitation are undertaken. REFERENCES Alexander MG, Mackechnie JR and Ballim Y 1999: Guide to the use of durability indexes for achieving durability in concrete structures (Research Monograph No.2) Bentur, Diamond and Berke, October 1997: Steel Corrosion in Concrete: Fundamentals and Civil Engineering Practice Soebbing et al, City of Austin, May 1996: Rehabilitating Water and Wastewater treatment plants

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THERMALLY FUSED PVC PIPE HELPS ACCELERǧ ATE ADOPTION OF TRENCHLESS PIPE INSTALLAǧ TION TECHNIQUES IN NORTH AMERICA Andrew D. Seidel, Robert Walker Underground Solutions, Inc. 13135 Danielson Street, Suite 201, Poway, CA 92064; Tel. 858-679-9551 E-mail aseidel@undergroundsolutions.com ABSTRACT In North America, trenchless pipe installation methods continue to see rapid adoption growth in municipal markets with 71% of utilities having used trenchless methods in the past 12 months.1 This adoption rate is a function of improving equipment, installation experience and improved materials. The three most recognized trenchless installation methods for pressure pipe; horizontal directional drilling (HDD), sliplining and pipe-bursting are seeing rapid growth in application. Improvements in methods and materials have stretched the boundaries of these technologies, allowing longer lengths of pipe, larger sizes and an increased range of project constraints to be managed. New pipe joining methodologies for thermoplastic pipe materials and specifically the advent of thermally fused PVC pipe have had the largest impacts on the growth of these installation modes in North American water and wastewater infrastructure. This paper discusses the fused PVC pipe technology that is enabling trenchless growth and highlights two cases studies where fused PVC was utilized; a 3,800 foot (1,1140m) HDD bore with 24 inch (600mm) and 6 inch (150mm) pipe pulled in simultaneously under a live airport runway in Portland, Oregon and a water utility in Colorado that has installed over 150,000 feet (45,000m) of fused PVC via the pipe-bursting method.

Figure 1 – Final site plan showing new treatment and conveyance facilities on the western side of the PDX property and the existing facilities in the central and eastern portion of the PDX property.

DESIGN AND CONSTRUCTION OF THE AIRFIELD CROSSING The new portions of the deicing enhancement system were designed on the far west side of the airfield, and the existing system was on the eastern and central areas. These two areas are roughly two miles apart (3.2 km), and the route between them passes through an active runway/taxiway system.. Going around the runway using open cut or direct bury methodology was quickly eliminated as an option due to the distance and quantity of utility piping that would have to be managed. This option would also add significant cost to the project. Going under the runway/taxiways eliminated the additional pipe cost, however the costs for removing/replacing aircraft-rated pavement greatly outweighed these reduced pipe cost savings. Additionally, the logistics of working on or temporarily closing a runway/taxiway made this option unfeasible. Another option was a combination of open cutting and “jack and bore” installation methodology under the critical runway and taxiway facilities in the near surface soils, which could be done while the runway/taxiways were operational. Unfortunately, these near surface soils proved to be predominantly loose and unconsolidated, precluding the use of “jack and bore” technology. After further and exhaustive review of potential options, evaluating potential risks and costs, HDD was advanced as the most cost efficient, viable option. Using historical geotechnical information (Figure 2) a proposed HDD boring plan was developed going under the cargo air operations and just south of the active runway (Figure 3). Due to the poor soils prevalent across the site, the proposed bore trajectory was taken to a depth of at least 75 feet (22.5m), where competent soils were expected. The Port was very wary of HDD installation methodology within the airfield, due to contractor miscalculations on a previous project that resulted in the emergence of a sinkhole adjacent to PDX’s south runway. To mitigate this potential risk, this crossing’s bore path alignment was carefully selected to provide numerous viable “work arounds” if there were a similar issue that occurred under the cargo area or the very southern end of the active runway. Further complicating this installation was the fact that two separate pipe sections were required for the crossing. One large primary conveyance, which was for storm water from the airfield collection areas, would require the same 24” (600mm) FPVCP or 30” (760mm) HDPE pipe similar to the outfall installation. The second conveyance, however, was much smaller and required for a concentrate stream pump back to the airfield side. Both 30” (760mm) HDPE and 24” (600mm) FPVCP were considered for this crossing, in the same manner that they were considered for the outfall installation. Bore depth again dictated minimum critical buckling design requirements, but the extreme length (3,800’ or 1,1140m) and bundled pull

INTRODUCTION: 3,800 FOOT (1,140M) HDD BORE AND PULL-IN Portland International Airport (PDX) encompasses over 2,600 acres (10 km2), serving over 15 million travelers annually to domestic and international destinations. It is also home to the 142nd Fighter Wing of the Oregon Air National Guard. A vital element to providing safe aviation service at PDX is the deicing and anti-icing of planes and pavement during periods when air temperatures are below 40 degrees Fahrenheit (4°C). The Port of Portland (Port) is tasked with capturing and managing fugitive aircraft and pavement deicing and anti-icing chemicals, as well as collecting and treating large volumes of deicing chemical impacted stormwater on-site. The deicing and anti-icing fluids are collected and managed through the existing stormwater management system. The concern with excessive non-toxic deicing fluids in the stormwater is its high biological oxygen demand (BOD). To maintain stormwater discharge compliance with State and Federal regulations, the Port needed to make significant investments in the existing infrastructure to enhance the deicing collection and control system at PDX. As shown in Figure 1 below, due to the significant restrictions placed upon construction activities at an airport, the enhanced system was located on the western edge of the airport property. However, the existing collection and management system is located in the central and eastern portions of the airport, representing significant design and construction obstacles in order to connect the two systems together.

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also required maximizing tensile strength to weight ratio. 24” (600mm) DR18 DIPS FPVCP was chosen specifically due to its strength-to-weight ratio, allowing risk minimization on the bore by giving the driller the highest safe pull force to weight possible to meet any actual required pull force during pullback. The smaller line was also FPVCP, a 6” (150mm) DR14 DIPS cross-section.

Figure 2. Proposed Boring Plan for the active airfield crossing (CDM, Geotechnical Data Report, June 2009). The joint venture of Northwest Underwater Constructors (NUC) and Kinnan Engineering (Kinnan) was selected to perform the HDD for the airfield crossing. Underground Solutions, Inc. (UGSI) provided the FPVC pipe and fusion services for this crossing. During drilling, Kinnan encountered difficult and complicated drilling conditions. The same soils that precluded “jack and bore” methodology also had to be considered in the initial approach of the drill shot. Kinnan used a steel casing for the first ~120 feet (36m) of the installation to stabilize the bore. Figure 4. Lay-down area for the fused FPVCP sections Kinnan custom-fabricated a manifold-style pullhead to separately link the 6 inch (150mm) and 24 inch (600mm) pipes and their individual pullheads simultaneously. Pullback commenced on July 27, 2010, with water ballast in the 24 inch (600mm) pipe to reduce frictional force in the bore. The pull was completed in 13 hours, exerting a maximum pull force of 117,000 pounds (520 kN). A successful pressure test was completed several weeks later.

Figure 3. Results of the Boring Plan along the chosen HDD alignment (Geotechnical Data Report, June 2009), The required length of the bore, 3,800 LF (1,140m), was a significant length of pipe to fuse and stage – not only to string out in one length, but to make sure that it lined up with the crossing alignment. The fusion and lay-down area for the fused pipe (Figure 4) presented a major challenge because wetlands and environmentally sensitive areas that could not be disturbed existed in the work area that had to be used. JE Dunn, CDM, The Port of Portland, Kinnan, and UGSI ultimately identified an alternate alignment that did not disturb the wetlands, yet allowed for the full lengths for both 24” (600mm) and 6” (150mm) sections to be laid out. Figure 5. Start of Pull into the insertion pit

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Figure 6. Pipe Bundle at Borehole Exit and Casing

Figure 7: Service area map with delineation of the service area into the two systems – also shows the project area for 2010.

INTRODUCTION: 37,000 FEET (11,100M) OF PIPE-BURSTING REHABILITATION The Consolidated Mutual Water Company (Consolidated) distributes approximately 4 billion gallons (15 million m3) of water annually to about 90,000 residents in Lakewood, Wheat Ridge, and unincorporated portions of central Jefferson County, Colorado. Treated water is delivered through 380 miles (1638 km) of pipelines and 21,100 tap connections over a service area of approximately 27 square miles (70 km2). Consolidated, through a distribution contract with Denver Water (Denver), purchases approximately 70% of the total treated water it distributes annually. The other 30% of water is supplied by Consolidated’s own Maple Grove Water Treatment Facility from water rights acquired over the past 85 years. Consolidated still follows the original pattern of the early cooperatives that it was created from - ownership by the water users it serves. It is presently operating under the provisions of the Colorado Nonprofit Corporation Act, accepted by action of the stockholders in 1969. As stock holders, the rate payers and water users of Consolidated’s system have a vested interest in the system and its success. Consolidated’s distribution system dates back as far as 1926 when the original company was formed from four smaller, well-based systems. Through decades of additions, expansions, and reorganizations, Consolidated has remained committed to providing the highest quality water to its stock holders through a reliable distribution system. Since the mid-50’s, they have budgeted money annually for water main replacement and upgrades of other aging infrastructure (Consolidated Mutual Water Company, 2010). Consolidated has historically used the opencut installation process in its water main replacement program. As the cost of open-cut installation continued to rise, including paved street restoration, Consolidated began evaluating alternative methods for water main replacement. The primary focus of such an initiative being to lower the cost per linear foot (meter) of line being replaced – as long as the methods were suitable and met the requirements of Consolidated and Denver’s standards.

Over the years Consolidated has brought all of the elements of water system maintenance, construction and design, into its organization. All engineering design, maintenance and construction are self-performed by company employees. The replacement program that was in place for undersized or ineffective water mains in the system was to be performed by Consolidated’s crews and it was important that any alternative methods to improve the system were capable of being delivered by Consolidated’s staff.

REHABILITATION AND/OR REPLACEMENT NEEDS Consolidated was facing the same aging infrastructure problem that many other utilities face, namely large sections of their system that needed to be replaced. These sections contained large amounts of undersized 4” (100mm) and 6” (150mm) cast iron pipe. The piping had served the system well over the years in these sections of the system, however due to large numbers of breaks, water quality issues and restricted flows in some areas due to tubercles and pipe size, it was becoming an ever-increasing concern.

Figure 8. Typical water main in areas to be replaced, both outside and inside pipe showing tubercles. In early 2009, money was budgeted for a large-scale pipe replacement program that would begin in 2010, the goal of which was to replace the undersized and insufficient piping in those areas where required by dig and replace methodology. The total budget for 2010 was approximately $2.4 million USD ( R22.8 million), which was intended to replace approximately 24,000 LF (7,200m) of existing piping. It was also during this time period that Consolidated started to investigate other methods of waterline rehabilitation compared to the daunting open cut, dig and replace program that was outlined.

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same utility corridor and original host pipe of the pipeline it is replacing. It is both a viable replacement method, with a brand new wholly replaced pipeline, and a utility corridor rehabilitation method, using the existing pipeline as the template for installation and final alignment. The use of the pipe bursting as a potable water system rehabilitation and replacement technique has been recognized for some time, but has just recently seen a major rise in application. As pipe bursting equipment and suitable pipe replacement products have evolved and flourished, so too has the use of the technology and the required expertise in the construction sector has responded to this need.

After hearing about pipe bursting as a pipe rehabilitation and replacement method, Consolidated began evaluating and testing a variety of equipment, piping products, and procedural methods using pipe bursting technology. Consolidated decided to proceed with a pipe bursting program to replace 23,000 LF (6,900m) of water pipelines, beginning in April 2010, in a service area with antiquated and undersized lines. Consolidated selected Fusible PVC™ pipe (FPVCP) as the replacement pipe based on its corrosion resistance, ease of connection, and its ability to upsize old cast iron distribution lines while minimizing soil displacement due to its smaller pipe OD versus other pipe options. Additionally, the other pipe material evaluated and determined to be feasible was high density polyethylene pipe (HDPE), however, Denver would not allow it to be used. While Consolidated runs their own program, maintains and constructs their own water system, and functions as a fully autonomous utility, the use of Denver water carries with it a stipulation of following all of Denver’s rules, regulations and requirements including following their engineering standards for all materials and methods. This required that any alternative pipe replacement or rehabilitation methods that Consolidated decided to use had to get a variance approval from Denver. Based on Denver’s use of FPVCP pipe in the past, they allowed Consolidated to use FPVCP as part of a pipe bursting program, after reviewing their variance request. In February 2010, Consolidated sent two employees to be trained and certified to fuse FPVCP. Consolidated also purchased fusion equipment from McElroy Manufacturing and pipe bursting equipment from TT Technologies, Inc. Consolidated enlisted the technical assistance of a contractor with experience using the same means and methods on another large-scale, potable water pipe burst program completed in the Kansas City, MO area using FPVCP. Wiedenmann & Godfrey Construction, Inc., located in Belton, MO, provided initial support and consultation when the project began.

Pipe bursting equipment for potable water installations Static pipe bursting has long been recognized as a viable form of pipe bursting and potable water pipe rehabilitation (U.S. Water Standards AWWA M28, 2001). Today, static pipe bursting has come to the forefront of trenchless methods in North America. During the static bursting process specially designed bladed rollers are pulled through an existing line by a hydraulically powered bursting unit. As the bladed rollers are pulled through, they split the host pipe. An expander attached to the rollers forces the fragmented pipe into the surrounding soil while simultaneously pulling in the new pipe (see Figure 9).

PIPE BURSTING AS BOTH A REHABILITATION AND REPLACEMENT METHOD Under the ‘trenchless’ moniker come many varied forms of pipeline rehabilitation and replacement methods, all with various strengths and weaknesses depending on the many variables associated with the system, pipe materials and specific attributes of a given project scenario. It can be argued that most trenchless pipe installation methods fall into one of two global categories, those that ‘rehabilitate’ a pipeline, and those that ‘replace’ a pipeline. They all share the common goal of reducing excavation as much as possible; however, there are distinct differences between the two in relation to how a ‘new’ pipeline is created in relation to the existing one. Rehabilitation methods, by broad definition, utilize the existing pipe that has reached the end of its useful design life. This means that whatever method is employed, whether it is Cured-in-Place-Piping (CIPP), liner installations, or others, the original host pipe is maintained and the existing utility corridor is re-used. The solution provided is not the installation of a ‘new’ pipeline; it is the extension of the existing pipeline’s design life. Replacement, on the other hand, includes those methods, like horizontal directional drilling, that provide an entirely new pipeline installation with the opportunity to upsize the pipe. Replacement requires that a new pipeline installation be made, that is independent of existing line, and does not rely on the existing line for any of the new pipeline’s intended design life. Some trenchless methods sit on the line between these two broad definitions, methods such as sliplining, tight fit liners, and pipe bursting. Of these methods that have aspects that make them a rehabilitation method and aspects that assure that they are in fact a replacement method as well, pipe bursting is unique. Pipe bursting provides an entirely new pipeline, sized according to design needs and not entirely limited by existing project conditions, but is installed utilizing the

Figure 9. The static pipe bursting process illustrated. Patented “Quicklock” bursting rods are linked together which speeds the installation process as well as the breakdown procedure. The rods can be quickly removed one at a time at the exit pit as bursting is in operation. The advantages of static bursting over the other prevalent form of pipe bursting which is pneumatic bursting is that it allows for the use of many product pipe materials, and additionally does not require air hoses that feed the pneumatic process to be run down the new product pipe, alleviating concerns about contamination for potable water use. Advances in the equipment technology, including more powerful units with smaller footprints, have sped the increase of its use in the potable water pipeline rehabilitation market.

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FPVCP pipe joining, which is a thermally fused joining process requires that technicians undergo an initial three day training course and then annual requalification to perform the joining process. It also requires the use of a pipe fusion machine, rated for the sizes of pipe to be used in the joining process. Consolidated needed to decide how to handle these two items, and per the long term goal of the process and rehabilitation program, decided to bring these items in house. This meant the purchase of a fusion machine and training of Consolidated’s employees in the process. Both of these items would add to the initial cost of the program. The pipe bursting process also required the use of special equipment. The installation technique relies on a hydraulically actuated pulling device to fracture the existing pipe into fragments, push them into the surrounding soil, and simultaneously pull in the new product pipe. The process is also coupled with the hardware of the bursting ‘train’ and pipe attachment assembly. This special tooling connects to the pulling system of the equipment, assures that the existing pipe is sufficiently fractured and displaced, and finally expands the created annulus of the utility corridor to allow the trailing insertion of the new product pipe (see Figure 10). All of this equipment would need to be acquired as well, and this too would add to the initial cost of the program. Before this process takes place, activities include excavating pulling and insertion pits, removing service taps from the existing line, setting up temporary water services and supply, and decommissioning the existing utility. After this process takes place, activities include tie-ins to the existing system, tapping of the line for water services and other work associated with commissioning the new line. All of these are typical processes and well within the equipment and working knowledge of Consolidated’s skilled labor. The final and arguably the most important piece of the puzzle for Consolidated was the efficiency of the work process. In order to assure that they could meet the production and budgetary goals created for the program, they would need to maximize the efficiency of the process. Not only would they need to make sure that the procedure of the installation worked fluidly from the temporary water system installation to the final commissioning of the new line, they also had to try and make it into a template that could be repeated over and over again, street to street, making the process as efficient as possible. The following table illustrates how a typical street block of waterline would be rehabilitated in regards to activities and relative timing. Total time for work on a given block is 8 working days:

Pipe products for use in potable water pipe bursting: As the equipment for pipe bursting has evolved, so too have the pipe products that can be employed with it. HDPE pipe was the original product used in North America when pipe bursting was first advocated as a method to replace existing cast iron natural gas distribution lines, back in the early 1980’s in New Jersey. This pipe material has also seen crossover use in the water and wastewater markets as well, mainly due to its low-profile, non-mechanical, high tensile capacity thermally buttfused joint, which is perfect for installation by trenchless methodologies, including pipe bursting. HDPE, in practice however, is historically not a common, standardized waterworks piping material, save for a select few water utilities. This has created a void for other materials to fill when it comes to trenchless piping products in the water market. Filling this void are a number of restrained joint products utilizing the more traditional piping materials for the North American water industry, including Polyvinylchloride (PVC) and ductile iron pipe. One material that has combined both of these trends is FPVCP, which takes the very popular and common waterworks piping material of PVC and couples it with the low-profile, non-mechanical, high tensile capacity of the thermally butt-fused joint.

CONSOLIDATED’S PIPEBURSTING PROGRAM, 2010 Early in 2010, Consolidated started to narrow its focus on pipe bursting as a viable alternative for pipe system replacement and rehabilitation. Research into the method and its successes, as well as its limitations were showing that it could be viable for a long term pipe system replacement tool in many areas of their system. Just how useful it would be became the question, and after certainty was attained that this method would meet the physical and operational requirements of the system, the only way to answer that question was with money – namely, will this method be cost effective, in addition to providing the sociopolitical benefits of a ‘trenchless’ construction methodology for the shareholders of the system? By all accounts, the numbers that Consolidated came up with showed that it would be beneficial. Not only should the replacement method save construction time in neighborhoods, limit excavation in the street and right of way (ROW), and limit the impacts of these activities to individual shareholders, the numbers were showing a significant cost savings – almost 50% compared to the normal dig and replace construction methods normally utilized. As the pieces of the program began to fall into place, two areas defined themselves as critical for Consolidated to make sure that it would be a success and that their numbers would be justified. The first was the pipe joining and fabrication and the second was the actual equipment, labor and efficiency associated with the pipe bursting process.

Table 1: Walkthrough of typical completion of one block (~1300 LF – 390m).

Day No.

Day

Activity

Description

Wednesday

Fuse Pipe - 1

Pipe length of FPVCP is created, one half of the required block length (~680 LF – 204m))

Thursday

Temporary

Temporary Service System Installed Pipe is set down. Services are disconnected from the existing water main, the temporary service is initiated, and the existing water main is removed from service.

Water

Figure 10. Pipe bursting a 4 inch (100mm) cast iron water main and upsizing to 6 inch (150mm) FPVCP.

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Fuse Pipe - 2

Pipe length of FPVCP is created, one half of the required block length (~680 LF – 204m)

Friday

Prepare Existing Cut, plug and otherwise Water Main prepare existing water main for bursting activities.

Monday

Prepare for Pipe Dig pull pits and insertion Bursting Activity pits - set plates and bursting equipment.

Tuesday

Pipe Burst Activity

Pull 680 LF (204m) of pipe into existing main through pipe bursting activity (one half of block). Line connections are made into rest of piping system.

Wednesday

Pipe Burst Activity

Pull 680 LF (204m) of pipe into existing main through pipe bursting activity (other half of block). Line connections are made into rest of piping system including mid-block connections, hydrants, etc.

Thursday

Commission and Testing of new water main

New water line is hydrostatically tested, health tested, and then biologically tested.

Reconnection of New Waterline, Surface Rehab

After line clears testing, services are reconnected, temporary services and system are removed, excavations are back filled, and surface patching is completed. Water Pipe on block is completely replaced.

Friday

focusing on each step of the process as it related to time efficiency, Consolidated streamlined their pipe bursting operations. They installed what amounted to a 12 month open cut dig and replace program in a little over 4 months. Ultimately, the optimization that had the most impact on the work was in the overall process schedule itself. Consolidated quickly dialed in the needed steps and the appropriate timing of those steps to assure that any one aspect of the overall procedure was not inhibiting or slowing down any other aspect. As in Table 1 portrays, when Consolidated moved the process through a city block, they were there for approximately 8 days. Essentially, they were in front of a given customer for 8 days in one fashion or another. By overlapping activities, they were also working on the next block as the previous one was being completed – so, instead of finishing a block every two weeks, they were actually finishing one every week. The process starts with pipe fusion, so the fusion crew works ahead of the balance of the installation crews in relation to the activity located on each block. With one block’s worth of pipe fused ahead of the installation schedule, the ‘pump is primed’ to roll the program at the pace of a block a week, re-commissioning a block on every Friday.

Figure 11. Final restoration in areas of pipe bursting. Asphalt patches shown in relation to rest of street. There are several keys to the successful implementation of a rolling schedule such as this one for a pipe bursting program. First and foremost, one needs skilled and ambitious workers that can meet the rigors of the schedule while delivering a high quality work product. Secondly, while the steps of the process could be stacked to maximize efficiency of the process with respect to time, the key to staying on that time schedule is the successful completion of each of those steps without cutting corners or omitting the routine aspects of the process.

FINAL COST COMPARISSON The original budget, based on a dig and replace program was priced at ~$2.4 million dollars (R22.8illion) for 2010 for Consolidated. This utilized historic dig and replace metrics of previous projects to quantify expected labor, time, and equipment needs. Then these values were coupled with expected rate structures for 2010 to arrive at the total budget estimate.

PIPEBURSTING EFFICIENCIES ATTAINED The overall program started in earnest on April 26, 2010, and was completed on September 10, 2010. Through the course of their pipe bursting work, Consolidated gained tremendous efficiency with the process. This not only resulted in a large amount of replaced pipe, it also meant that the total cost to do so on a linear foot basis dropped as well. By

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Table 2: Expected dig and replace dollars (use R9.5 for each USD) based on past project experience (sampling of 6 inch-150mm projects)

replacement could be installed in less than half the time and with a massively reduced surface rehabilitation budget, which indicated a possible savings of approximately ~$1.3 million USD (R12.35 million). Based on these cost differences, along with the reduced impact to their shareholders and water users, Consolidated decided to proceed with the program. They utilized the cost differential to offset the purchase of the new pipe bursting and fusion equipment required for the program.

When Consolidated looked at the possibility of a pipe bursting program, saving money, but keeping a quality product was a major component of the possible benefits of using the technology. It was estimated that the money savings would come from two major areas, one was the reduced cost of asphalt resurfacing and the second was the reduced time for installation required and the labor associated with it. Examining these two items, with the rolling schedule as described, showed that the entire slate of pipe intended for

Table 3. Actual Pipe Bursting dollars (use R9.5 for each USD) based on 2010 program (sampling of 6 inch-150mm projects).

pipe bursting program, while at the same time saving time and money for all of the stakeholders involved in the process.

Actual dollars have borne out what was originally thought to be the case by Consolidated. Pipe bursting has saved them approximately 50 percent on costs, while at the same time has reduced impact to their rate payers in the form of construction hassle and surface restoration. In the end, the goal of an improved water system has been met with the

By 2013, Consolidated has replaced over 150,000 feet (45,000m) of cast iron water main by pipe-bursting with fused PVC pipe.

REFERENCES 1. Underground Construction, February 2013 – “Municipal Survey”

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RURAL ROAD ASSET MANAGEMENT PRESERVING OUR FUTURE

In 1 February 2011 the S’Hamba Sonke Programme was adopted by the government. One of the key outputs of the grant is to ensure that district municipalities implement and maintain road asset management systems to support investment decisions in roads. This stems from the Road Construction and Maintenance Summit which was held by the Department of Transport which highlighted the lack of reliable road condition data to support decision making. Through the RRAMS, 21 district municipalities were selected from the 23 poverty stricken presidential nodes and in KwaZulu Natal, all ten (10) District Municipalities were included. This paper describes the steps taken by the role players in KwaZuluNatal to meet this challenge.

Leonard Malapane1, Patrick Dorkin2, Roger Purchase3 National Department of Transport, Private Bag X193, Pretoria 0001, Republic of South Africa; Tel: +27 12 309 3543, e-mail: malapanl@dot.gov.za 2 KwaZulu-Natal Department of Transport, Private Bag X9043, Pietermaritzburg 3200, Republic of South Africa; Tel: +27 33 355 8075, e-mail: pat.dorkin@kzntransport.gov.za 3 tpa Consulting CC, P O Box 1575, Westville 3630, Republic of South Africa; Tel: +27 31 266 4168, e-mail: roger@tpa.co.za

ABSTRACT This paper puts into perspective the challenges faced by road authorities in South Africa to maintain one of the countries most vital assets, its roads. Preliminary results indicate that the provinces road network requires a long term sustained maintenance plan. Coupled with the state of the provinces roads is the fact that there are 2.5million unemployed people in KwaZulu-Natal with 1.5 million of these having not finished high school. The only solution for these individuals is to obtain employment in menial tasks and to then try to complete their education while they are employed. The maintenance of rural road assets unlocks these opportunities by targeting the very people who are living in rural municipalities and providing them with long term employment opportunities. The paper describes the milestones achieved over the last 2 years by the role players in the Rural Road Asset Management (RRAMS) Project, namely the National Department of Transport (NDoT), the KwaZulu-Natal Department of Transport (KZN-DOT) and the 10 District Municipalities. The paper also uses the data obtained from this work to present a possible way forward for the various authorities to achieve the countries stated aims of providing all weather access to the majority of its inhabitants.

THE RURAL ROADS ASSET MANAGEMENT (RRAMS) GRANT Through the RRAMS, 21 district municipalities were selected from the 23 poverty stricken presidential nodes and in KwaZulu Natal, all ten (10) District Municipalities were included. The details of the RRAMS project were presented in the Government Gazette Notice No. 34280 – 10 May 2011 which allocated funds to 21 district municipalities in South Africa over a three year period: • Eastern Cape 5 district municipalities; • KwaZulu- Natal 10 district municipalities; • Limpopo 4 district municipalities; and • NorthWest 2 district municipalities. Budgets for the RRAMS Project were set for 3 years and a framework was detailed with goals, outputs, responsibilities and conditions stated. The strategic goal of this grant is to ensure efficient and effective investment in rural roads through the development of Road Asset Management Systems (RAMS) and collection of data. The KZN-DOT’s mandate was to assist district municipalities to set up systems of road and traffic data capture. This included detailed data for the road and its assets and the condition of the various assets such as road pavements, bridges, drainage structures, guardrails and sidewalks. The standards were in line with the Road Infrastructure Strategic Framework for South Africa (RISFSA) guidelines. For the past 2 years the NDOT and KZN-DOT have been assisting the 10 district municipalities in KwaZulu-Natal to collect inventory and condition data of their roads. Although there is much more road asset capturing ahead, the district municipalities have progressed to a stage where some decisions on the way forward can be made.

INTRODUCTION There are 67 950km of paved and unpaved vehicular roads in KwaZuluNatal. The South African National Roads Agency (SANRAL) is responsible for 1 735km of national roads, the KZN-DOT is responsible for 19 950km of provincial roads and the remaining 46 265km fall within the boundaries of the KwaZulu-Natal’s 10 district municipalities. Of the 46 265km of roads 5 640km are surfaced and 40 625km are gravelled. This is a national asset with an estimated Current Replacement Cost (CRC) over R100 billion. Before the South African National Treasury can allocate funds for the maintenance of this national asset, they needed to know the exact length of these roads, the value of the infrastructure on it and the condition of the road and its infrastructure.

EXTENT OF KWAZULU-NATAL’S ROADS Before the start of the RRAMS project the KZN-DOT undertook an extensive survey of all roads in the province which culminated in a spatial database comprising 20 662km of paved and 97 162km of unpaved roads. These roads have been classified according to TRH 26 – South African Road Classification and Access Management Manual (RCAM).

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Table 1: Road classification according to the RCAM model

Table 2: Extent of road network This data reflects the fact that the majority of roads in KwaZulu-Natal are not maintained by a recognised roads authority and also that majority of roads in KwaZulu-Natal are still unpaved.

4. THE KZN RRAMS PROJECT From the RRAMS Grant the district municipalities were advised to appoint service providers experienced in road asset management to fulfil a vital role in the development of strategic and operational capacity within the municipalities. Roles and responsibilities were assigned:

Table 3: Assignment of responsibilities, functions and tasks

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5. SKILLS DEVELOPMENT THROUGH GRADUATE TRAINING One of the biggest challenges faced was the lack of experienced personnel to assist district municipalities to manage their road assets. To address this issue the RRAMS project set up a process of identifying and training unemployed S3/S4 civil engineering candidates who were seeking experiential learning. In time the district municipalities recruited the following numbers to carry out the day to day tasks of the RRAMS project.

5.1 Graduate of training In order to ensure that minimum competencies are achieved, graduates have been exposed to the all aspects of road asset management: • Road inventory data collection; • Road condition assessments; • Quality assurance and control; • Analysis of visual condition data; • Selection, adaptation and training related to network decision s upport systems; • GIS in RAMS; • Tools to develop strategic and annual maintenance plans; and • Management of RAMS 5.2 Planned Outcomes for Graduates The goal of training the graduates is to produce a technically qualified person who can fulfil a meaningful role within the municipal organisation regarding the management of their road assets. Certain planned outcomes for the graduates were outlined at the start of the project. These were • Knowledge of road infrastructure related matters; • Good understanding of policies related to road infrastructure issues - Road Infrastructure Strategic Framework for South Africa (RISFSA); • Knowledge of regulatory elements of integrated transport planning, including ribbon development, traffic engineering, road construction and routine road maintenance; • Report writing skills; and • Development of standards and guidelines

Table 4: Number of graduates employed

5.3 Skills Reporting Each district municipality is required to provide comprehensive skills transfer reporting. The district municipalities report on each graduates progress in their theoretical and practical training.

Figure 1: Graduation class photo

Figure 2: Graduates assessing an unpaved road

Figure 3: Graduates receiving field training

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Regular updates to and from the provincial datasets are managed by the KZN-DOT.

7. VISUAL CONDITION SURVEYS The majority of the district municipalities have completed the first assessment of the condition of their paved and unpaved roads. This exercise was carried out by the graduates according to the Technical Recommendations for Highways TRH9 and TRH12 manuals. The graduates were all given theoFigure 4: Graduates assessing an urban road Figure 5: Graduates doing GIS training retical and practical training on the methods of assessing roads. The subsequent field work was overseen 6. DATA COLLECTION AND UPDATING and supported by individual service providers appointed for the task. One of the primary functions of the RRAMS project is to keep both The service providers supported the graduates and focused on quality the road spatial and inventory data up to date. This process covers and acceptance control. the following: The fieldwork highlighted the fact that the geospatial databases need• Checking road alignments in the field and correcting on GIS; ed substantial correcting with the added challenge that the roads were • Checking road surface types in the field and updating on GIS; sometimes not accessible to normal vehicles due to their poor condition. • Normalising all road links and correcting on GIS; The captured data was submitted to the NDOT who are the custodians • Adding local information to roads such as road names and adding on of all road condition data for the country. GIS; and • Reclassifying roads according to the methodology outlined in the RCAM document. 8. TRAFFIC SURVEYS Additions and modifications to the roads dataset are recorded. Traffic on municipal roads ranged from medium densities in towns to very low densities in rural areas. Traffic count locations were selected Figure 6: Data management cycle from desktop studies to determine the representative traffic volumes over the district municipalities. The graduates were all given theoretical and practical training on traffic counting. Local inhabitants were employed on a temporary basis as traffic enumerators. The captured data was submitted to the NDOT who are the custodians of all road condition data for the country. 9. UPDATING SPATIAL DATA The goal of the Municipal Infrastructure Grant (MIG) is to provide all weather access to within 500m of a dwelling in rural areas and access to all in urban areas. Provincial goals have been set at halving the number of people who do not have an all season road to within 2km of their dwelling and to improve access to social facilities (schools, health care facilities etc). In assessing the visual condition of road classes 1 to 5 the graduates have highlighted an issue regarding the class 6 roads in KwaZulu‐Natal: • There are approximately 48 700km of class 6 roads in KwaZulu-Natal; • A proportion of these roads were constructed for vehicular access in the past but have become inaccessible due to lack of maintenance;

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10. RESULTS FROM THE RRAMS PROJECT THUS FAR There are 5 639.07km of surfaced and 37 479.59km of gravelled roads within the 10 district municipalities. The estimated Current Replacement Cost (CRC) of this asset can be conservatively set at R150 billion. It is planned that these assets will be maintained by either the provincial or municipal authorities. There is no dedicated budget to maintain these roads at present. To put this in perspective, SANRAL presently is responsible for just over 13 000km of non-tolled surfaced roads in South Africa. Their budget for routine, periodic and special maintenance for 2011/12 was R3.2 billion. This figure does not take into account road rehabilitation and upgrading! Surveys undertaken over the last 2 years indicate a clear lack of maintenance of municipal roads. Results of these surveys indicate that a major proportion of the surfaced roads are in a very poor and poor condition. These detailed surveys highlight the need to carry out immediate maintenance and rehabilitation. To delay these actions would put the entire road network at risk. Roads which are in a “Very Poor” to “Poor” state require maintenance interventions to continue performing their designed functions. The type of maintenance activities required are presented below:

• Roads which can be traversed by vehicle have been cut off either by the loss of access over a bridge or culvert or by local erosion; and • Most of these inaccessible roads are located in rural areas. These roads were not included in the initial visual assessments as they were considered inaccessible according to TRH 22. They nevertheless do play a role in providing access for the rural population and therefore must be considered an asset. Assessments of these roads have been carried out in a way which yields the most results with the minimum amount of effort. It was not expected that the entire length of each road be inspected as some of them were only accessible by foot. Graduates located these roads, assessed the possibility of the road being classified as 5 or higher and then described the present limitations to vehicular access. This exercise has and will continue to add Class 6 road to the district municipality. Figure 7: Visual condition ratings for road authorities

Unplanned or Routine Maintenance Routine maintenance is the fixing of certain defects so that a road can still function properly. Think of this as “reactive maintenance.” Examples: Non pavement: Clearing side drains & culverts, vegetation control, line-marking, road signs repair, guard rail repair Pavement: Defects caused by a combination of traffic and environmental effects, for Figure 8: Expenditure categories

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example, crack sealing, patching, edge repair; shoulders re-gravelling and grading.

12. UNPAVED ROADS MAINTENANCE COSTS A large proportion of the unpaved roads in the municipalities require immediate maintenance. This maintenance varies from routine blading to more costly reshaping and regravelling. These figures not only dwarf the paved road annual budget requirements but highlight the dire need for a rationalisation of the unpaved road network in the province. Long term plans for a sustainable road network must include the systematic upgrading of gravel roads to blacktop in order to limit the effects of gravel road building material depletion. From this scenario the annual budgets for routine blading is ±R1.7 billion and for regravelling is ±R1.9 billion.

Planned or Periodic Maintenance Periodic maintenance focuses on treating roads prior to the appearance of distresses. These treatments prolong the life of a road. Periodic maintenance delays future deterioration in other words “preventive maintenance”. Examples: Adding a thin surfacing to improve surface integrity, waterproofing, or skid resistance, without increasing the strength of the road. Road Rehabilitation Rehabilitation is for roads which require restoration rather than maintenance. Roads which are in a very poor condition require additional investigations before the type and extent of the rehabilitation can be determined. It is for this reason that the costs for roads in a very poor condition are usually not costed when doing network level maintenance needs surveys.

13. CONCLUSION The work done over the last 2 years has largely quantified the challenge awaiting KwaZulu-Natal road authorities in the near future. The annual budget required to maintain the condition of the paved and unpaved roads within the municipal boundaries is in excess of R4.6 billion per annum. If this money is not spent the percentage of roads in the “Very Poor” condition will gradually rise. In general roads in a very poor condition require rehabilitation rather than maintenance. The cost of rehabilitation is a factor of 6 times that of maintenance. Quantifying this deterioration scenario would require the collection of additional data which is not yet available but the impact is clear: Delaying the maintenance and rehabilitation of roads in the KwaZuluNatal road network will cause a sharp increase in the annual cost of this annual maintenance costs over time. In other words “A stitch in time may save nine”.

11. PAVED ROAD MAINTENANCE COSTS The RRAMS Division of Revenue Bill intimates that the data generated from the RRAMS project will inform the National Treasury on the future allocation of Municipal Infrastructure Grants. It is accepted that the level of service for a municipal road would be less than that which expected on national or strategic roads. However it is enlightening to compare the overall condition of the paved network of national roads, provincial roads and municipal roads and then extrapolate what the anticipated budgetary requirement is just to maintain the municipal road network. This comparison puts the challenge into perspective. It must be noted that the provincial road network is also presently underfunded (estimates are put at ±0.9 billion per annum). No allowance has been made for the rehabilitation or special maintenance needs of the network in the following figure which has been presented for illustrative purposes. From this scenario the annual budgetary shortfall for maintaining 6 250km of municipal roads is ±R1.0billion per annum.

14. REFERENCES National Department of Transport. S’hambe Sonke – Building Roads to Prosperity – February 2011 National Department of Transport. Road Infrastructure Strategic Framework for South Africa– October 2006 Committee of Transport Officials. TRH 26 South African Road Classification and Access Management Manual Version 1.6 – December 2011 Committee of State Road Authorities. TMH 9 Pavement Management Systems, Standard Visual Assessment Manual for Flexible Pavements. 1992 Committee of State Road Authorities. Draft TMH 12 Pavement Management Systems, Standard Visual Assessment Manual for Unpaved Roads. 2000 Committee of Transport Officials. Draft MRH 22 Road Asset management. March 2013 Government Gazette - Division Of Revenue Act (DORA) for Rural Roads Asset Management (RRAMS Grant). 2011/2012

Figure 9: Extrapolated maintenance needs for municipal roads

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SIMPLE TOOL FOR ANNUAL ESCALATING ȍAND DEǧESCALATINGȎ INFRASTRUCTURE VALUE BASED ON THE CONSTRUCTION PRICE ADJUSTǧ MENT FACTOR

assist with the provision of accurate infrastructure asset valuations. In many cases infrastructure asset valuation data or the unit rates derived from pre-existing infrastructure costing data that is available tends be historic. This presents a challenge in terms of the alignment between the age of the valuation data and the age of the infrastructure being evaluated, due to the effect of inflation on the buying power of money. There are several measures or inflation rates that can be utilised to reflect this erosion in the purchasing power of money. The most commonly used measure for price inflation is the Consumer Price Index (CPI) which is usually calculated as a measure of the average change over time in the prices paid by urban consumers for a market based basket of consumer goods and services. Another measure is the Producer Price Index (PPI) which measures the average change in prices received by domestic producers for their output. However, since municipal infrastructure is created through civil engineering works, the infrastructure will be not representative of the typical goods and services that an average ‘urban consumer’ uses nor the average price of the national produce output. Thus, using the CPI or PPI as measures for determining the value of municipal infrastructure is not ideal as these indices will not be representative of the civil engineering construction industry. This paper outlines an approach for utilising the Contract Price Adjustment formula, that is used in the construction industry and in particular in civil engineering construction to compensate contractors for the escalation in costs over time, for escalating and de-escalating the value of municipal infrastructure assets. As the Contract Price Adjustment (CPA) is widely accepted in the civil engineering construction industry and is an effective measure of cost escalation (i.e. inflation), it would thus provide a more representative measure of the expected escalation and deescalation in costs of municipal infrastructure. The approach presented in this paper provides a tool that can be used to update infrastructure values based on a rational assessment of data provided by the South African Statistical Service that avoids the huge costs associated with maintaining and updating a database of infrastructure costs and without having to go back to first principles every year.

HMS Belmonte Aurecon, Lynnwood Bridge Office Park, 4 Daventry Street, Lynnwood Manor, 0081; E-mail halbelmonte@aurecongroup.com ABSTRACT Municipalities are under a legislative imperative to compile asset registers that account for all their assets and provide accurate annual valuations of their assets, in particular their infrastructure assets. It is also considered best practice for municipalities to prepare infrastructure asset management plans. The need to value infrastructure assets and specifically to determine the asset current replacement cost has increased significantly in the recent past. The determination of asset replacement cost would ideally be determined from historic cost data at every instance. However, given the lack of historic cost data and the effort required to collect and analyse this data, it is often more effective to extrapolate the value from previous estimates with the allowance for a suitable escalation that is more representative than the global Consumer Price Index (CPI) within the municipal infrastructure/finance sphere. This paper presents a simple tool that was developed to escalate and deescalate infrastructure values based on the various Contract Price Adjustment Factors. INTRODUCTION Municipalities in general are infrastructure intensive organisations that are dependent on their infrastructure assets to deliver the services required to meet the needs of the people in the communities they serve. In order to effectively manage their infrastructure, Municipalities need to have a good understanding of the value of their assets. This is important for service delivery as the value of the infrastructure assets tends to form the basis for determining the operations and maintenance budgets which directly contributes to the levels of service that the municipality can provide through their infrastructure. Under the Municipal Finance Management Act of 1999 No.56 of 2003, municipalities are required to account for their assets in compliance with Generally Recognised Accounting Practice (GRAP). Most municipalities provide services to their communities by means of their infrastructure assets that account for the largest portion of the value of all their assets on their balance sheet, which is prepared as part of the annual financial statements that are audited by the Auditor General. Where depreciated replacement cost is used as a valuation methodology, the determination of the current replacement cost is a critical step in the valuation. The determination of the current replacement cost is also essential for the preparation of asset management plans that have been advocated as best practice in South Africa. The challenge with valuing infrastructure assets lies in the availability, or more accurately, in the lack of availability of accurate costing data for the broad spectrum of infrastructure assets that are typically owned by municipalities. Ideally, first principal modelling could be utilised to determine the valuation of infrastructure assets, but the time and data requirements for implementing this approach are onerous which tends to make the costs associated with this approach prohibitive. Unfortunately there is no national database or methodology in place that can

2. APPROACH 2.1 Introduction Most engineering construction based contracts contain provisions for adjustments to changes in cost (i.e. price escalation) utilising a price adjustment formula to take into account the increases or decreases in the costs of labour, equipment, plant, material and fuel over the period of the contract. It is the general practice that the client of the works specifies the exact formula that is used for the contract; however standard formulae for determining the escalation have been developed, in South Africa by: the South African Institution of Civil Engineering (SAICE), South African Federation of Engineering Contractors (SAFCEC) and the Steel and Engineering Industries Federation of South Africa (SEIFSA), and internationally by the FédérationInternationale Des IngénieursConseils (FIDIC), French for the International Federation of Consulting Engineers. The approach followed in this paper utilises the formula developed by the SAICE for determining the price escalation for construction works. 2.2 The Formula The formula accepted and approved for inclusion in the General Conditions of Contract for Construction Works (SAICE 2010), is based on the Haylett Formula for escalation, which has been adopted by the industry and it has been accepted by SAICE, Construction Industry Development Board (CIDB) and SAFCEC. The expression utilised by SAICE to calculate the Contract Price Adjustment Factor (fCPA), is presented in Equation 1.

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Index, the Plant Index, the Materials Index, the Fuel Index along with the weighting coefficients (for labour, contractor’s equipment, materials and fuel) must first be determined. This section details how each of the required indices and coefficients are determined, then utilised to calculate the CPA.

(1) Where: • “x” is the proportion of the contract value that is not subject to adjustment (i.e. the fixed portion), and unless stated otherwise in the contract the fixed proportion will be 0.10 or 10%. Thus the portion that will be subject to adjustment is 0.9 or 90% of the contract/claim value. • “a”, “b”, “c” and “d” are the coefficients contained in the contract which are deemed, irrespective of the actual constituents of the work, to be representative of the proportionate value of labour, contractor’s equipment, materials (excluding specialist materials which must be separately stipulated in the contract) and fuel respectively. The arithmetical sum of “a”, “b”, “c” and “d” must be equal to unity. Thus these coefficients are effectively weighting factors that account for the proportion of the labour, plant, material and fuel values of the construction works being carried out. • “L” is the Labour Index, the value for which is taken as the CPI for labour in the province where the work is to be carried out as published by Statistics South Africa (Stats SA) in their Statistical News Release P0141.1. • “P” is the Plant Index, the value for which will be taken as the Producer Price Index for Civil Engineering Plant as published by Stats SA in Table 12 of their Statistical News Release P0142.1. • “M” is the Materials Index, the value for which will be taken as the Civil Engineering Producer Price Index for materials as published by Stats SA in Table 11 of their Statistical News Release P0142.1. • “F” is the Fuel Index, the value for which will be taken as the Producer Price Index for Diesel at wholesale level for the area where the contract is being carried out as published by Stats SA in Table 12 of their Statistical News Release P0142.1. For “L”, “P”, “M” and “F” the suffix “o” denotes the base indices applicable to the base time frame (month or year) that will be utilised in the determination of the fCPA, and the suffix “t” denotes the current indices applicable to the future time frame (month or year) that will be utilised in the determination of the fCPA. The price adjustment amount is determined by multiplying the original applicable/relevant amount by the fCPA. In summary the expression in Equation 1 provides a multiplication factor to adjust what the contractor is paid for, to reasonably account for the effects of inflation that occur within in the civil engineering construction industry over the period of the contract. Hence the formula in Equation 1 provides an effective inflation adjustment mechanism for the civil engineering construction industry that can be calculated based on published CPI and PPI indices that are germane to the civil engineering construction industry. Considering that the current replacement cost value of any given municipal asset needs to be representative of the cost that would be incurred if that same asset had to be constructed in the same location to provide the same service, utilising the CPA to determine the escalation in value of municipal assets due to inflation would provide a more representative measure than simply scaling the municipal asset value by CPI or PPI rate. Utilising the fCPA, in Equation 1 it is thus possible to determine the multiplication factor (i.e. the percentage change) for adjusting the value of municipal infrastructure to accommodate for inflation.

3.2 The Indices 3.2.1 Introduction The indices for the Labour Index, Plant Index, Materials Index and Fuel Index are taken from the Statistical News Releases P0141 and P01421, which published by Stats SA on a monthly basis (Stats SA 2012). The first consideration that needs to be taken into account is that Stats SA calculates the CPI and PPI on a base year and every few years they change the base year. The base year for the CPI at the time this study was conducted was 2008, previously it was 2000 and before that it was 1995. Stats SA provides a conversion factor to change the indices from the current base year to the equivalent indices for the previous base year. As we would like to determine the change from 2001 onwards, it was decided to use the year 2000 as the base year for the CPI in this study. This means that for the CPI we would need to utilise the conversion factor to convert the newer CPI indices from the 2008 base year (where 2008 = 100) to the 2000 base year (where 2000 = 100). Presented in Table 1 is the conversion factor for determining CPI Indices for the nine provinces from the 2000 base year (where 2000 = 100) to the 2008 base year (where 2008 = 100), where the provinces are listed by their initials. Table 1: Conversion Factor for Determining the CPI Indices from the 2008 Base Year to the 2000 Base Year

Presented in Table 2 is an example of how the conversion factor for determining CPI Indices from one base year to another, for the 2000 base year to the 2008 base year (and visa-versa). In effect to convert a CPI index from the 2008 base year (where 2008 = 100) to the 2000 base year (where 2000 = 100), simply multiply the CPI indices for 2008 base year by the Conversion factor (1.6191) to get the equivalent indices as per the 2000 base year.

3. METHODOLOGY 3.1 Introduction In this methodology the Haylett Formula as adopted by SAICE for determining the CPA was used to calculate the fCPA, for the municipal financial year from 2001/02 to 2011/12. However in order to use the expression in Equation 1, the required indices data for the Labour

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Table 2: Using the Conversion Factor for Determining the CPI

to urban area”; then between January 2007 to December 2008 the data for the Labour Index could be found in Table 7.1, also titled “Consumer Price Index and percentage change according to area”; and then in January 2009 onwards the data for the Labour Index can be found under Geographic Indices and CPI per Province in Table A, titled “Consumer Price Index: Indices and percentage changes”. Furthermore in 2001 the CPI provincial data for the Limpopo Province was presented under Northern Province. An average of the provincial indices was calculated to provide an indicative Labour Index for the whole of South Africa. The Labour Index data was collected from Stats SA from January 2001 to September 2012, from Stats SA’s monthly Statistical release P0141.1. Considering that municipal infrastructure valuations tend to coincide with the municipal financial year, an average Labour Index for the municipal financial year was determined by averaging the Labour Index values for each month of the municipal financial year (i.e. July to June). This was calculated for the municipal financial year from 2001/02 to 2011/12, the results are presented in Table 3.

The base year for the PPI at the time of this study was conducted was 2000, which means that there were no issues with regards to converting the indices data from one base year to another, for the period being examined (i.e. the municipal financial year of 2001/02 to 2011/12). 3.2.2 CPI - Labour Index The Labour Index is taken as the CPI according to urban area that is published by Stats SA in their monthly Statistical release P0141.1 Consumer Price Index publication. The CPI index values are published for each province in the “Consumer Price Index and Percentage Change According to Urban Area Table” in publication P0141.1 is taken as the Labour Index for each province (as required by the expression in Equation 1). It should be noted that the format of Stats SA, Statistical release P0141.1 Consumer Price Index has changed over the years. This means that the Table in Stats SA, Statistical release P0141.1 Consumer Price Index for determining the Labour Index values changed. Between January 2001 to December 2006 the data for the Labour Index could be found in Table 21, titled “Consumer Price Index and percentage change according

Table 3: Labour Index Values per Province for each Financial Year

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In Table 3 the provinces are listed by their initials and the ZA refers to the average value calculated for the whole of South Africa.

Table 4: Plant Index, Material Index and Fuel Index Values for each Municipal Financial Year

publish guidelines for the coefficients. The coefficients recommended in the February 2009 guidelines obtained from the SAFCEC website, as published by the CIDB under the “Compiler Guidance Note - Component document: C1.2 - Contract Data” (CIDB 2009) are presented in Table 5. A simple statistical analysis of the figures presented in Table 5 is presented in Table 6. From Table 5 it can be seen that majority of the work categories (1, 2, 3a, 3b, 4, 5 and 6) are readily associated with Roads and Stormwater infrastructure, although work categories 1 and 6 could also be found in

3.2.3 PPI - Plant Index, Material Index and Fuel Index The Plant, Material and Fuel Indices used in Equation 1 are specific PPI values that are published by Stats SA in their monthly Statistical release P0142.1 Consumer Price Index publication. The Plant Index is taken as the “Civil Engineering Plant” index as published in Table 12, titled “Producer Price Index for Selected Materials’, of the Statistical News Release P0142.1.

Table 5: Guidelines for the Coefficients for the Contract Price Adjustment as published by the CIDB

other service sectors of municipal infrastructure (such as Water, SanitaThe Material Index is taken as the “Civil Engineering” index as pubtion, Solid Waste and Operational Building etc.). Work categories 8 and lished under Building and Construction in Table 11, titled “Producer 9 would be associated with Water and Sanitation and work category 7 Price Index for Materials Used in Certain Industries”, of the Statistical can be associated with buildings. News Release P0142.1. Although the work categories provided by the CIDB coefficients table The Fuel Index is taken as the “Coast and Witwatersrand” index as seem to be dominated by the construction of roads, which tends to published under Diesel Fuel in Table 12, titled “Producer Price Index for account for only Selected Materia part of the als”, of the StaTable 6: Statistical Analysis of Coefficient Values in CIDB Guideline total municipal tistical News Reinfrastruc ture lease P0142.1. value, it is posThe Plant Insible to identify dex, Material work categories Index and Fuel that could be Index data was grouped into collected from broad classes of municipal infrastructure. In a typical municipality, Stats SA from January 2001 to September 2012 from Stats SA’s monthly the value of the Roads and Stormwater assets generally accounts for Statistical release P0142.1. around 30% of the total value of the municipal assets and Water and Similarly to the Labour Index an average Plant Index, Material Index Sanitation infrastructure assets together can typically account for up and Fuel Index for each municipal financial year was determined by to 30% of the total value of municipal infrastructure assets. This leaves averaging the Labour Index values for each month of the municipal about 40% of the total value of municipal assets that would comprise financial year (i.e. July to June). This was calculated for each municipal of Operational Buildings, Community Facilities, Public Amenities, financial year, from 2001/02 to 2011/12, the results are presented in Solid Waste and Electrical infrastructure assets. Using these guideTable 4. lines based on the authors experience of municipal infrastructure and in particularly the typical composition of municipal infrastructure in 3.3 The Coefficients terms of value, a weighting factor was assigned to each work category The coefficients used in Equation 1 are generally pre-defined and statin Table 5 order to provide a more representative measure of the value ed in the contract for the civil engineering works. The sum of the four of infrastructure associated with municipalities. coefficients are required to add up to unity. The CIDB and the SAFCEC

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Table 7: Weighting of Coefficients to Represent Typical Composition of Municipal Infrastructure

3.4 Calculating the Contract Price Adjustment Utilising the values in Table 3 for the Labour indices, Table 4 for the Plant, Material and Fuel indices, Table 8 for the coefficients, and taking the non-adjustment portion to be 0.1 as per the SAICE guidelines, the fCPA can be determined using the formula in Equation 1. It should be noted that the base year for the calculations will be the municipal financial year of 2000/1 for which all the indices will be taken as 100. The results of these calculations are presented in Table 9. In Table 9 the fCPA was calculated using the expression in Equation 1; the Effective Value is the nominal value for the asset based on the value

These weighting factors were then applied to each work category and the resultant sum for coefficient components are then added to determine a suggested labour, plant, materials and fuel coefficient, these results are presented in Table 7. The coefficients for the suggested weightingâ€™s in Table 7 were then rounded up and down, based on the statistical trends presented in Table 6, to provide the overall recommended coefficients that will be used to calculate the CPA which should be more representative of municipal infrastructure than the figures provided in the guideline (CIDB 2009), the results are presented in Table 8.

Table 8: Final Recommended Coefficients for Municipal Infrastructure

Table 9: Contract Price Adjustment Factor Calculated from the 2001/2 to the 2011/12 Municipal Financial Year

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of the asset in the base municipal financial year (2000/01), which for this study was taken as a nominal value of 1000; the CPA Value represents the difference between in the asset value from the previous year (municipal financial year) to the current year (municipal financial year), taking the value in the base municipal financial year (2000/01) to be 1000; the Base Year % Change is the percentage difference between the value in the municipal financial year from the base municipal financial year (2000/01); the Base Year Multiplication Factor represents the figure that needs to be multiplied to an asset value in the base municipal financial year (2000/01) in order to determine its value in the municipal financial year in question; the Year to Year % Change is the percentage change in asset value from the previous municipal financial year to the current municipal financial year; and the Year to Year Multiplication Factor represents the figure that needs to be multiplied to an asset value in the previous municipal financial year to determine it value in the current municipal financial year. It should be noted that the values provided for the Base Year % Change and the Base Year Multiplication Factor always refer from the current municipal financial year to the base municipal financial year (2000/01). This means that in order to determine the escalation in value of an asset from the base municipal financial year (2000/01) to the 2009/10 municipal financial year, the value of the asset in the base municipal financial year is multiplied by the Base Year Multiplication Factor of the 2009/10 municipal financial year to provide the value of the asset in the 2009/10 municipal financial year. Similarly to deescalate from the 2007/08 municipal financial year asset value to the base municipal financial year (2000/01), the value of the asset in the 2007/08 municipal financial year is divided by the Base Year Multiplication Factor of the 2007/08 municipal financial year to determine the value of the asset in the base municipal financial year (2000/01). This also means that in order to determine the escalation/de-escalation from one non base year to another non base year, the value of the asset must first be determined for the base year by dividing the first years asset value by that years Base Year Multiplication Factor, then the value of the asset in the base year must be multiplied by the Base Year Multiplication Factor of the second year to determine the assets value in the second year. Alternatively the Year to Year % Change and the Year to Year Multiplication Factor provides the step change between municipal financial years. Thus in order to determine the escalation from the 2004/05 municipal financial year to the 2005/06 municipal financial year, the value of the asset in the 2004/05 municipal financial year is multiplied by the Year to Year Multiplication Factor of the 2005/06 municipal financial

successively for every year in between the two years. Overall the Year to Year % Change best shows how the asset value changes over the municipal financial years, thus the Year to Year % Change value will be used as the CPA based â€˜inflationâ€™ rate for municipal infrastructure, designated the percentage Contract Price Adjustment (%CPA).

4. COMPARISON OF %CPA TO CPI AND PPI 4.1 Introduction In order to understand the significance of the value of the %CPA it is best considered in comparison to the headline inflation rates for the CPI (for all items in all urban area in South Africa) and PPI (for domestic output of all industry groups in South Africa). This section details how the CPI and PPI values are determined for each municipal financial year and then a comparison between the %CPA, CPI and PPI is presented. 4.2 CPI The headline CPI is the CPI determined for all items in all urban area in South Africa, and this is the figure that is widely reported in the media as the %CPI. The headline CPI is published monthly by Stats SA (in their Statistical release P0141.1 Consumer Price Index), but historical records are also available from the Stats SA Website (Stats SA 2012). The headline CPI figures (both the index and the % change) from January 2000 to September 2012 were obtained from the Stats SA Website. The headline CPI index values obtained were based on the 2008 base year (where 2008 = 100) and these values were converted to the 200 base year (where 2000 = 100) as per the conversion factor in Table 1. Similarly to the Labour Index, Plant Index, Material Index and Fuel Index that was calculated for each municipal financial year, the Headline CPI (annualised %) was determined by averaging the %CPI values for each month of the municipal financial year (i.e. July to June). Thus an annual municipal financial year %CPI was calculated for the municipal financial years from 2001/02 to 2011/12 along with a multiplication factor and the results are presented in Table 10. 4.3 PPI The headline PPI is the PPI determined for domestic output of South African industry groups, and this is the figure that is widely reported in the media as the % PPI. The headline PPI is published monthly by Stats SA (in their Statistical release P0142.1 Producer Price Index), but historical records are also available from the Stats SA Website (Stats SA 2012). The headline PPI figures (both the index and the % change) from

Table 10: Annual Municipal Financial Year %CPI from 2001/02 to 2011/12

year to provide value of the asset in the 2005/06 municipal financial year. Similarly to de-escalate from the 2010/11 municipal financial year asset value to the 2009/10 municipal financial year asset value, the value of the asset in the 2010/11 municipal financial year is divided by the Year to Year Multiplication Factor of the 2010/11 municipal financial year to provide value of the asset in the 2009/10 municipal financial year. This also means that in order to determine the escalation/de-escalation from one year to several years before or after, the value of the asset will have to first be escalated/de-escalated each year

January 2000 to September 2012 were obtained from the Stats SA Website. The headline PPI index values obtained were based on the 2000 base year (where 2000 = 100). Similarly to the Labour Index, Plant Index, Material Index and Fuel Index that was calculated for each municipal financial year, the Headline PPI was determined by averaging the %PPI values for each month of the municipal financial year (i.e. July to June). Thus an annual municipal financial year %PPI was calculated for the municipal financial years from 2001/02 to 2011/12 along with a multiplication factor and the results are presented in Table 11.

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Table 11: Annual Municipal Financial Year %PPI from 2001/02 to 2011/12

In general it can be seen in Table 12 that the %CPA follows a similar trend to the headline CPI and PPI figures, although the %CPA is often an extreme value (either above or below) both the CPI and PPI and this

4.4 Comparison of Inflation Indices In Section 3.4 the annual (based on the municipal financial year) %CPA was calculated, in Section 4.2 the annual (based on the municipal finan-

Table12: Comparison between Calculated Annual %CPA, CPI and PPI, based on Municipal Financial Years

is presented graphically in Figure 1. This suggests that there is a sound basis for using the %CPA value rather than the CPI or PPI values usually used to account for inflation in the value of infrastructure as the %CPA tends to provide significant variances against the other two measures of inflation.

cial year) % headline CPI was determined and in Section 4.3 the annual (based on the municipal financial year) % headline PPI was determined for the 2001/02 to 2011/12 municipal financial years. These figures are presented in Table 12 and allow a comparison to be made of the %CPA against the two headline inflation indices the CPI and PPI.

Figure 1: Calculated %CPA, Headline CPI and PPI form the 2001/02 to 2011/12 Municipal Financial Years

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5. CONCLUDING REMARKS In this paper the formula for calculating the price escalation for civil engineering construction works developed by SAICE was utilised to calculate an annual percentage inflation based on the municipal financial year, the %CPA, for municipal infrastructure that is based on the more representative inflation in the civil engineering construction industry from 2001/02 to 2011/12. The %CPA has been compared against the headline CPI and PPI figures (also based on the municipal financial year) and these results are presented in Table 12 and shown as a graph in Figure 1. It is recommended that when determining the escalation or de-escalation in the value of municipal infrastructure over the municipal financial years that the %CPA figure is used, rather than the CPI or the PPI, as it is based on the inflation that would have been experienced in the civil engineering construction industry from which municipal infrastructure is created and therefore will provide a more representative estimate of the inflation incurred by municipal infrastructure. The tool presented in this paper will assist Municipalities by providing them with a means to determine the value of infrastructure, at a particular date, in a consistent, easier and more cost effective manner, which in turn should enable Municipalities to better understand the budgetary requirements they will need to maintain and operate their infrastructure in order to provide the services needed by their communities. Furthermore as Municipalities are obligated to provide accurate account of their infrastructure assets in their annual reports to the AG, the tool presented in this paper provides a method for determining infrastructure values, at any base date, in an easy, consistent and affordable way (as it avoids the huge costs associated with maintaining and updating a database of infrastructure costs). Thus reducing the burden on Municipalities in meeting their legislative obligations, by reducing the time and cost of determining appropriate time related infrastructure values for their asset registers.

REFERENCES CIDB2009,Compiler Guidance Note - Component document: C1.2 - Contract Data, Construction Industry Development Board, accessed October 2012, < http://www.cidb.org.za/documents/pdm/toolbox/> SAICE 2010, General Conditions of Contract for Construction Works, South African Institution of Civil Engineering, Second Edition 2010 Stats SA 2012, StatsOnline, Statistics South Africa, accessed October 2012, <http://www.statssa.gov.za/>

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DWA: WATER SERVICES ASSET MANAGEMENT STRATEGY: INTRODUCTION AND GUIDELINE ON DEVELOPING AN ASSET MANAGEMENT PLAN

(e.g. financial and environmental legislation, including any regulatory regime (e.g. regulation of drinking water quality).

2. PROBLEM STATEMENT South Africa has progressed well with legislating for IAM in the water services sector, and many WSIs deliver infrastructure services reliably, without unscheduled interruption, and according to speciation. These WSIs have skilled staff, and the management of infrastructure assets and services is sufficiently budgeted for. However, where WSIs are not prioritising IAM, where there may be insufficient political will, and where skilled staff and budgets are not available, there has been failure of service provisioning which, in the worst cases, has resulted in total collapse of service provisioning. A key requirement of water services legislation is for WSIs to develop and apply IAM through their Water Services Development Plans (WSDPs) and water board business plans. To date these plans have focused more on the development of new infrastructure to address the basic services backlog, and less on the IAM requirements over the life of existing and new infrastructure.

Mark Bannister and Tenda Rasikhanya Department of Water Affairs, Private Bag X313, Pretoria 0001, South Africa E-mail: bannisterm@dwa.gov.za and RasikhanyaT@dwa.gov.za ABSTRACT Managing Infrastructure assets to meet people needs has existed since humans first began building infrastructures to meet the need intended by those particular infrastructures. Water services infrastructure cannot be allowed to deteriorate to crisis levels, impacting and affecting national government’s growth and poverty reduction targets. The work by the Department of Water Affairs (DWA) and others in assessing and documenting the state of water services infrastructure, served to underline the need for a Water Services Infrastructure Asset Management (IAM) Strategy, and the importance of it being programmed, budgeted for, and implemented without delay. The development of this Strategy is a key milestone signalling determination on the part of DWA as sector leader, and its partners, that increasing attention be paid to water services IAM. It is part of a broad set of initiatives to improve IAM at all levels of government. It is written as a road map of commitment and intention for DWA and its partners at national level; a statement of the rationale for and a specification of the high-level actions required to empower and guide Water Services Institutions (WSIs) in practicing sound IAM practices. It is also written to inform WSIs on the support they can expect, and will also be useful in holding national government and its partners to account, and to contribute to a shared vision of appropriate support. To compliment the Strategy, the Department has also written a Guideline document to assist Municipalities in developing an Asset Management Plan. This Guideline will be presented with copies being distributed at the conference together with the Strategy.

3. VISION, AIM, OBJECTIVES AND PRINCIPLES 3.1 Vision The vision, the Strategy has for the sector is that proper life cycle management of water services assets are fully integrated into the water services business of all WSIs in South Africa. 3.2 Aim The aim of this Strategy is that DWA and its partners will empower and guide WSIs to practice sound IAM, aimed at ensuring optimal utility from public investments in water services infrastructure, and the reliable and sustainable meeting of service delivery obligations. 3.3 Objectives The objectives of this Strategy are to: • Create a platform for coordination of principal role players to support WSI IAM as a matter of national priority. • Address water services infrastructure failures in targeted WSIs in the short term, and effect improvements that can be publicised in order to demonstrate the benefits of IAM. • Develop in the water services sector in the longer term a culture of sustained improvement in the management of infrastructure.

1. DEFINITION OF INFRASTRUCTURE ASSET MANAGEMENT Infrastructure Asset Management (IAM) is an integrated process of decision-making, planning and control over the acquisition, use, safeguarding and disposal of assets to maximise their service delivery potential and benefits, and to minimise their related risks and costs over their entire life. Thus IAM includes operation of infrastructure assets, and also planned maintenance and repair, refurbishment and renewal, and provision for replacement of the infrastructure. This definition indicates that IAM: • Takes an organisation-wide perspective and draws upon applicable principles and techniques in the management, engineering, accounting and social sciences (including human resources). • Has an outcomes focus (i.e. a focus on outcomes such as maximisation of service delivery potential, protection of the ability of the infrastructure network(s) to deliver services, cost effectiveness and efficiency). • Confers a custodianship role on the managers of infrastructure and their political leaders – i.e. that they are the “custodians”, responsible for the lifelong sustainable operation of the infrastructure, and for service delivery not only to the current users of the infrastructure, but to future users as well. • Must take into account both consumer expectations (including levels of service, and cost of the service) and the legislative environment

3.4 Principles The following principles underpin this Strategy: • Systems approach. IAM planning must look at the entire delivery chain (i.e. delivery of water services), identify the constraints within the system as a whole, and then methodically address these, prioritising the most serious constraints. • IAM is an integral part of ongoing service delivery. As an integral part, IAM is a continuous process, not a once-off project or an event. It is a process firstly in the sense that improvement must be planned, and improvement must be progressive. It is a process secondly in the sense that improvement is not static – demands, performance objectives, technologies all change with time, and infrastructure is subject to wear and tear and to obsolescence. And it is a process thirdly in the sense that infrastructure management and improvement in infrastructure management is, or should be, a day in and day out duty of the owners of that infrastructure. • Water services focus. This Strategy addresses improvements in the practice of water services IAM, as opposed to the management of water resource infrastructure or other municipal infrastructure such as roads and stormwater, electricity, solid waste facilities or public amenities.

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4. BENEFITS, SCOPE AND PROCESS OF IAM 4.1 Benefits of IAM It is internationally recognised that the application of IAM practices has numerous benefits for asset owners, the beneficiaries of infrastructure services and other stakeholders

• IAM focus. Numerous challenges are encountered in IAM, such as the lack of technical expertise. This Strategy recognises the broad array of challenges with which infrastructure managers are presented, but concerns itself with the formulation of priority actions to address IAMspecific issues. • Recognition that water services delivery is both a human right and commodity-based. Water services infrastructure is utilised to treat, transport or store a commodity – i.e. water. The quality of water services is directly linked to the protection of water as a scarce resource, the quality of potable water and its impact on health and safety, and the quality of discharge into river systems. • Outcomes-based. Each priority must be outcomes-based and measurable. • An appropriate mix of short term successes and long term sustainability. Properly managed infrastructure assets have life spans that can be measured in decades, and thus the full benefits of IAM are felt over successive generations. Whereas this Strategy recognises that the full establishment of IAM practices has a medium to long-term horizon, it also recognises that short-term successes are not only possible but are required to establish credibility, harness support and to improve failing service standards. • Promotion of an integrated, inter-disciplinary and inter-sectoral approach. IAM operates at the interface of several functional disciplines, some of which include accounting and finance, town and regional planning, and engineering. The role of communities and of political leadership is also important – the latter sometimes of overriding importance. This Strategy promotes appropriate inter-disciplinary and inter-sectoral alignment, and thus an integrated approach to IAM. • Focus on the key challenges, and prioritise. Numerous challenges present themselves in the management of water services infrastructure. The Strategy recognises that only a select group of challenges can be addressed at any one time, and that the key challenges that impede the adoption and practice of sound IAM must receive priority attention. • Adoption of the Pareto (80/20) Principle. This Principle states that a small proportion of the full effort required to achieve a particular result generally achieves close to the desired result. And that further efforts are often subject to diminishing returns. This is sometimes stated as “80% of the full result from 20% of the full effort”, or the 80/20 Principle (or rule). It is usually valid for IAM. (Extending this thinking, a “scan” effort, to determine as quickly as possible where the most critical problems lie, followed by the first steps of what would be a longer improvement process, would often be worthwhile. This effort can, quickly and cheaply relative to a more thorough effort, both bring about some rapid incremental improvement and also ascertain the extent of a problem and how much further effort would be required.) • No one size solution fits all. While the general principles of IAM remain valid for all institutions, the priorities differ from institution to institution, and also change with time – as do the techniques, the technological and non-infrastructure options and other factors. • Start with the basics, and get them right. The approach must be incremental. Do not attempt to progress further until the basics are right. Address the weakest links in turn – and as each is improved and is no longer the weakest link, attend to the new weakest link. Where there is strength, support it, and build on it. • Political, management and operational focus. All levels must commit to IAM in order for it to be successful – from politicians who ensure political will, legislative compliance and community requirements, to planning by management, to implementation at the operations level.

Figure 1 – Benefits Summary Effective management of infrastructure is central to public sector institutions that seek to provide an acceptable standard of services to the community. Infrastructure impacts on the quality of living environment and economic health. Not only is there a requirement to be effective, but the manner in which the institutions discharge their responsibilities as public entities are also important. They must demonstrate good governance and consumer care, and the processes adopted must be efficient and sustainable. Councillors and officials are custodians on behalf of the public of infrastructure assets, the replacement value of which, even in a small municipality, can amount to several hundred million Rand, and in larger ones, to several billion Rand. An integrated IAM process and programme will have a very significant positive impact. It will: • Assist public sector infrastructure owners to improve decision making about their capital plan requirements. • Change cultures, with the aim of instilling an integration of information and decision making across all owners of public sector infrastructure (including through different spheres of government). • Provide an environment for more productive relationship with government stakeholders and consumers. • Provide a cradle-to-grave picture of their IAM that will guide owners in their planning and sustainable implementation of IAM. • Focus institutions on providing services that will improve in quality over the short, medium and long term. • Enable institutions to identify and maintain key assets, which will lead, among other things, to fewer instances of non-compliance with national standards (e.g. drinking water quality regulations). The business model for IAM must focus on minimising the lifetime total costs of infrastructure assets, while still achieving service goals with respect to: • Delivering those services, and meeting goals with respect to reliability. • Complying with statutory requirements with respect to, for example, quality and resource usage. • Buying new capital assets. • Operating current assets. • Maintaining current assets. • Refurbishing and renewing assets. • Replacing aged assets. • Disposing of non-functional assets.

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5. SCOPE AND PROCESS OF IAM IAM is not a once-off or external intervention. It must become integrated into the operations of the institution owing or managing the infrastructure. Furthermore, it must be a process that involves continuous improvement. However good or bad the IAM of an institution currently is, the performance cycle must be upwards. For example, knowledge of assets might be minimal to start with, but improved asset O&M will lead to improved performance and more effective service delivery, and all the time knowledge of assets will be improving. If knowledge of assets is good to start with, then attention might focus on improving demand prediction, risk analysis, and identifying optimum technological solutions. In brief, the scope and process of IAM constitutes: • Assets can only be managed if they are known about. Thus, at minimum, there must be knowledge of at least those assets most critical to service delivery – what they are, where they are, to what extent they are still working, and their capacity. • The level of service of each infrastructure facility or component must be known, including its capacity, and relationship to demand – how much spare capacity is there? • There must be knowledge of current demand and prediction of demand; and whether an asset is still required, whether an asset needs its capacity supplemented, etc. • Finance is of fundamental importance. Can the infrastructure owner afford to manage the assets, given the costs of operation and of maintenance, and of renewal and recapitalisation? If the costs cannot be afforded, what are the consequences? To what extent is finance dependent on revenue derived both directly and indirectly from provision of the service? And to what extent is the overall viability of the owning institution dependent on that revenue? Then – can the owner afford not to manage the assets, given the loss of revenue, loss of amenity, and other losses were the infrastructure to deteriorate and the service delivery to be hampered? • Planning is also of fundamental importance. How will the infrastructure be managed, and the service provided – bearing in mind that IAM involves people, processes, systems and finance? This needs to be set out in an IAM plan (which can be very simple to start with). Improved service delivery leads to improved finances, then to better IAM planning (which is the current focus of implementation of the strategy), better knowledge of the assets, and so on, leading to improved service delivery – and the cycle of improvement continues.

An AMP is a critical management tool that introduces discipline and logical processes into the planning of an organisation’s activities around the infrastructure that falls within their responsibility. And once again it is a legal requirement just like a driving licence! The consequences of a good AMP are numerous and these will be highlighted in the “Getting Started” guideline document, however it will include sustainability of the infrastructure that you are responsible for, effective operation and maintenance of the equipment which will lead to a better quality of product (working towards or maintaining Blue and Green Drop status) with fewer breakdowns, continuity of service delivery as the needs of the consumers change over time, greater understanding of what is required to continue effective delivery, prioritising interventions, and across the board there will be massive cost saving because of efficiency, reduced leakage, productive staff, unnecessary replacement of equipment, good planning to ensure the most appropriate delivery of services, and so it goes on... 6.2. What Are The Key Ingredients? There are five key ingredients identified below that are essential for developing an effective Asset Management Plan. These are as follows: • The first ingredient is the Scope of what you are responsible for. In the case of a Municipality – what is your area of jurisdiction, how many people do you have, what level of services is existing and what is planned for in the future – if the Scope was a cake – it is the size of the cake, how many it will feed, now and tomorrow and whether it is basic sponge cake or a glitzy cheese cake. To use the cliche of “You can’t manage what you don’t know” may be a little tacky to apply, but at the same time, it is so true. • The most important ingredient in your Asset Management Plan, around which everything else is subservient, is the Asset Register - it is the flour in the bread, the grape in the wine, it is the players in the soccer team. The Asset Register provides a logical approach to establishing the ‘know’ within the quote above – once you know what you have, then you can start applying management principles. • The next ingredient is Money or finance!! What are the funding requirements to make this all happen, how much will it cost to maintain the infrastructure that is presently under your control, how much will it cost to expand infrastructure to new areas where consumers want a higher level of service? How much will it cost to replace existing infrastructure in the future and what plans are being made now to ensure that money is available at the time the replacement is needed and to ensure continuity of supply? • Next is the methodology or Asset Management Practices– how do we bake this cake? This is the ‘How’ component rather than the ‘What’ – how do we operate the infrastructure we have? What structures do we need in place to ensure effective operation and maintenance continues in the future? What type of personnel do we need to employ to make this happen? Do we have the required moveable assets – the tools, the vehicles, the spare parts to make it happen? • The fifth key ingredient, with equal importance to the Asset Register and without which nothing else will happen, is People. Each and every stage of the Asset Management Plan development is driven by people. Monitoring, reporting, reaction and accountability is all driven by people.

6. GUIDE TO IMPLEMENTATION OF WATER SERVICES ASSET MANAGEMENT STRATEGY. 6.1. The Asset Management Plan ‘Getting Started’ Guideline Document has been written to support the Asset Management Strategy produced by the Department of Water Affairs in 2012. It has been written to provide a starting point for those Water Service Authorities that have little or nothing in place, so that they may ‘get off the starting block’ in terms of becoming compliant. The guideline acknowledges that there are many excellent documents already written which will go into far more detail as your organisation progresses in line with the strategy. This guideline has been written in an informal basis to drive home the basic requirements necessary, in particular the Asset Register, in order to get started and succeed in having a basic Asset Management Plan in place. The structure of your Asset Management Plan (AMP) will then be in place and the foundations will be set to take the process forward and to a level of detail that is necessary for your organisation.

6.3. Steps to developing an Asset Management Plan The guideline has identified Six steps which culminate the ingredients detailed above and these steps must be ascended to achieve the goal of having an AMP in place. The six steps incorporate the Technical Assessment, the Financial Assessment and the Asset.

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Figure 2 – Six Steps to an Asset Management Plan

7. CONCLUSION • In terms of the Water Services Asset Management Strategy outputs, DWA will lead the actions within each output, taking responsibility for those within its power to do so, and working closely with other national government departments where responsibility for the envisaged action is statutorily with those departments. DWA will cooperate with all stakeholders, including national government departments, local government and other sector role players. • Guideline – ‘Getting Started’ has been developed with the intention of complimenting the Water services Asset Management Strategy. The guideline document is to be used by WSAs and WSIs to support those that have nothing or very little in terms of an Asset Register or an Asset Management Plan, and to get them off the starting block in this regard. The guideline document has provided a step-by-step guide as to how Municipalities can actually make it happen. Even if Municipalities currently have nothing in place, if they follow the steps provided, it will give them the foundations on which to build upon. There has been a particular focus on the Asset Register since this is the most important component, without which an Asset Management Plan cannot be developed. As mentioned earlier, there are many excellent documents in the sector Management Practices. • The provision of an AMP is a legal requirement for every Municipality in the country. Without an AMP owned by the Municipality, the law is not being adhered to. The DWA has identified DWA AM Champtions in each Province of South Africa and trained all of these Champions to roll out the strategy and guideline document to the WSA’s in their area of responsibility. The training they provide will inform the WSA of the strategy, and present the guideline document so that they have the knowledge and tools to create, or develop further, their own AMP into a suitable product. However, the support that DWA provides, if indeed

required, does not remove the obligation of the WSA to develop it themselves. It is their responsibility to deliver and DWA will guide and support the process as necessary. • These Water Services infrastructure assets represent a huge investment from the community, which has been built up over a long period of time. These are the reasons why management skills must be applied to ensure that those infrastructure networks are resilient and are provided in a sustainable way to meet people needs. DWA also entails looking forward to manage emerging issues, such as climate change and the need for accessibility and environmental sustainability, so that Water Services Infrastructure remains able to meet public needs through the 21st century and beyond.

8. REFFERENCES: SOUTH AFRICA. Department of Water Affairs. 2011. Water services infrastructure asset management strategy. Strategy. SOUTH AFRICA. Department of Water Affairs. 2012. Asset Management plan ‘Getting Started’. Guideline

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OUTCOMES FROM A SEWER MAINTENANCE BACKLOG INVESTIGATION

with it, thus reducing the support around the sewer, the formation of cavities and the structural collapse of pipes or the ‘day lighting’ of the cavities through to the surface as sinkholes. This problem is extremely disruptive as the entire network upstream of the localised collapse is put out of action. It is also very costly, because the entire section of sewer where the collapse had occurred would need to be replaced or re-lined with a structural trenchless rehabilitation system which is expensive compared to preventative maintenance.

Morné Pienaar Aurecon Port Elizabeth, P.O. Box 5328, Walmer 6065, E-mail: HYPERLINK “mailto:morne.pienaar@aurecongroup.com” morne.pienaar@aurecongroup.com ABSTRACT It is well known that in the past the level of expenditure on the maintenance of existing infrastructure in municipalities has been too low, resulting in the deterioration of the infrastructure condition. It has become evident that municipalities need to focus its maintenance expenditure on those assets that need it most, and also to quantify the extent of maintenance required, so that appropriate planning and budgeting can be implemented to address the backlog. At the end of 2011 Phase Two of a six year maintenance backlog investigation on the sewerage network of Nelson Mandela Bay Municipality (NMBM) was concluded. The challenge was to conduct an accurate analysis of the infrastructure network in terms of Scope, Risk and Cost and to correctly allocate priorities for the systematic eradication of the maintenance backlog. The approach taken was a theoretical model in combination with a physical inspection. The theoretical model involved the development of a GIS based IT tool using the characteristics of each sewer to predict the risk of sewer failure, thereby calculating an Inspection Priority. The physical inspection involved a condition assessment of the Priority sewers in order to verify or improve the theoretical model, and was carried out by CCTV survey. The result was a planning tool which can be used to budget and programme for further investigation, preventative maintenance and backlog elimination.

Figure SEQ Figure \* ARABIC 1: Signs of a leaking sewer pipe

1. VIEWS OF INFRASTRUCTURE BACKLOG 1.1 The Need for Maintenance of Infrastructure and Backlog Eradication The provision of basic sanitation can be summarized as a system for disposing of wastewater which is acceptable and affordable to the users, safe, hygienic and easily accessible, and which does not have an unacceptable impact on the environment. It is well known that in the past the level of expenditure on the maintenance of existing infrastructure in municipalities has been too low, resulting in the deterioration of the infrastructure condition. An increasingly high number of sewer failures are occurring within municipalities which cause blockages in pipelines, surcharging of manholes, flooding of community areas and leads to degradation of neighbouring services. These occurrences are extremely disruptive to the public, have a negative effect on the environment and create unsafe and unhygienic living conditions in communities. One of the most serious problems that can occur as a result of sewer failure is the development of sinkholes that could result in damage to property and threaten public safety. The consequences of a sewer failing are progressive: • Groundwater pollution • Bedding support lost • Infiltration and hydraulic overloading • Void formation (sinkholes) • Overloaded pipes collapse • Voids collapse as sinkholes Sewer failure generally starts with poorly made joints or joints that become defective during service and start leaking. At high flows the effluent leaks from faulty joints saturating the surrounding soil. At low flows the groundwater infiltrates into the sewer and brings bedding material

Figure SEQ Figure \* ARABIC 2: Erosion due to a collapsed sewer

Figure SEQ Figure \* ARABIC 3: ‘Day lighting’ of the cavities

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Due to financial constraints it is not possible to CCTV all the existing infrastructure in South Africa. Therefore, another method for identification of critical sewers was required. Two methods were identified that authorities used in the past to classify sewers: 1. Probability of failure 2. Consequence of failure The aim of the first method is to identify those factors that contribute to a sewer failure. Identification is followed by an empirical prioritisation of the factors in order of their contribution towards failure and can then be used to predict the probability of failure of the sewer. Examples of critical factors that affected the probability of failure are: • Age • Depth The second method endeavours to identify those sewers that, should failure occur, would result in the most severe consequential disruption to the public and property, and would incur the greatest rehabilitation cost. Examples of critical factors that affected the consequence of failure are: • Diameter • Type of effluent In the past only one of the two methods has been used. It was decided that this investigation should combine the two methods to assess the existing condition of the sewer network holistically, and to focus the inspection, maintenance and rehabilitation programmes and budgets where most needed, i.e. in those areas where failure is imminent which would result in severe disruption to the public and/or damage to property. The approach was initially to determine the sewerage maintenance backlog by means of a theoretical approach. During the early stages of the investigation, it was realised that although the theoretical approach is necessary to identify the highest risk sewers, the theoretical approach alone is inadequate for a meaningful assessment of the sewerage network condition. It was then decided that the theoretical approach would need to be combined with a physical inspection of the highest risk sewers in order to verify or improve the theoretical model, so that an accurate condition assessment could be carried out. This physical inspection is discussed further under Section 2.3.

1.2 Current Maintenance Backlog in the NMBM The assessment of the Maintenance Backlog of the NMBM sewerage infrastructure was initiated by the Municipality’s Planning and Research Silo. NMBM appointed local engineering consultants to devise a method of assessing the backlog, to physically assess the backlog, and to report the findings of the assessment. To date, municipal engineers have quantified the sewer backlog by empirical methods. The approved maintenance budgets have been subtracted from the proposed maintenance budgets, and the difference between the two has been quantified as the backlog on a cumulative basis: • Proposed Budget – Approved Budget = Backlog Although this approach provides a reasonable estimate of the magnitude of the backlog, it does not provide an approach that identifies the worst areas nor does it provide a programme to which the backlog should be eliminated. Since the approved maintenance budget has consistently been less than the proposed maintenance budget, it follows that there should be a significant backlog in maintenance. This backlog has led to a reactive approach to maintenance, meaning that municipal maintenance teams tend to “fight fires” rather than carrying out routine, preventative maintenance in a systematic, controlled manner that prolongs the lifespan of infrastructure. The procedures followed to date further do not provide an indication of the risk to the health and safety of the people and environment in the Metro should any of the components in the sewer system fail. 1.3 An improved Assessment of Maintenance Backlog It is clear that a more suitable and comprehensive assessment of infrastructure condition and maintenance requirements is needed. For this reason the objective of this investigation was to conduct an assessment of the sewerage network maintenance backlog, to quantify the magnitude of the backlog in terms of Scope, Risk and Cost, and to prepare a programme for the systematic elimination of the backlog. The Geographical area that was covered in this investigation is the area of jurisdiction of the NMBM, and included the following drainage areas: • Despatch • Uitenhage • Kwanobuhle • Port Elizabeth.

2.2 Theoretical approach The theoretical approach involved the development of a GIS based IT tool called the Sewer Maintenance Planner (SMP) specifically for this project. The software was developed using Borland C++ and runs under the Windows operating system platform and operates directly on the Arcview Sewer database of the Nelson Mandela Metropolitan Municipality. The SMP uses the characteristics of each sewer to predict the risk of sewer failure. It does this by calculating a Probability Index and a Consequence Index. These two indices are then plotted on a two dimensional matrix, and the point where the two indices meet on the matrix determines the sewers Inspection Priority. The Inspection Priorities are then grouped together to allocate the sewer into a risk category. This process is illustrated in the flow chart below.

2. METHODOLOGY 2.1 Prioritisation of sewers In order to prepare a programme for the systematic elimination of the backlog a method was needed to focus the maintenance expenditure on those assets that need it most. A prioritisation of the existing sewerage network was required. From literature reviews it became clear that international methodologies focused mostly on assessment of sewer condition by Closed Circuit Television Camera (CCTV) survey. Very little has been published on the pre-CCTV stage, presumably because the authorities and utilities that publish their work have the financial resources to survey all or most of their infrastructure, thereby eliminating the need to identify those sewers that need to be surveyed and those that do not.

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Each of these factors has been graded on a scale of 0-10 for each sewer, and this is the basis on which the Probability Index and Consequence Index is determined. In order to grade these factors, various field inspections were carried out to “calibrate” the SMP. These field inspections included: • Pipe sample surveys • Manhole inspections • CCTV survey (Pilot Study) • Interviews of NMBM officials and staff • Collection and scanning of drawings • Dredging records These two indices are then plotted on a two dimensional matrix, and the point where the two indices meet on the matrix determines the sewers Inspection Priority, on a scale of 1-16, with 1 being the highest priority. It would be unwise to use the inspection priority as a condition assessment, because it is merely a method to theoretically calculate the probable status of a sewer condition. As the GIS database is incomplete, actual information of the sewers is lacking. There simply is no better means of assessing the condition of a sewer than to survey it with a CCTV camera and conduct a physical inspection. The inspection priority is therefore used to prioritise the inspection of sewers. Obviously sewers with a very high probability of failure and catastrophic consequence of failure need to be inspected before any other sewer. Hence an Inspection Priority of 1 is the highest priority and an Inspection Priority of 16 is the lowest priority. This can be seen in a matrix format as shown below. Figure SEQ Figure \* ARABIC 4: Methodology for Priority Identification The Index of each sewer is calculated by grading the individual factors that affect the probability and the consequence of failure of each sewer. These factors are: Probability Factors: • Minimum depth • Maximum depth • Age • Velocity • Effluent type • Material type • CCTV score • Soil type. •Location relative to a siphon, rising main or gravity main. Consequence Factors: • Depth (Consequence index) • Diameter grading • Hydraulic load • Location (Consequence index)

Figure SEQ Figure \* ARABIC 5: Inspection Priority Matrix

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Each dot in Figure 5 above represents a sewer between two manholes. It illustrates several advantages of using the matrix approach: • The contribution of both probability and consequence of failure are shown • Any patterns that have developed along a sewer can be seen • By using different colours and symbols several sewers can be represented on a single figure • The various sewers (and sections along them) can be compared on a relative basis. Inspection Priorities can be further grouped into Risk Categories as shown in Table 1 and 2 below. Table SEQ Table \* ARABIC 1: Risk Categories

Figure SEQ Figure \* ARABIC 6: CCTV Photo 1

This Risk Category was used to plan CCTV survey operations, i.e. critical sewers done in the first year, followed by high risk sewers, and so on. 2.3 Physical inspection The physical inspection involved a condition assessment of the Critical and High risk sewers and was carried out by CCTV survey. The length of lines identified under these risk categories by the theoretical approach summed to approximately 700 km. Table SEQ Table \* ARABIC 2: Priority Percentages and Length of Sewer (all diameters)

Figure SEQ Figure \* ARABIC 7: CCTV Photo 2 The CCTV survey was conducted by a pipe surveying contractor and was concluded over a period of three years. As it was not possible to survey all the prescribed lines in the given timeframe, it was decided to focus on the larger diameters first and to move to the smaller diameters as the project progressed.

Results from the CCTV condition assessment were then used to verify or improve the parameters of the theoretical model, and in certain cases correct wrongfully recorded data. In addition, due to the continued clean-up of the NMBM Sewerage GIS data sets, the vast majority of the NMBM sewer data fields were populated and could therefore be used to improve the SMP accordingly.

At the end of the three year period, a total of 380 km was surveyed by means of CCTV. This represents approximately 53.7% of the original network identified for survey, and approximately 10% of the total length of the sewerage network in the NMBM (which equals approximately 3961km). Information gathered from the CCTV inspection provided a true reflection of the condition of pipes.

3. OUTPUTS FROM THE INVESTIGATION The output from the theoretical model, after calibration and improvement by CCTV inspection, provides a more feasible condition assessment of the infrastructure network than was ever available before. Using this information, not only can the maintenance backlog be quantified, but costs can be broken up according to risk categories, thereby providing a clear indication of priority and budget required to repair/replace those assets that need it most in the Metro’s sewer network. 3.1 Quantifying the Backlog The replacement value can be defined as the estimated cost of replacing the asset at current prices. It does not imply that the asset must be replaced but merely gives an indication of the value of assets. The replacement value for the sewerage network was determined by the summation of all the items required to construct new sewers.

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REPLACEMENT VALUE OF SEWER INFRASTRUCTURE BY RISK CATEGORY (R)

Table 5: Repair Cost Estimation

Table 3: Total Replacement Value by Risk Category

3.2 Planning tool for systematic backlog eradication Since it is physically and financially impossible to inspect each sewer in the NMBM area and to assess their condition based on a CCTV survey, the Sewer Maintenance Planner has been used in the interim to identify sewers that have the highest priority to be surveyed. The result from the physical study provides a database of CCTV line surveys. Each drainage area can be broken down into: • Lines surveyed by CCTV • Video footage of pipes inspected • Manhole to manhole incident reports • Line reports summarising the condition of the pipeline • Rehabilitation recommendations.

The maintenance backlog for the sewerage network is based on empirical best estimates of 1% of the replacement cost per annum. Adopting this approach over a five year backlog eradication programme implies that the backlog amounts to 5% of the replacement value. This figure was found to be consistent with the backlogs for Wastewater Treatment Works, sewage pump stations and the water service infrastructure.

Figure 8: Inspection Report

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4. CONCLUSION A significant backlog in the maintenance of the sewerage network has developed. It is necessary to eradicate the backlog in a project based, systematic manner to avoid the failure of infrastructure with an ever increasing risk of sewer service failures. A detailed theoretical approach to establishing the maintenance backlog has been undertaken. This study has revealed that a reliable condition assessment cannot be carried out on a theoretical approach alone, and that it must be supported with a CCTV survey and physical inspection of identified sewers. The SMP is a useful planning tool that should be used to plan CCTV survey, routine dredging, routine maintenance and to identify trouble spots before they manifest themselves. The GIS database must be updated. The flow of information from the NMBM field operatives (track inspectors, superintendents) to management needs to be reviewed and formalized, to improve the quality of information needed for backlog assessment and decision making purposes. The eradication of the maintenance backlog of the sewerage network should be carried out according to the following procedure: a) Identify sewers to be CCTV surveyed with the SMP tool, dredging recommendations and blockage recommendations. b) CCTV survey of the sewers identified in (a) above c) Use the CCTV reporting and condition grading to identify the sewers that need rehabilitation d) Inspect the CCTV footage, inspect the actual line and, review the record drawings to determine the origin, location, extent and severity of the defects: e) Determine the most suitable method of rehabilitation f ) Call tenders for the rehabilitation of the sewers g) Update the sewer database on completion of the rehabilitation h) Repeat the procedure from a) above.

Line Report

From this database of verified sewer lines implementation strategies can be drawn up for the rehabilitation of the critical sewer lines. The maintenance requirements that have been identified in this assessment are corrective maintenance, or maintenance that is necessary to repair /replace defective infrastructure. This is different from preventative or routine maintenance that is carried out on a routine basis to maintain the current condition of infrastructure and to lengthen its useful life. It must therefore be appreciated that the budgets presented in this report are over and above the Municipalityâ€™s existing maintenance and operations budget.

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THE IMPACT MEMBRANE BIOREACTOR ON THE DESIGN OF BIOLOGICAL NUTRIENT REMOVAL AT MALMESBURY WWTW

In addition, the WWTW experiences significant sludge carry-over in the clarifier which escapes with the effluent. The works treatment capacity is also the limiting factor on additional growth and development. Demand is so strong that Swartland Municipality decided to have the plant capacity increased by nearly 2 times to 10 Mλ/d. This additional capacity allows for additional development to occur and also to connect many previously disadvantaged homes to the sewerage system. Meeting the increased flow from rapid development in the area was not the only challenge the municipality faced, new discharge standard/ regulations also call for lower nutrient discharge limits. In addition, due to high infiltration flow, the nutrient in effluent must be reduced to improve the percolation rate in the irrigation fields. Therefore, faced with an increasing population and robust growth of residential and commercial development, and concerns for environmental protection, the Malmesbury Wastewater Water treatment Works (WWTW) was upgraded (construction commenced in September 2010) to a wastewater re-use facility, with a membrane bioreactor (MBR) biological nutrient removal(BNR) process, and commissioned at the end of January 2013. The first set of comprehensive data gathering commenced in March 2013.

MC Ramphao(1), BR Theunissen(1), PC du Preez(1), L Zikmann(2) (1)

Aurecon South Africa (Pty) Ltd, P.O. Box 494, Cape Town, 8000, Republic of South Africa; Tel:+27-21-526-9400, Fax: +27-21-526-9500, e-mail: mpho.ramphao@aurecongroup.com (2) Swartland Municipality, Private Bag x 52, Malmesbury, 7299, Republic of South Africa ABSTRACT The application of Membrane Bioreactor (MBR) technology for solidliquid separation has been increasing recently due to declining costs, increasing requirements for pristine effluent quality and higher premiums attached to land. Malmesbury, located approximately 70 km from Cape Town, upgraded their existing treatment works with MBR technology. The upgraded Malmesbury WWTW is a hybrid MBR nutrient removal system that makes optimum use of the previously existing Pasveer Ditch-type activated sludge plant. Flow is split and recycled between the old and new units to create one integrated system, where the MBR has hydraulic capacity for the design peak dry weather diurnal flow of 20 Mλ/d. To accommodate the significant peak wet weather flows, the normally “idling and dormant” previously existing clarifiers are called into service automatically along with the disinfection system. To accommodate this and ensure the clarifiers do not fail in flux overloading, the recycles are carefully designed to achieve conventional lower mixed liquor concentrations in the Pasveer Ditch, whilst the MBR unit runs at 8 to 15 kg/m3 (depending on the reactor zone). The hybrid system made the use of MBR technology viable cost-wise, and allows the municipality to recycle virtually almost the full daily dry weather flow. Also, and important in the client’s decision to select MBR technology, the reduced footprint of the hybrid system (as opposed to conventional activated sludge) substantially increases the ultimate treatment capacity on the site; an important consideration to avoid the alternative of developing a second treatment site to meet the anticipated on-going growth of the town. This paper describes the design approach adopted for the MBR plant at Malmesbury as well as the preliminary five months operational results (since the introduction of raw sewage) of the recently implemented full scale MBR plant. Keywords: MBR, hybrid process, optimum, mixed liquor concentrations, footprint, effluent re-use

2. MALMESBURY WWTW DESCRIPTION PRIOR TO UPGRADE Raw wastewater flowed by gravity to the raw wastewater pump station from where it was pumped into the main inlet works. In the inlet works the wastewater was screened, sand, stones and grit removed and the flow measured. Half of the flow was then directed to the biofilter plant, which operated as a “roughing” process to remove approximately 2 500 kg COD/d. The biofilter effluent was not suitable for discharge to the Diep River and was therefore discharged to the activated sludge (Pasveer Ditch) plant for further treatment. Flow from the inlet works that exceeds the capacity of the biofilter plant, passed directly to the activated sludge plant. The biofilter plant was loaded as highly as possible to facilitate the removal of a large organic load from the wastewater, as opposed to achieving a good final quality of effluent for a small quantity of wastewater.

1. INTRODUCTION Malmesbury is a rapidly growing town and about three-quarters of an hour drive west of Cape Town. It is the largest town in the Swartland Municipality, which also encompasses Darling, Piketberg, Moorreesberg, and Riebeek West/Kasteel. Swartland Municipality is also responsible for the water supply and the wastewater reticulation and treatment in the town. The treatment works is sited at the south-west end of the town between the Cape Town–Malmesbury railway and the Diep River. The works treats both domestic and industrial wastewater (estimated to be about 30%) for Malmesbury town and discharges the treated effluent into Diep River. The robust growth of residential and commercial development in Malmesbury, in recent years has put a strain of the existing treatment works. The existing treatment works has a maximum hydraulic capacity of 5.5 Mλ/d and is configured to achieve COD, Nitrogen and TSS reduction only. The existing plant has no allowance for phosphorus removal.

Figure 1: Process Flow Diagram of Malmesbury WWTW prior to the upgrade The biofilter plant comprised the biofilter plant pump station followed by the clarigester (combination of primary settling tanks/anaerobic digester), two biofilters and finally a humus tank. Sludge from the humus tank was recycled to the biofilter plant pump station, from where it was pumped to the clarigester. The sludge from the clarigester was harvested periodically to the clarigester sludge holding tank (before being dewatered in the mechanical dewatering plant), or the sludge drying beds. The activated sludge plant comprised the Pasveer Ditch biological reactor (~3 000 m3); two clarifiers and sludge recycle pump station. The activated sludge from the Pasveer Ditch was settled in the

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clarifiers and recycled back to the Pasveer Ditch via the recycle pump station. The settled effluent from the clarifiers was chlorinated (disinfected) in the chlorine contact tank. The effluent then passed through a series of four maturation ponds for polishing before being discharged to Diep River. A fraction of the activated sludge that was recycled from the clarifiers to the Pasveer Ditch, was harvested to maintain the required solids retention time (sludge age). The waste sludge was then further treated in the aerobic digester which was equipped with two floating aerators. The waste sludge, along with any clarigester sludge from the clarigester sludge holding tank, was dewatered in the mechanical dewatering plant or dried on the sludge drying beds. The dewatered sludge was stored on site or carted away. Filtrate from the mechanical dewatering plant flowed either to the biofilter plant pump station, or pumped to the Pasveer Ditch, depending on whether clarigester sludge or aerobic digester sludge was being dewatered.

• Option 2: To operate the existing basin in parallel with the MBR plant, allowing only the peak flow to effectively flow through the sedimentation tank of the existing works. The first option of buffering the screened raw wastewater in the existing bioreactor had a few potential problems, of which the most important were: • During the typical prolonged wet winter periods, the limited capacity of the tank would cause the tank to fill before the peak subsided following which it would not provide any effective buffering. • The tank would be empty during average flow conditions which could lead to odour problems unless it was properly washed down every time after it had been used. • Since the works did not have primary sedimentation, settable solids would accumulate at the bottom of the tank. The content would thus have to be continually mixed and the solids that had settled would have to be scoured from the tank during washing. • The storage of raw wastewater normally gives rise to odour problems. To limit some of the potential side-effects of buffering raw wastewater, covering the existing tank was strongly considered. This could give rise to corrosive conditions which would have to be countered with ventilation, concrete protection and/or treatment of the wastewater to prevent these conditions. The second option, which has since been accepted for implementation, involved incorporating the existing Pasveer Ditch into the biological treatment stream of the upgraded works. The decommissioned and demolished process units are hatched and shown in Figure 1. The balance of the works comprises a new inlet works, MBR plant, additional aerobic digester and belt-press equipment and is shown in Figure 2 (see below for the upgraded works process description). The new bioreactor and inlet works are built in a position where there were sludge drying beds, the administration and control building in a position of the biofilter plant, and new additional aerobic digester in a location where there was an emergency dam/sludge holding dam. Figure 2 shows the aerial photograph of the new treatment works, while Figure 3 shows the process flow diagram of the upgraded works.

3. IMPLEMENTATION OF THE MBR PLANT AT MALMESBURY WWTW The site of the treatment works is located on the Diep River which flow into the Milnerton Lagoon, and ultimately into the Atlantic Ocean. Apart from the fact that nutrient removal was required for the upgraded works, the Malmesbury WWTW had problems in the past with sludge that washed from the system into the river. Various options for upgrading the works had been presented to the Municipality. Amongst these options was the upgrading of the works using MBR technology. This technology was attractive to the Municipality, mainly for the following reasons: • If the treatment works was to be upgraded using conventional activated sludge technology, the maximum treatment capacity that could be accommodated on the current site would most likely be limited to 15 Mλ/d. According to current flow forecasts this meant that an alternative site for a treatment works would most likely have to be identified within the next decade. Using MBR technology, the treatment capacity that could be accommodated on site could be increased twoto threefold. • With an MBR plant the risk of solids carry-over into the environment was virtually eliminated. • The quality of the effluent was such that disinfection was normally not required. In a MBR plant, the membrane area is one of the major factors that determine the cost of the treatment works. Membranes can accommodate a defined increase in hydraulic flux for a limited period, but in areas such as the Western Cape, where the wet weather peak flows can last for an extended period, the required membrane area is directly related to the hydraulic load on the system. If the peak hydraulic load on the plant could be reduced it would have a direct impact on the capital cost of the plant. A Pasveer Ditch normally does not lend itself easily to direct incorporation into a MBR plant. The reactor is normally shallow and can therefore not accommodate the membrane packs for which a minimum depth of about 3,5 m is required. Separate membrane tanks can be constructed, in which case the ditch can be used as a bioreactor before the membrane tanks. The shallow depth however limits the allowable contact time between the air bubbles and the mixed liquor, which limits the efficiency of oxygen transfer. This efficiency is reduced further by the high sludge concentration at which bioreactors operate in MBR systems. During the design phase of the Malmesbury MBR plant various means of incorporating the existing Pasveer Ditch, as well as the downstream sedimentation tanks, into the upgraded works were considered. The two most likely options were: • Option 1: To utilise the existing basin of the bioreactor as a buffer tank to store peak flows of screened wastewater, thus reducing the peak load on the membranes, or

4. UPGRADED MALMESBURY MBR WWTW DESCRIPTION The treatment works consists of coarse screening inlet works (5 mm perforated drum screens, grit removal and separation), fine screening (with 1.5 mm contec perforated mechanical screens), new UCT type configuration bioreactor with four dedicated membrane tank/ trains, treated wastewater storage pond for non-potable use, sludge thickening and dewatering units. Several new pump stations were constructed as part of the project. The bioreactors have continuous inflow, but are intermittently aerated to achieve nitrogen removal. There are four membrane tanks in total and each membrane tank presently has four outside-in hollow fibre membrane modules installed. Each membrane surface module provides 34.37 m² of membrane area. Design average flux rate is 31 lmh, with a short-term maximum of 36 lmh acceptable during wet weather inflows. The permeate pumps are used to extract flow through the membranes by the maintenance of a 0.3 m to 0.5 m head of water across the membrane (this trans-membrane pressure is dependent on the flux rate and the condition of the membranes).The plant is provided with six positive displacement blowers (three for fine bubble diffused aeration and three for coarse scouring of the membrane, all arranged in a two duty, one standby mode). The hollow fibre membranes require continuous aeration (air scouring) to avoid fouling. Permeate extraction is critically interlocked with aeration as even a very short period of permeate flow under non-aerated conditions risks seriously fouling the membranes and potentially requiring a labour intensive chemical clean. Consequently, even with process adjustments made to reduce aeration rates during low flow periods, approximately 50 % of the total

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aeration power is consumed by the membrane modules on the Malmesbury WWTW. The full plant process capacity was installed, except for the membrane bioreactor (MBR) tanks where only four out of five cassettes have been installed/ fitted in each of the four membrane tanks. Each of four MBR tank is sized for five membrane units (or packs), but initially only four have been installed in each tank, with the remainder of the membrane units available for later installation. The current available membrane capacity is sufficient for a hydraulic design capacity of 2 x ADWF (i.e. PDWF of 20 Mλ/d), with an allowance to ultimately increase total peak capacity of the MBR plant by a further 25% to 2,5 x ADWF (i.e. PDWF of 25 Mλ/d)with additional membrane units.

Figure 3: Process Flow Diagram of the upgraded Malmesbury WWTW The treated flow from this tank is thus equal to the excess over the design peak dry weather flow. Modelling of the process indicated that the expected variation in mixed liquor suspended solids in the Pasveer Ditch will be within 10% of the design average value over the whole spectrum of hydraulic load variations. Even when the raw inflow is less than the peak dry weather flow, i.e. all flow from the existing Pasveer Ditch will be diverted to MBR plant, an internal s-recycle (i.e. return activated sludge) is retained at the Pasveer Ditch from the sedimentation tank to the bioreactor. The s-recycle rate is however equal to the flow rate of the sedimentation tank which means that there will be no flow over the weir of the secondary sedimentation tank. The benefits of the upgraded treatment works layout are: • The existing Pasveer Ditch is incorporated into the overall treatment stream. Since the sludge mass required to treat the load on the works was a constant, the volume of the bioreactor of the MBR plant is reduced. The combined volumes of the two bioreactors are however more than if all sludge had been retained in a MBR plant. • The reduced peak load on the MBR plant decreased the membrane area required. • The disruption to the existing works during construction was limited to the construction of flow splitting between Pasveer Ditch and MBR plants. • Most of the existing infrastructure was retained and incorporated into the future works (only the biofilter plant and sludge drying beds were decommissioned and ultimately demolished along with the inlet works which was not suitable and sufficient for the new upgraded treatment works).

Figure 2: Aerial photograph of the upgraded Malmesbury WWTW

5. UPGRADED MALMESBURY WWTW FLOW DESCRIPTION All flow arriving at the works is split after the inlet works (at the outlet chamber) in a ratio of 85:15 up to a total flow of 20 Mλ/d (i.e. peak dry weather flow) of which the smaller fraction is routed to the existing treatment works (see Figure 3). The diverted mixed liquor from the Pasveer Ditch–MBR recycle pumpstation in the existing works plus the raw flow from the inlet works outlet chamber flows into the MBR plant up to a total of 20 Mλ/d. Mixed liquor from the internal a-recycle of the MBR plant is diverted back to the Pasveer Ditch to retain the required sludge mass in the system. The rate at which the mixed liquor is recycled from the anoxic zone of the MBR plant to the Pasveer Ditch is designed to retain the sludge concentration in the Pasveer Ditch between 3 000 and 5 000 mgTSS/λ. Flow above 20 Mλ/d arriving at the inlet works flows to the Pasveer Ditch plant. This configuration ensures that, up to the design peak dry weather flow, all treated effluent from the upgraded works flows from the works via the membrane trains/units. When the flow to the works exceeds the design peak dry weather flow rate, excess flow which is not diverted from the Pasveer Ditch to MBR plant (via the PD-MBR recycle pumpstation) will flow to the secondary sedimentation tank.

6. EFFLUENT DISCHARGE REQUIREMENTS Driven by concerns for the long-term protection of the sensitive Diep River, Department of Water Affairs (DWA) indicated that they will impose a stringent effluent quality standard for the upgraded works. Thus the treatment works has been designed to comply with the target effluent discharge standard shown in Table 1. Swartland Municipality had further opted to conform to the DWA guidelines, targeting a clear effluent with <5 TSS (50%ile). At least 80% of the effluent was to be reused for irrigation of local farmers’ crop, school fields and golf course as well as the treatment works site. This required low faecal coliform counts (50 No. per 100 mλ, geometric mean) for land application of the effluent.

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Table 1: Treated Effluent Quality Target

7. PRELIMINARY PERFORMANCE OF THE UPGRADED MALMESBURY WWTW Five months of operational data has been recorded for the Malmesbury WWTW since the implementation of the MBR. Weekly laboratory tests (18 test days) have been conducted from March 2013 until July 2013. The raw sewage data is summarised in Table 2 and effluent results are summarised in Table 3. Data presented in these tables excludes the

Trends for effluent quality data are shown in Figures 2 to 5. Performance has met or exceeded the effluent target requirements since commissioning was completed (March 2013). 7.1 Reactor mixed liquor suspended solids (MLSS) Variation in the MBR reactor concentration is depicted in Figure 4. Intermittent significant variations in the reactor MLSS concentra-

Table 2: Raw Sewage Data (Mar 2013 - July 2013)

tions were measured, due to initial approach to steady state. The variation in MLSS did not appear to exert any significant influent on the membrane performance and effluent quality. Also, operating the system at slightly higher MLSS concentrations (7 500 to

construction and early commissioning periods from September 2010 to February 2013. The treatment works has a high strength COD, which is in line with the design values of (average of 1 000 mg/λ and peak of 1 400 mgCOD/λ).

Table 3: MBR Performance/ Effluent Data (Mar 2013 - July 2013)

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Figure 4: Reactor mixed liquor suspended solids (MLSS)

14 500 mgTSS/λ) than recommended (8 000 to 12 000mgTSS/λ) did not appear to impact negatively on the membrane performance. However, there may be a long term influence not obvious from the available data. The process is not sensitive to variations in the sludge qualities that can impact on the settleability of the sludge (as was previously the case with the conventional treatment works). The possibility of washing sludge out of the system to the downstream environment is therefore eliminated.

Removal of indicator bacteria (faecal coliforms, F-Coli) has been good with only four out of eighteen samples (up to July 2013) exceeding the 80th percentile discharge requirement (> 6 F Coli/ 100 mλ). There is no clear explanation for these sporadic spikes in faecal coliform levels; however it is suggested that it may be due to sampling collection issues (i.e. dirty bottles). In theory there should be no transfer of faecal coliforms through membranes (unless there is an integrity breach, which would show up in effluent TSS data). However, from Figure 9, it is unlikely that there was an integrity breach.

7.2 Effluent Data Despite markedly high variability in influent parameters, the treatment works had consistent excellent removal efficiency (Figures 5 to 9) in excess of 97 % for COD, NH3-N, TKN and TSS, while P removal exceeded 93 %. Effluent TSS has been very good, with no results exceeding 6 mgTSS/λ, well below the discharge target of 10 mgTSS/λ, shown in Table 1. With inherent advantage of 0,04 μm pore size membranes used, the MBR completely retained all the solids within bioreactor, and generated solids free effluent (Table 3 and Figure 9), hence the lower effluent COD in comparison with the traditional 0,45 μm from a conventional activated sludge system. As anticipated, the ultrafiltration effluent contained soluble contaminants only, and no organic nitrogen or phosphorous.

8. CONCLUSIONS The additional capacity provided by the new hybrid MBR plant allows for additional development to occur (i.e. especially that which was deferred because of lack of adequate treatment capacity), connect many previously disadvantaged homes and also to move many homes off septic system that are currently contaminating the surrounding water ways – a step which allows the Municipality to connect every home into the sewerage network system. Overall the upgrading of the treatment works to MBR was a success, satisfying all the objectives as set forth in the planning stage. By utilising the existing infrastructure optimally, keeping the existing Pasveer Ditch plant and digester – a significant cost saving was realised with minimal interruption to the operation of the existing

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Figure 5: COD removal at Malmesbury WWTW (March 2013 to July 2013)

Figure 6: Ammonia removal at Malmesbury WWTW (March 2013 to July 2013)

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Figure 7: Nitrogen removal at Malmesbury WWTW (March 2013 to July 2013)

Figure 8: Phosphorus removal at Malmesbury WWTW (March 2013 to July 2013)

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Figure 9: Solids removal at Malmesbury WWTW (March 2013 to July 2013)

REFERENCES Du Preez et al. 2009. Upgrading of wastewater treatment works more for less – is it possible? – IMESA 2009 Conference, Cape Town.

treatment works. The system is designed to accommodate seasonal flow variation, and provide operational flexibility and energy saving. The upgrade increases the plant hydraulic capacity to a peak wet weather flow of 30 Mλ/d and PDWF of 20 Mλ/d, while achieving the most restrictive effluent requirements. The projects described in this paper represent the application of state-of-the-art membrane technology to wastewater treatment and water re-use for non-potable applications. The technology has proven reliable and robust for non-potable use applications and the process is relatively simple to operate. The Malmesbury WWTW has been operating successfully for over five months and has consistently met stringent effluent quality standard requirements, with excellent removal of COD, Nitrogen, TP, TSS, and faecal coliforms. Notable characteristics of plant performance over the five months have included: • Continuous excellent COD, TN, TP, TSS and faecal coliform removal; • Compliance with all design parameters over the last five months of operation; • Ability to operate under low loads; • Reliable performance of the membranes;

Aurecon South Africa (Pty) Ltd. Malmesbury, Swartland Municipality – Upgrading of Malmesbury Wastewater Treatment Works – Planning Report. February 2007 Ramphao et al. 2006 – A comparison of BNR activated sludge systems with membrane and settling tank solid-liquid separation. Water Science and Technology, 53(12): 295-303. Du Toit et al. 2006 – Comparison of the performance of conventional and membrane bioreactor (MBR) biological nutrient removal activated sludge systems. IWA World Water Congress and Exhibition, Beijing, 8. Ramphao et al.2004 – Impact of membrane bioreactors for solid-liquid separation on the design of biological nutrient removal activated sludge systems. Bioengineering Journal, August 2004.

9. ACKNOWLEDGEMENTS Many people have been involved in this project, from concept, to design, supply and commissioning. In particular, thanks are expressed to Swartland Municipality (Client), Aurecon South Africa (Pty) Ltd (Engineering Consultant), Inenzo Water (Mechanical Contractor), Kaltron Engineering (Electrical Contractor), GE Water (Suppliers of membranes), Westland Civils (Civil Contractor) and AL Abbott and Associates (Pty) Ltd who carried out the chemical analysis.

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A NEW LOOK AT SANITATION IN A DEVELOPING COUNTRY CITY

A BUSINESS APPROACH TO MANAGEMENT eThekwini Water and Sanitation (EWS) has developed a regular annual strategic planning and review process where the senior management team have an opportunity to set the key strategic direction for the ensuing year and agree on the five key strategic focus areas that need the attention of the full management team. Each of these senior managers is set measurable key performance indicators that are reported on and reviewed monthly. In order to gauge the views of customers and staff, independent market surveys are conducted regularly to measure the perceptions of the public and obtain an independent view of EWS’s performance in meeting the expectations of customers. The organisation has a culture which encourages innovation and allows mistakes to be made so long as they are learnt from and not repeated. In order to ensure cost reflective tariffing, the financial accounts for water and sanitation are ring-fenced and audited independently with tariffs being set for each of the services to recover operating, interest, depreciation and capital repayment costs. The following five box matrix is used as a tool to manage the business of providing water and sanitation.

Neil A Macleod Water and Sanitation, eThekwini Municipality ABSTRACT Cities in developing countries face challenges that are not common in developed country cities, when it comes to the provision of sanitation. These cities face rapid population growth, high levels of poverty and unemployment and need to balance the financial demands of existing assets while expanding infrastructure coverage and building new assets. In Durban, the provision of a sanitation service to poor communities, which make up 40% of the population, has been done in a way that has the objectives of ensuring sustainability, creating employment, improving public health, aiding food security through nutrient recovery and in the longer term recovering energy from human excreta. Sanitation technology is evolving rapidly and the innovative approaches to meet the sanitation needs of communities are described. Research has been the foundation of this innovative approach and has resulted in a new understanding of community needs and the underlying factors behind these needs. Research has also resulted in the development and identification of new technologies necessary to provide affordable, sustainable sanitation solutions. Sanitation is on the verge of a technology revolution that should change our views of how a toilet looks and behaves. This new technology should enable cities in developing countries to leapfrog the current approaches which involve large capital investments in infrastructure – much has been the case with mobile telephone networks replacing fixed line networks – and allowing rapid growth in the coverage of water and sanitation services to poor unserved communities. INTRODUCTION The eThekwini municipality, with Durban at its centre, is a metropolitan municipality with a population of 3.5 million people. In 2001 the population was 3 million people but rapid urbanisation and the inward migration of people from neighbouring municipalities has led to this population growth despite the ravages of the HIV Aids pandemic that has affected the region. The municipality is faced with high levels of poverty and unemployment with approximately 40% of the residents earning less than $2 a day and unemployment levels reported to be around 30%, depending on the method of measurement used. At the formation of the metro as it exists at present in 2000, the region could be described as a city of three one millions; • one million people were without municipal water and sanitation services • one million people were supplied through severely run down services with non-revenue water values in excess of 80% being common in certain areas, a backlog of leaks and blocked sewers and consequently low levels of payment for the provision of the services. • one million people with first world services similar to any large city in the world, with flushing toilets in every home and effective asset management in place and non-revenue water running at approximately 14%. This rapid migration of people looking for work and services has placed pressure on the ability of the municipality to meet the expectations of communities. The challenge has been compounded by the fact that in tribal land areas owned by the Ingonyama Trust, no property rates are paid by residents living there. This is led to rapid development of these areas and the construction of large houses which are unable to dispose of their sewage effluent effectively. This rapid development has had an adverse impact on the quality of the water in the rivers in the region.

The management framework is built on the basis of sound human resources management to ensure that the organisation has adequately trained and competent staff to perform the functions that are required. Building on this foundation it is then possible to achieve the objectives of the organisation. The key area of focus is the customer. If customers are satisfied with the services provided, then they will pay for these services and as a result sufficient revenue will flow to sustain the business. The right hand two blocks of the matrix therefore generate revenue whereas the left hand two blocks are where this revenue is spent; either on maintaining the condition of existing assets or providing new assets for those who do not yet have access to a service. In a developed economy, cities are able to focus most of their capital expenditure on asset management, replacing existing assets with new assets at the optimal time. Cities in developing countries or under-developed countries face the challenge of balancing the demand on limited capital resources for both expansions of the network and asset management.

PROVISION OF NEW INFRASTRUCTURE ON EXPANSION OF SERVICES COVERAGE EWS has extended basic water services to more than 1.3 million people in the past ten years and basic sanitation services to more than 700 000

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people in the past seven years. The provision of sanitation lags that of water because the initial emphasis on and demand from communities was for the provision of potable water. Sanitation did not receive the same attention and was not marketed as effectively as the need for a clean water supply. The work of Lutchminarayan on the health impacts on the provision of urine-diverting toilets in the eThekwini municipal area showed the positive health impacts of sanitation with marked reductions in visits to local clinics for the treatment of illnesses relating to poor sanitation. Infrastructure solutions have to be affordable and sustainable. Affordability implies that the municipality or water services provider is able to operate and maintain the levels of service chosen and equally the customers must be able to afford the ongoing cost associated with the level of service that they have chosen. Infrastructure solutions also have to be provided in a sustainable way. They must be financially sustainable as indicated above, environmentally sustainable in that the sanitation solution chosen does not pollute the environment and specifically ground and surface water and socially sustainable in that the solutions offered are acceptable to communities and are therefore used as intended. A key element of the provision of new infrastructure is that of ensuring its acceptance by the community. An important tool in this regard is the use of local labour to construct and possibly maintain the services provided. This leads to the local community having a stake in the investment made and the level of vandalism and abuse has been seen to reduce compared to other externally focussed delivery options that do not benefit communities directly. In providing services, customers need to be given options from which to choose with a range of costs associated with a variety of options. Communication of the benefits and disadvantages of these options, together with the associated costs, both capital and operating, underpins the success of any community based sanitation project. It is also important to ensure that the levels of service selected for water and sanitation are balanced, in that the amount of water delivered to a site can safely be disposed of, either on the site or through a piped network leading to an appropriate sewerage treatment facility. The eThekwini municipality offers four levels of water service which are intended to be matched by an equal number of sanitation levels of service. The water levels of service are as follows: 1. Standpipes provided within 200 meters of any house. 2. An onsite supply delivering 300 litres per family per day. 3. A semi-pressure, unrestricted supply where all the water to a family is supplied through a 170 tank located on the roof of the house. 4. A full-pressure, unrestricted supply of water.

These sewers connect to 28 sewage treatment works. Beyond this edge, dry sanitation in the form of urine-diverting toilets is generally offered. These toilets are constructed using subsidy funding from the national

government, topped up by capital secured from the Council’s capital budget. These toilets have two compartments and a facility to divert urine either to a soak-away or to a storage container. Research is currently underway to determine the most effective way to collect this urine and process it to recover the plant nutrients such as phosphorus and nitrogen which are contained within the urine. At present more than 10 000 litres of urine is collected weekly as part of a research initiative to determine the most cost effective way to collect and process urine. The two compartments of the UD toilet are used alternatively. When one compartment is full, the faecal matter is allowed to dry for approximately 2 years while the second compartment is used. Before the toilet bowl is returned to the original compartment, the dry faecal matter is removed and usually buried on site. It is intended that this dry faecal matter will also ultimately be collected and processed along with the urine to produce fertilizer pellets that are suitable for use in agriculture. The reality that EWS faces though is that most people see the flushing toilet as the “gold” standard and regard any other alternative as being of lesser quality.

To match these levels of service for water, the following levels of service of sanitation are offered: 1. A urine-diverting toilet at each house. 2. An on-site septic tank system provided by the home owner. 3. Piped waterborne sanitation for properties within the sanitation edge. 4. A communal toilet block facility which provides both water and sanitation services to families living in dense shack areas. These communal toilet blocks are maintained by toilet attendants paid by the municipality. Within the municipality there are approximately 40 000 VIP type toilets which were provided by previous local authorities before their incorporation into the metropolitan area. In terms of the Council’s basic sanitation policy, these toilets are emptied once every 5 years at no charge to the property owner.

ASSET MANAGEMENT Asset management relates to the maintenance of the condition of assets which already exist. Most water services organisations in developed countries spend more than 90% of their capital budget on asset management, generally replacing existing assets before they reach the end of their useful life. Many cities in developing countries have poor asset records – Durban is no exception where the records that were

THE SANITATION EDGE CONCEPT In Durban, where housing densities permit, piped waterborne sanitation is provided using conventional or in some cases, shallow sewers.

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A NEW SANITATION PARADIGM In engaging with communities about their expectations from a toilet, a large sample of residents living in informal areas were asked what their relationship was with their toilet and what came to mind when the word “toilet” was mentioned. The participants in the survey said that they saw the toilet as a place of refuge and contemplation, a place to be private, where they could escape from their partner or children and where they could sing, read, cry, pray, etc. They also expected the toilet to be a clean place that did not smell and a place that was safe to use without any fear of being attacked or abused. This means that customers need a toilet that is clean, well-lit and safe to use. It is therefore no surprise that pit toilets or communal toilets that are not well maintained are not acceptable to communities as they do not meet the abovementioned criteria. Initial attempts by EWS at communal sanitation were unsuccessful in that these toilets were vandalised within months. Once adequate lighting was installed so that the facilities were well-lit both internally and externally and once caretakers were employed and provided with the cleaning materials and toilet paper, the levels of vandalism of communal toilets dropped noticeably and the level of acceptance rose to above 80%. Taking this research further and in co-operation with others, EWS are now working on solutions that will allow small decentralised waterborne sewerage systems to become a reality. The ultimate aim is to design a toilet that does not require any water to flush but meets the expectations of communities, rich and poor alike, and which can ultimately substitute the flushing toilet. Technologies already exist to recover nutrients from faecal sludge and also produce energy. These technologies are showing promising results but still need refinement. If it is possible to process domestic sewerage at its source and recover the nutrients and produce energy, this would mean that the residual effluent flowing to sewers would really be a small quantity of liquid with little or no nutrient content. This effluent could be conveyed to sewerage treatment works in sewers of far smaller diameter than those currently needed and the sewerage works could be simplified considerably as the nutrient loading would be dramatically reduced. This in turn would have the benefit of reduced environmental pollution. Given that 30% of water consumed within a typical urban South African household is used to flush the toilet, water consumption would be reduced with a waterless toilet. Provided that the logistics can be made to work, the recovered nutrients could be collected by small businesses and resold as plant fertilizers if they are not required by the household where the nutrients are recovered. The initiative would therefore lead to job creation as well as increased food security.

consolidated on the creation of the metropolitan authority were found to be often inaccurate or deficient in that not every asset was recorded accurately. The condition of assets is also largely an unknown quantity and this makes asset management a more complex task. Thankfully tools exist today such as Geographic Information Systems (GIS) which allow for the storage of large volumes of data in an easily retrievable form. The GIS database in the municipality contains information which makes it possible to record the condition of assets over time as well as details of the assets such as the construction cost, the condition of the asset, the maintenance expenditure incurred against the asset as well as design drawings related to the asset.

CUSTOMER MANAGEMENT The eThekwini municipality has a toll-free call centre that enables poor families to make contact with it at no charge. These calls are toll-free from any fixed line telephone as well as from one of the cell-phone operators in South Africa. Regrettably two of the major cell-phone companies are unable to provide such a service. The call centre works 24 hours a day for 365 days a year and processes approximately 1.2 million calls each year. In cases where poor customers, or customers who are unwell, are unable to visit any of the district offices in this municipal area, customer service agents are available to visit these families and attend to their queries. The computer system that operates in the call centre is designed to be used by staff who are not technically skilled and the system dispatches calls to the relevant field teams for their attention. Regular updates are received from the field crews which make it possible for staff in the call centre to provide feedback to customers as the repair work unfolds. Customers are also randomly selected for return calls to verify that the fault has been resolved to the satisfaction of the customers phoned. Happy customers are customers who pay their accounts so everything is done to make customers happy. It has been found that customers who feel that their views are listened to and taken into account in the formulation of policy feel more satisfied with their service provider. As a result, use is made of focus groups and user platforms where representatives of communities meet with EWS to discuss matters of general concern and propose amendments to policy. The use of phone and radio programmes has proved to be a success where once a week, staff of EWS have gone on air to speak about a topic and take questions from the listeners. This improves customers’ understanding of the policies of the Council and also allows customers to raise matters of interest to them. Research has shown that few customers read newspapers and many only listen to the radio or television at particular times of the day. Given that these are peak listening times, securing advertising slots has proved to be very expensive. As a result, the use of street theatre has been found to be a suitable alternative. Initially it was found that retention of messages conveyed through street theatre was very poor but once prizes were offered for the correct answers to questions related to the presentation, the retention rate increased markedly. EWS has a service level standards booklet which describes every service that is offered together with the expected response time. The customer service charter sets out the performance standards of EWS and advises customers who they may escalate any complaints or compliments to with respect to the service they have received. Communication is not a uni-directional process. It is necessary for the service provider to understand its customers as much as customers need to understand the policies and processes of the service provider. Considerable effort is therefore made to ensure that customers and community leaders understand the policies of the Council. This means that communities can hold EWS to account based on a common understanding of policy and any criticism will be based on a correct understanding of the policy.

CONCLUDING REMARKS The provision of sanitation to meet the needs of people living in South Africa requires a combination of innovations in technology, policy and finance if it is to become a sustainable reality. These innovations need to meet the expectations of the communities that do not have sanitation and who have been conditioned to think that the only acceptable sanitation option is a flushing toilet. A paradigm shift is required to position sanitation solutions which require no water as the desired and preferred option. Investments in sanitation should be made with this changing paradigm in mind (much as was the case with fixed line telephone companies facing the challenge of mobile phone operators). In making investments for the future, infrastructure must be installed in a way that it does not become obsolete within its useful life and furthermore does not limit one’s ability to benefit from any future technology changes. REFERENCE Lutchminarayan R D 2007. Sanitation, Water and Hygiene in eThekwini Municipality, Durban, South Africa.

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AN INNOVATIVE APPROACH FOR THE OPERAǧ TION AND MAINTENANCE OF ZEERUST WASTEǧ WATER TREATMENT WORKS

The ZWWTW discharges its treated effluent into the Kareespruit River. At the time, the effluent discharged underwent partial treatment, and did not comply with the General Limits as set by the Department of Water Affairs (DWA). Further, the Green Drop Report (2011) highlighted the ZWWTW as a Critical Risk and it received a Risk Rating of 100% in the North West Province. The Green Drop Report (2011) also indicated that the ZWWTW should remain a top priority and should receive regulatory attention from the WSP. In light of the above, the NMMDM decided to upgrade the Works in the short term to ensure compliance with effluent quality and to seek private sector involvement in the O&M of the works with the aim of providing a long term sustainable solution to one of their most important services, i.e. to treat their citizens wastewater to an acceptable standard to be safely discharged into the environment or innovatively be re-used.

Authors: Casper Coetzer(1), Hendrik Honey(2) (1)

Aurecon South Africa (Pty) Ltd, Postnet Suite 50 Private Bag X82323, Rustenburg 0300, Republic of South Africa; Tel: +27-14-597-1225, Fax: +27-86-600-9702, e-mail: Casper. Coetzer@aurecongroup.com (2) Aurecon South Africa (Pty) Ltd, Cape Town, Republic of South Africa ABSTRACT The successful and efficient treatment of municipal wastewater to ensure continuous compliance with legislative requirements at the lowest possible life cycle cost depends both on the suitability and durability of capital infrastructure for the specific type and quantity of wastewater, as well as the long term operation and maintenance of the processes and infrastructure. Professional Engineering Service Providers have traditionally mainly been involved with the design and construction stages of wastewater infrastructure. In many instances the infrastructure deteriorates soon after the contractors’ defects liability period has expired and shortly afterwards the treatment system fails to deliver effluent quality in line with the requirements of the Department of Water Affairs (DWA). The Ngaka Modiri Molema District Municipality (NMMDM) decided in 2011 to implement a turn-around strategy when it became apparent that the Zeerust Wastewater Treatment Works (WWTW) is not only in dire need of an upgrade, but also required an innovative approach to improve the operation and maintenance (O&M) of the WWTW. Subsequently they appointed an Professional Engineering Service Provider to undertake the professional services for refurbishment and upgrade, as well as the O&M of the works for a period of 6 months. The first phase focused on the repairing and replacement of infrastructure. Various contractors were appointed to carry out this phase, while Water Solutions Southern Africa (WSSA) had been appointed to carry out the Operation and Maintenance (O&M) requirement and to train municipal staff in the O&M of the works. At the end of the 6 months period the effluent quality complied with all effluent quality standards stipulated by the Department of Water Affairs and the works was handed to the NMMDM in a very good condition with all process units functioning efficiently and comprehensively. This approach demonstrated that by selective private sector involvement, a municipality showed the capability to meet one of the core needs of their inhabitants, i.e. to treat their wastewater efficiently, thereby protect the environment, as well as discharging treated effluent which is suitable for re-use.

2. STATUS QUO AT HANDOVER During inception it was discovered that the works was in a poor physical state with the majority of the mechanical equipment non-functional. The aeration system was in a very poor physical state and inadequate for the hydraulic and organic load that was received by the works. The works has been upgraded several times since construction in the mid 1960’s. The latest upgrading took place in the 2010/11 and 2011/12 financial years and consisted of the following: 1. The replacement of the horizontal brush aerators and mixers with: - Four 3.7 kW Aire-O2 mixers installed on four galvanised steel bridges. - Eighteen 11kW Aire-O2 Aspirator Aerators installed in batches of three on six galvanised steel bridges. 2. Replacement of the return sludge pumps (RAS) with two Gormann Rupp T4 pumps. 3. Replacement of the waste sludge pumps (WAS) with two Gormann Rupp T3 pumps. 4. Installation of flow meters at the inlet and outlet of the works. 5. New mechanical step screen. 6. Upgrading of the bulk electricity supply system. The upgrading and replacement of the aerators and other mechanical equipment was completed on 20 March 2012 and was funded by the ACIP programme. Since then the plant has been operated by the local municipality. 3. SCOPE OF PROJECT A consortium of consultants and contractors, comprising The Consultant and Water Solutions Southern Africa (WSSA) took over the daily operation, maintenance and management of the works for a six month period with the objective to: 1. Build capacity within the NMMDM to take over the operations and management of the works after six months; 2. Repair all the damaged and faulty mechanical and electrical equipment; 3. General renovations to offices, rest rooms and security fence; 4. Stabilize the works to achieve effluent standard as per original intended design; 5. Prove the efficiency of the refurbished aerator system; 6. Procurement of laboratory equipment; 7. Develop and establish procedures and systems for the operation and management of the works. 8. Employment, management and training of workers; and 9. Investigation and implementation of by-laws relating to sanitation. The remainder of this report specifically focuses on items 1, 4, 7 and 8 above.

1. INTRODUCTION The Zeerust Wastewater Treatment Works (ZWWTW) is located in the town of Zeerust in the North West Province. The ZWWTW falls under the NMMDM’s jurisdiction; the NMMDM is the Water Service Provider (WSP). The ZWWTW serves the town of Zeerust, Ikageleng Township as well as an abattoir and a few other light industries in the area. The Works was built and commissioned during the 1960s and the current documented design capacity is 2.6 Mℓ/day. The Works was not operating according to design, mainly due to mechanical failure of some of the equipment and due to incorrect process configurations. Also, the high organic loading sometimes experienced at the Works due to flow from the local abattoir impacted on the operation of the Works, resulting in a poor effluent quality.

3.1 Training and Capacity Building Initially it was intended to provide a 30-credit Skills Programme to provide in the need for trained and qualified operators. This was in

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8. Provide instruments and consumables to do the on-site analyses specified in the Project Specifications; 9. Do the daily control testing; 10. Handle, prepare and transport the compliance and industrial samples to a SANAS accredited or z-score compliant laboratory for analysis; 11. Keep the shift, daily and weekly records as required and provide daily and weekly reports; 12. Carry out a weekly inspection of the WWTW by a Class V Operator. The plant was continuously operated using a 4 team by 3 shift basis in order to comply with labour legislation. The operational duties of the Operator’s staff included: 1. Daily cleaning of the screens; 2. Daily cleaning of the detritus channels; 3. Disposal of the screenings and grit by placing in trenches on site, sprinkling with lime and covering with a thin layer of soil; 4. Daily cleaning of clarifier final effluent over flow channels; 5. Daily monitoring of the chlorine dosing system and changing of chlorine containers when necessary; 6. Ordering and management of chemicals and other consumables required for the operation of the plant; 7. Visual monitoring of the influent and noting of any unusual colour, odour or contents which indicates an upstream discharge which may affect the process; 8. Recording of the flow meter readings at the start and end of each shift; 9. Operating and maintaining the aerators as per the training and operations manuals; 10. Monitor and control sludge age in the reactors, by accurate and appropriate sludge wastage procedures, in accordance with the operating manuals; 11. Resetting of electrical trips strictly in accordance with the procedures to be provided by the Engineer; 12. Emergency repairs and maintenance of equipment; 13. Daily process monitoring; 14. On-the-job training of the Client’s staff deployed to the site; 15. Record-keeping and reporting. A condition assessment of all the mechanical equipment and infrastructure was done at the start of the project in order to draw up a comprehensive asset register to satisfy the requirements of the MFMA and the Green Drop programme.

preference to a full learnership which can take up to 2 years for a National Certificate at NQF level 2 to be completed. The 30 credits would have taken the Operators to the next classifi cation level and was realistically achievable in 3 to 4 months. Upon completion of the course the trainees would have been eligible for registration as Class 1 operators. Unfortunately the 6 months contract proved to be too short for an accredited qualification to be obtained. This was due to unforeseen eventualities such as labour unrest and unexpected complexities in stabilising the plant which took precedence to all else. It was therefore decided that the focus of the training be on plant-specific practical training as well as Occupational Health and Safety (OH&S) training. The training of the temporary staff was done by the WSSA site staff while WSSA trainers visited the site for 2 days per month to train the WSSA site staff and the temporary staff on more advanced topics including: 1. Chlorine handling (accredited) 2. Sampling (accredited) 3. Quality monitoring (non-accredited) 4. Operation of activated sludge treatment (accredited). A comprehensive training programme was drawn up once the qualifications and experience of the temporary staff had been established and verified by assessment on site. This programme was tailored to enable the NMMDM staff to operate the plant at the end of the 6 months, but due to the limited duration of the contract, it was not possible for the NMMDM staff to comply with the requirements of Regulation 2834. The options for the NMMDM will now be informed by the results of a Section 78 process but one of the following options could also have been selected in the short- to medium-term: 1. The contract could have been extended beyond the 6 month term; 2. The O&M of the plant could be outsourced via a tender process; or 3. The NMMDM could take over the O&M after the 6 months with a plan in place to comply with Regulation 2834 within a reasonable time. The latter option was opted for and it is therefore assumed that the NMMDM has been in contact with the DWA to discuss how compliance will be achieved within a reasonable time. 3.2 Daily Operations The scope of operations included the entire WWTW situated within the boundaries of the plant but excluded the networks, pump stations and all other infrastructure both upstream and downstream of the works. The following items were operated: 1. The Inlet works 2. The Biological Reactors 3. The Clarifiers 4. The RAS and WAS pump station 5. The disinfection installation 6. The sludge lagoons The Consultant as the service provider was responsible for the following activities: 1. Provide staff, in accordance with Regulation 2834 for a Class CWWTW, to operate the works on a 24 hours per day and 7 days per week basis; 2. Carry out routine inspection and maintenance limited to cleaning, greasing, oiling and inspecting of the plant and equipment; 3. Report timeously to the Client any non-emergency break-downs or potential breakdowns requiring repairs; 4. Arrange for, manage and report on repairs done under emergency breakdowns; 5. Take samples of the influent, process water and final effluent at the WWTW; 6. Take samples of the abattoir effluent weekly and ad hoc when a noncompliant discharge is suspected; 7. Take samples of the discharges of other industries and businesses when a non-compliant discharge is suspected;

3.3 Emergency repairs Emergency maintenance comprised the repairs required in order for the plant to be able to operate effectively. This is work which needed to be carried out by artisans qualified in the relevant trades such as fitters, electricians and millwrights. The bulk of the mechanical equipment at the plant had been supplied and installed by Circuit Water Engineering Equipment. To ensure that the warranty on the aerators and mixers stays intact, Circuit had to attend to any breakdowns on this equipment. The bulk electricity supply to the wastewater treatment plant is erratic and power outages occur regularly. Depending on the extent of the fault, the protection on the mechanical equipment trips inside the electrical panels. Only a qualified electrician is allowed to open the panels and re-set the protection equipment. To reduce the response time and to minimise the effect of power outages on the effectiveness of the plant, it was decided to enter into an agreement with a local electrical contractor to attend the major power outages. Since Electric Town was the local agent for Circuit, it was decided to appoint them for all the emergency repair work required for the plant to be able to operate effectively.

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3.4 Process and Compliance Monitoring The Consultant was responsible for the process and compliance monitoring and reporting. The monitoring consisted of the following activities:

3.4.4 Compliance monitoring by an independent accredited laboratory Sampling and testing of the final effluent was done by Integral Laboratories laboratory in Rustenburg. The Rustenburg facility is a satellite laboratory of Integral Laboratory which is SANAS accredited for chemistry and micro-biology. The laboratory has recently relocated to Rustenburg and participates in inter-laboratory proficiency testing while re-instating its SANAS accreditation. Initially the compliance monitoring was done on grab samples. In order to improve the accuracy of the monitoring results, permission was obtained from the NMMDM to procure composite sampling equipment. The following compliance monitoring analyses was done on the untreated sewage and final effluent: pH, Conductivity, Ammonia, Nitrate, Ortho-Phosphate, Chemical Oxygen Demand (COD), Mixed liquid suspended solids (MLSS), Total Kjeldahl Nitrogen (TKN), Free Chlorine, Faecal Coliforms and E.Coli. Results of the most important effluent parameters are indicated in Figures 1 to 5 below. These graphs clearly show the steady improvement in effluent quality, up to the point where all parameters complied with the required standards when the works was handed back to the NMMDM in March 2013.

3.4.1 Equipment performance and availability One of the objectives for the Consultant and Circuit Water Engineering was to prove the suitability of the aeration system that was installed. The condition and availability of all mechanical equipment was daily monitored and reported. During the duration of the contract sufficient proof was established that the aeration system is suitable for the application. For further details please refer the graphical analysis results over the 6 month period, at the end of the section. 3.4.2 Operation compliance monitoring Operation systems and programmes were developed by the Consultant and WSSA for the works. This was used for daily monitoring of operations by the senior operator on the plant. A representative from the Consultant performed a regular inspection and audit. 3.4.3 Process monitoring The daily process testing was done on site by WSSA. The portable DO meter already purchased for the works was made available for the Operator’s use. Daily process monitoring analyses was done on the raw sewage as well as the final effluent for the following parameters: pH, Conductivity, Dissolved Oxygen, Ammonia and Free Chlorine. These results were analysed by both the Consultant and WSSA process experts and used to control and adjust the process.

4. CONCLUSION The objectives of the appointment to operate and maintain the Zeerust WWTW for a period of six months were: • To re-commission all the equipment and stabilise the works; • To proof the effectiveness of the aeration equipment; and • To put in place procedures and systems for the operation and maintenance of the works.

Figure 1: Effluent COD values

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Figure 2: Effluent Ammonia values

Figure 3: Effluent Suspended Solids values

Figure 4: Effluent Nitrate values

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Figure 5: Effluent E.-coli values

Photos 1 to 4 show the visual improvement in effluent quality before and after the refurbishment and O&M periods.

Photos 1 and 2: Visual improvement in the effluent quality between October 2012 and April 2013 at the overflow of the secondary settling tanks

Photos 3 and 4: Visual improvement in the effluent quality between October 2012 and April 2013 at the overflow of the chlorine contact tank

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Photos 5 and 6: Staff getting training in taking grab samples and maintaining the mechanical equipment (aerators)

Photos 7 and 8: Staff getting training in taking grab samples and maintaining the mechanical equipment (aerators)

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5. WAY FORWARD The Zeerust WWTW was handed over to the Zeerust Local Municipality to maintain and operate. A number of mechanical equipment has since broken down (mostly aerators) and the plant is operating again under capacity. The biggest challenge and constraint for the municipality in operating the plant is the lengthy procurement process that needs to be followed in repairing and replacing mechanical and electrical equipment. A millwright has also not been contracted yet for emergency repairs as dictated by the Water Act. The Consultant has been appointed for the design and procurement of extension works to the plant to cater for future demand. The design horizon has been confirmed at 25 years with a required treatment capacity of 7.0 Ml/day. The initial construction cost estimate is R 55 million excluding tax and contingencies. The tender design should be complete by end of October 2013 with the appointment of a contractor early 2014. The EIA process is underway and the necessary licences should be approved by end of 2013.

• To demonstrate an innovative approach to turn around a malfunctioning treatment works into an efficient and sustainable WWTW which produces treated effluent that can be safely discharged into the environment or innovatively be re-used by the community. The re-commissioning of all the equipment and stabilization of the plant was achieved successfully, and the effectiveness of the aeration equipment is evident in the excellent effluent results obtained after a relatively short period. The effluent quality complied with all effluent quality standards stipulated by the DWA and the works was handed to the NMMDM in a very good condition with all process units functioning efficiently and comprehensively. Unfortunately, due to the limited duration of the contract it was not possible to train NMMDM staff to comply with the requirements of Regulation 2834. One option available to the NMMDM would be to appoint a consultant for the O&M of the plant, and continue to train a core group of staff to eventually oversee not only the Zeerust WWTW but also other Works within the NMMDM’s jurisdiction. This process should take anything between 4 and 6 years to reach full compliancy in accordance with the Regulation 2834. The initiative by NMMDM may therefore be regarded a prototype for other municipalities to follow. Increasing the 6 months O&M and training period to at least a 12 – 18 months period, however, requires consideration to ensure the long term sustainability of this turn-around strategy. Finally, the Consortium involved with this project are grateful to have been given the opportunity to undertake the project and acknowledge the input of many parties in making this undertaking a success, especially the input and support provided by the PMU department of the NMMDM under the leadership of Mr SB Sehole.

REFERENCES Department of Water Affairs 2011. Wastewater Service Regulation. Green Drop Report.

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N.B. Platinum Members are entitled to a maximum of 15 free copies of IMIESA, Gold Members to a maximum of 10 free copies and Silver Members to a maximum of 5 free copies.

8. Remarks:

Signed:

Designation: 9. (i) How many offices or outlet points do you have in Southern Africa? Date:

(ii) Please attach a separate schedule listing the physical addresses of all these offices and outlet points.

10. IMIESA Journal Please advise the addresses to which you would like the IMIESA Journal to be sent:

B FOR OFFICIAL USE BY BRANCH / AREA REPRESENTATIVE This application is *supported / not supported by the

Branch / Area Representative of the Institute of Municipal Engineering of Southern Africa. * Delete whichever is not applicable.

Membership General Information VISION/MISSION

BENEFITS AND SERVICES TO MEMBERS

To promote excellence in the engineering profession for the benefit of municipalities and their communities.

IMIESA JOURNAL Members of IMESA are granted free subscription to the IMIESA journal, a highly informative monthly publication that serves as a mouthpiece for the entire engineering fraternity by disseminating cutting-edge technical news and developments. The journal has received the prestigious PICA award for the best publication of its kind in the Urban Management, Civil Construction and Infra- structural Development Categories.

OVERVIEW The Institute of Municipal Engineering of Southern Africa (IMESA) promotes the interests of municipal engineers and their profession, and creates a platform for the exchange of ideas and viewpoints on all aspects of municipal engineering with the aim of expanding the knowledge and best practices in all Local Government municipalities. Since 1961 IMESA has played a significant role in municipal engineering, sharing knowledge and acting as a catalyst in developing new initiatives. Municipalities are key role-players in identifying needs, prioritising funding and implementing integrated development planning for community-based programmes. The Institute also advises Councils on municipal engineering matters and serves the broader community through representation on a number of National bodies, where it provides input from the municipal engineerâ€™s perspective.

IMESA WEBSITE The IMESA website offers members and potential members a forum for opinion, news and support relating to the municipal engineering industry. SEMINARS Branches organise regular full- and half-day seminars which feature speakers from both the technical and contemporary arenas. These

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IMESA MEMBERSHIP

(ii) Are admitted as such by the Executive Committee; or (iii) Have been admitted by Council on the unanimous recommendation of the Executive Committee based on their opinion that such persons have the experience, employment responsibility or involvement in infrastructure engineering or have made a contribution to public sector engineering which in the interests of the Institute justifies such admission

valuable seminars also provide opportunities to introduce new products in the technical field and to brief members and politicians. ANNUAL CONFERENCES IMESA hosts an annual conference. Opportunities for members to gain valuable information and insight into issues facing the municipal engineering fraternity include the presentation of topical papers, product exhibitions and an opportunity to share and discuss ideas with like-minded engineers, municipal representatives and non-technical associates.

Student Members They shall be persons who are: (i) Enrolled students at a local or international university/technical university recognised by ECSA; (ii) Studying towards a degree/diploma in engineering and (iii) Admitted as such by the Executive Committee

BURSARY SCHEME In 2000 IMESA established a bursary scheme for full-time studies in the field of Civil Engineering. Ten bursaries are awarded each year. The aims of the scheme are: • to provide financial assistance to students who would otherwise not have been able to afford to study • to recognise the achievements of students and prospective students who are dependants of IMESA members

Associate Members They shall be persons who: (i) Have satisfied the Executive Committee that they are involved in an aspect of infrastructure engineering (ii) Are admitted as such by the Executive Committee

IMESA TRAINING IMESA offers a range of training courses covering all aspects of Infrastructure Asset Management and other priorities relevant to engineering and municipal environments.

Affiliate Members They shall be those academic, research, consulting, commercial, industrial or others undertakings who: (i) Are in the opinion of the Executive Committee, involved in business related to infrastructure engineering and (ii) Are admitted as such by the Executive Committee

IMESA HERALDRY AND MOTTO The IMESA coat of arms was designed by Alan Woodrow and was registered with the South African Bureau of Heraldry in 1972. Monumenta Circumspice For our monuments, look around you.

SUBSCRIPTION FEES : July 2013 – June 2014

IMESA MEMBERSHIP CATEGORIES/GRADES Corporate Members Professional Members They shall be persons who: (i) Are registered by ECSA or an equivalent engineering council recognized by ECSA as full professionals in at least one of the following categories: • Professional Engineer; • Professional Engineering Technologist; • Professional Engineering Technician; • Professional Certificated Engineer; or • Registered Engineering Technician (ii) Had at least 3 years infrastructure engineering experience after achieving a qualification recognised by ECSA or an equivalent engineering council recognized by ECSA for registration (iii) Have been admitted as such by the Executive Committee, or; (iv) Having failed to comply with the requirements of clause (i) and (ii) above, have been admitted by Council, on the unanimous recommendation of the Executive Committee based on their opinion that such persons have the experience, employment responsibility or involvement in infrastructure engineering or made such a contribution to infrastructure engineering which in the interests of the Institute justifies such admission.

ENTRANCE FEE Member ( All Categories )

R 190.00

ANNUAL CORPORATE MEMBER FEES Fellow Professional Retired Fellow Retired Professional

R 790.00 R 790.00 R 230.00 R 230.00

ANNUAL NON-CORPORATE MEMBER FEES Graduate Student Associate Retired Non-Corporate

R 395.00 R 210.00 R 495.00 R 210.00

** Subscription fees for the 2013/2014 year have not been increased (same as last year). PLEASE NOTE THAT THERE IS A SEPARATE INFORMATION DOCUMENT AND APPLICATION FORM AFFILIATE MEMBERSHIP (FOR COMPANIES).

Non-Corporate Members Graduate Members They shall be persons who: (i) Are registered/eligible for registration by ECSA or an equivalent engineering council recognised by ECSA in at least one of the following categories: • Candidate Engineer; • Candidate Engineering Technologist; • Candidate Engineering Technician; or • Candidate Certificated Engineer;

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No.4 5th Avenue, Rivonia 2191 PO Box 92026, Norwood 2117

Tel: +27 (0)11 233 2600 Share Call: 086 003 3300 Fax: +27 (0)11 234-7274/5 www.3smedia.co.za

MEDIA

3S MEDIA

CO M PA N Y P R O F I L E

About COMPANY HISTORY

TITLES T

3S Media is a modern-day media company ompany offering quality information to business ss communities through magazines, digital media and events. Founded in 1960 as Shorten n Publications, it produces industry and business usiness publications, newsletters and websitess and organises industry events. The company has a 52-year history in the business.

IMIESA is the official magazine of the Institute of Municipal Engineering of In Southern Africa (IMESA), focusing on inSo frastructure development, maintenance fra and service delivery. IMIESA is a monthly publication, with a combined November/ pub December issue. Local Government SupDec plier unpacks the provincial infrastructure budgets, including a comprehensive report budg on government budget allocation, industry go outlook outlo and future growth areas across all engineering disciplines. engin

There are currently 8 print titles, plus supplements, in the publication stable. Manyy of these are produced in partnership with professional institutes. A number of the titles tles have been recognised for publishing and nd journalism excellence.

Water&Sanitation Africa is the official Wate magazine magazi of the Water Institute of Southern Africa (WISA), dealing with the preservation, ( treatment treatme and provision of water. It is a published every alternate month. ev

The name was changed to 3S Mediaa in 2005, in order to embrace new w developments in the publishing world d and the company’s vision to add newsletters, websites, mobile media and events to its service offering. There are now four industry websites with weekly newsletters offering breaking g news, upcoming events, job listings and latestt indus industry developments.

RéSource promotes integrated resources RéSour RéSou management, with a special focus on waste manage em management and cleaner production. It maan iss the official magazine of the Institute of Waste Management of Southern Africa o (IWMSA) and is endorsed by 12 industry (IW W associations. It is a quarterly publication. as

Under one of its subsidiaries, the company mpany also produces and hosts a number of events, vents, from conferences to forums, breakfastss and awards. It sells sponsorships, delegate seats and exhibition stands for these events, which provide stakeholders with critical informarmation on their industries through expert pert speakers and current topics. The events also afford excellent networking opportunities. es.

Transport World Africa covers complete Tr transport and logistics management solutran tions and the movement of freight throughtion out Africa. It is endorsed by the Federation East and Southern African Road Transport of Ea Associations (FESARTA) and is published eveAssoc alternate month. ry alte Inside Mining carries topical features on Insid mining and exploration in Africa and the rest of world, focusing on the entire mining value the wo chain. It is published monthly.

COMPANY MISSION To provide the highest quality print, t, digital and event products that serve e the information needs of our businesss communities and offer advertiserss maximum exposure in their relevant target markets.

Meetings is a market leader in the busiMeetin tourism sector. It investigates new trends, ness tou ideas and an strategies relevant to the meetings events industry and is published every alterand event month. nate mont

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CO M PA N Y P R O F I L E

Forum was endorsed by TradeMark Southern Africa, TradeMark East Africa, COMESA, EAC, SADC, USAID and the Southern Africa Trade Hub.

SA Conference Directory is a comprehensive and concise reference guide for the professional conference and event organiser and meeting planner.

The 2013 Public-Private Infrastructure Forum provided a platform for the public and private sectors in the built environment to address their concerns around infrastructure development and service delivery, and to find solutions to ensure an effective partnership between both sectors in meeting government’s infrastructure development goals. It also afforded a unique opportunity to network with important role players in the construction industry, including government officials, relevant institutes and associations, and private companies.

WEBSITES • www.miningne.ws is a leading international website with breaking news, company information and press releases, the latest jobs in mining and an international events calendar. • www.saconference.co.za is the definitive online point of reference for finding venues, and product and service providers for the meetings, conference, events and exhibitions sector.

Face2Face breakfast: The New Waste Act and Extended Producer Responsibility explained. In association with RéSource magazine, expert speakers enabled delegates to understand the New Waste Act and Extended Producer Responsibility, how hazardous waste packaging fits in with this, and what Extended Producer Responsibility means for the plastics industry.

• www.infrastructurene.ws brings together the communities from our three magazines – IMIESA, Water&Sanitation Africa and RéSource. It is a leading news hub for infrastructure development and service delivery, with in-depth articles, company news, multimedia and an events calendar.

Face2Face breakfast: Transnet’s ‘Back to Rail’ strategy. Siyabonga Gama, CEO of Transnet Freight Rail, unlocked Transnet’s ‘Back to Rail’ strategy, providing crucial insight to enable truckers to effectively assess opportunities and threats, and plan forward, as well as giving civil engineers an understanding of envisaged rail and port infrastructure spend. In addition, Prof Emile van Zyl debunked the myths of alternative fuels.

• www.transportworldafrica.co.za is a leading news and resource hub for the transport, logistics and freight industry. It also has in-depth articles, company news, multimedia and an events calendar.

RECENT EVENTS Face2Face one-day conference: Preparing for Carbon and Environmental Taxes. The event provided an overview of environmental taxes and how the proposed carbon taxes will affect companies’ bottom line, how companies can reduce their carbon footprint, and how climate change impacts, including water risks, should be considered when planning projects.

The 2013 African Road Transport FormForum brought together regional players and the private sector of the road transport industry to workshop solutions to leading problems affecting intraregional trade. The Forum also allowed for networking opportunities. The outcomes were communicated to the COMESA/EAC/SADC Tripartite Trade and Transport Facilitation Programme as input for its Annual Work Plan. The

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AWARDS FOR PUBLISHING EXCELLENCE IMIESA won four PICA awards in 1999, 2001, 2005 and 2006. It also won two highly commended awards in 2001 and 2008. In 2011 and 2012 it won the PICA for Non-professional writer of the year. Also in 2012 it won a highly commended award in the construction and engineering category. RéSource won two PICA awards, in 2001 and 2004, and received a highly commended award in 2003. Transport World Africa won a highly commended award in 2004. Inside Mining won a PICA award for B2B cover of the year and was nominated for best trade and industry writer, both in 2010. In 2011 it was nominated for B2B cover of the year. In 2012 it won a highly commended award in the resource-based industry category. Water&Sanitation Africa was nominated for B2B editor of the year awardin 2010.

AWARDS FOR EXCELLENCE IN JOURNALISM Former managing editor Jaci Leitch won two consecutive Mondi awards for trade and technical journalism. Publisher Elizabeth Shorten won two consecutive Mondi Awards for articles in IMIESA and Transport World Africa. She also won the SAACE (now CESA) Excellence Award from the consulting engineering fraternity for Journalist of the Year.

3S Media House Tel: +27 (0)11 233 2600 No. 4, 5th Avenue 3S Media Tel: 0860 033 300 Fax: +27 (0)11 234 7274/5 Rivonia, Sandton 2090 PO Box 92026, Norwood 2117 Directors: Elizabeth Rosemary Jordaan, Colin Fred Jordaan www.3smedia.co.za Reg No: 1960/004716/07

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3S MEDIA

Publisher’s welcome On 7 December 1972, NASA’s prize rocket, the Saturn V, launched from

highly practical pre-conference workshop in which key findings, emerg-

Florida with three quite contentious passengers. That same evening,

ing trends, strategies against water theft and loss, targets and best prac-

one of them took a photograph that is embedded in human conscious-

tices will be discussed. The findings and outcomes of this workshop are

ness like no other image on earth, because it as an image of earth that

highly anticipated.

will never be repeated. Known as the Blue Marble Shot, the conditions needed to capture the earth in this perspective are nearly impossible to

3S Media’s water-related publications

reproduce. Eugene Cernan, the commanderr of Apollo 17; Harrison

3S Media has a long and enduring record of publishing ac-

“Jack” Schmitt, the lunar module pilot; and Ron Evans, the

complishment in the infrastructure and resources sector,

command module pilot, all claimed the shot ot for them-

as you will find over the following pages. Most of the

selves, and the truth has surely been lost forever. rever. This

publications in the stable have a significant stake

image endures in our minds and justifies why we

in water resources. IMIESA carries editorial on the

call Earth the Blue Planet.

water sector in each edition, with a particular fo-

As with so many images, there is a different nt truth

cus on the municipal services. Water&Sanitation

behind it. Water scarcity affects every continent, ntinent,

Africa is the leader in publishing in the water

with more than a billion people living in areas of

sector and is dedicated to reporting on the

physical scarcity. This is both a natural phenomenon omenon

management, preservation, treatment and pro-

and man-made one. Distribution of fresh water is in-

vision of water. Water is also a crucial component

equitable and far too much of it is wasted. We need to

of the mining industry and Inside Mining has stead-

take a leaf out of the three astronauts’ bookk and all take re-

ily become a crucial component and ally of the industry.

sponsibility for this situation.

It is committed to disseminating information and knowledge

In 2011, the South African Local Government Association (SALGA)

about best environmental practise in water use. RéSource promotes in-

and Water Research Commission (WRC) announced the relaunch of the

tegrated resource management with a special interest in waste manage-

National Benchmarking Initiative. A team of specialists in water services,

ment and cleaner production.

benchmarking and performance measurement, information systems

Publishing in these sectors is based on a philosophy as much as it is on

and business intelligence, together with the supportive inputs from

a business plan. 3S Media is very much part of the world it operates in

IMESA and eThekwini Metropolitan Municipality, won the bid to re-

and has a sincere commitment to working with the communities it serves

establish water services benchmarking in South Africa. The three-year

in a responsible and principled manner. We are proud to be serving the

project began in 2011 and aims to use water services benchmarking to

community of municipal engineers and their allied associates after more

strive for continual performance improvement and to make the most

than 50 years and endeavour to keep delivering the quality deserved by

efficient use of available resources to improve service delivery and cus-

you, our community.

tomer services. The Millennium Development Goals address access to potable water, water treatment and wastewater management, which

Don’t frighten the horses

reflect the broad challenges facing municipalities in South Africa today,

On a much lighter note, the following story suggests the somewhat mad

namely broadening access to potable water and sanitation services in

reputation of engineers and inventors. A late 19th century Boston engi-

a sustainable manner and building the necessary capacity to achieve it

neer called Mr Matheson was convinced that the noisy new steam train

and improve on it.

engines must have terrified the horses on the streets of Boston and suggested that the trams be disguised to look like horses in order to solve

Benchmarking 2013

the problem.

Benchmarking plays an important role in helping the sector assess to

Although the tram ran for a short time, none of the Boston officials took

what extent water services providers are meet-

it seriously, resulting in the aforementioned

ing these challenges and, in particular, to what

inventor becoming so disillusioned that he

extent performance is improving over time.

spent the rest of his life protesting against the

Benchmarking will also help to identify best

evils of mechanisation. Somewhat tragically,

practices from which others can learn as well

he eventually died in the poorhouse...

as areas most needing improvement.

While it didn’t end well for the engineer, he

As crucial project partners in this exercise,

certainly proved his own sensitivity to the

IMESA has prioritised the SALGA/WRC Mu-

world around him. Happily that is not the usual

nicipal Benchmarking Initiative at this year’s

fate for our esteemed engineering colleagues.

conference. Municipal engineers, officials and

3S Media wishes you all a very successful

councillors are meeting over two days in a

2013 conference.

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